Sundar Pichai

Look, I think it's important to step back and say, you know, the underpinnings of a culture in which you really invest in employees and you empower them.

Look, I think it's important to step back and say, you know, the underpinnings of a culture in which you really invest in employees and you empower them.

And even some of the perks was to create a culture where it's positive, optimistic, you're in an innovation mindset, people are talking to each other, maybe by giving lunch here, people are all sitting and talking ideas through lunch, you're cross-pollinating, imagine. So that is the thesis of it, not that we are trying to give lunch to people, right?

And even some of the perks was to create a culture where it's positive, optimistic, you're in an innovation mindset, people are talking to each other, maybe by giving lunch here, people are all sitting and talking ideas through lunch, you're cross-pollinating, imagine. So that is the thesis of it, not that we are trying to give lunch to people, right?

And so I, till today, feel we still get a lot of innovation in the company, at all levels of the company. And I think people wake up and say, well, I can go do this notebook alum, et cetera, are great examples, right? And so people do that all the time. So I think empowering employees, has been and is and will be a source of strength for Google.

And so I, till today, feel we still get a lot of innovation in the company, at all levels of the company. And I think people wake up and say, well, I can go do this notebook alum, et cetera, are great examples, right? And so people do that all the time. So I think empowering employees, has been and is and will be a source of strength for Google.

I think we can attract higher caliber people who feel like they have agency to do that. But that doesn't mean, I think people shouldn't confuse that with, like today for example, you can take something like Google DeepMind, I think there is all the way from Demis and others, extraordinary leadership team, be it Cori, Jeff, Oriel, Noam, et cetera.

I think we can attract higher caliber people who feel like they have agency to do that. But that doesn't mean, I think people shouldn't confuse that with, like today for example, you can take something like Google DeepMind, I think there is all the way from Demis and others, extraordinary leadership team, be it Cori, Jeff, Oriel, Noam, et cetera.

All these leaders have strong opinions on how to drive that frontier forward and that's happening too, right? So I think it's important to strike a balance between the two. I think when you empower employees a lot, in some ways, like we have allowed for more free speech than other companies, that's one way you can think about it. So you're gonna hear voices,

All these leaders have strong opinions on how to drive that frontier forward and that's happening too, right? So I think it's important to strike a balance between the two. I think when you empower employees a lot, in some ways, like we have allowed for more free speech than other companies, that's one way you can think about it. So you're gonna hear voices,

Sometimes you can hear like what is effectively 500 people in the company, but that doesn't represent the company as a whole. So in some ways we are different from other companies and can confuse it on the outside, I think. But I think overall, look, we have a clear sense of where we are going. I think we want to empower people all in the service of our mission.

Sometimes you can hear like what is effectively 500 people in the company, but that doesn't represent the company as a whole. So in some ways we are different from other companies and can confuse it on the outside, I think. But I think overall, look, we have a clear sense of where we are going. I think we want to empower people all in the service of our mission.

So if anything, you know, over the past few years, and you are right, there are moments, not just us, But as an industry, I think, I think some of the other things became more of the focus than the mission of the company and why we are all here, right? We are not all here in the company to resolve our personal differences or something. We are here because you're excited about

So if anything, you know, over the past few years, and you are right, there are moments, not just us, But as an industry, I think, I think some of the other things became more of the focus than the mission of the company and why we are all here, right? We are not all here in the company to resolve our personal differences or something. We are here because you're excited about

you know, innovating in the service of the mission of the company and the impact you can have. And so bringing that focus back, that's something I've been very deliberate about for the past few years. And I think it needs reinforcing. I think one of the lessons for me was we all grew so much that you assumed everyone always understood those underpinnings.

you know, innovating in the service of the mission of the company and the impact you can have. And so bringing that focus back, that's something I've been very deliberate about for the past few years. And I think it needs reinforcing. I think one of the lessons for me was we all grew so much that you assumed everyone always understood those underpinnings.

But then when you added so many people, you realize you have to go back and repeat that a lot to help people internalize that. We've done that and we do that all the time. I think moments like this help a lot too. The current moment is just genuinely both so exciting and so intense. It actually reminds me a lot of early Google.

But then when you added so many people, you realize you have to go back and repeat that a lot to help people internalize that. We've done that and we do that all the time. I think moments like this help a lot too. The current moment is just genuinely both so exciting and so intense. It actually reminds me a lot of early Google.

When I walk into the GDM building, some of our earliest engineers are all sitting there. working together, people come in five days a week at a minimum, right? And so you have that intensity and you have that excitement. And I feel that same sense of optimism. So that's what I'm focused on, right? To me, that's the hardcore-ness which matters, right? Like are people, smart people,

When I walk into the GDM building, some of our earliest engineers are all sitting there. working together, people come in five days a week at a minimum, right? And so you have that intensity and you have that excitement. And I feel that same sense of optimism. So that's what I'm focused on, right? To me, that's the hardcore-ness which matters, right? Like are people, smart people,