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谷歌CEO:种族平等是一段漫长的旅程 |《财富》独家访谈

谷歌CEO:种族平等是一段漫长的旅程 |《财富》独家访谈

麦亦莲(Ellen McGirt) 2020年06月26日
桑达尔·皮查伊承诺推动种族平等。

“如此多的人开始关注种族平等问题,这感觉就像是一个罕见的历史性时刻。”谷歌和Alphabet的首席执行官桑达尔·皮查伊通过视频通信服务Google Meet告诉《财富》杂志。此次访谈旨在讨论皮查伊于6月18日发布的长篇公告。他在该声明中做出了一系列致力于推动种族平等的新承诺,其中包括增加黑人高管人数,并设定了一项新目标:到2025年将代表性不足群体在领导层的比例提高30%。

在这份声明中,皮查伊誓言要与黑人员工展开更深入的合作,以解决过去阻碍他们在公司获得充分代表的文化壁垒。“我还将召集一个包括谷歌黑人+社区(Black+)高级成员在内的特别工作组,就招聘、雇用、绩效管理、职业发展和人才留用等所有影响谷歌黑人员工体验的领域,制定具体的问责建议和提案。”他写道。

为了催生公司之外的机会,谷歌拟投入逾1.75亿美元启动“经济机会一揽子计划”,助力黑人企业主、创业者、开发人员和求职者实现梦想。除了为企业主提供融资和补助,为求职者提供技能再培训之外,皮查伊还将拨款约1亿美元,参与到黑人领导的初创企业和资本公司之中,其中包括由创始管理合伙人Lo Toney在GV(原谷歌风投)内部孵化,注重多样性的风投基金Plexo Capital。

为实现这些承诺,皮查伊召开了一系列内部会议,其中包括一个种族与公平“危机应对小组”,其参考模板正是谷歌为应对新冠疫情而创设的工作机构(详情见下文)。皮查伊希望其他公司也能制定类似的宏大目标,并进一步提升种族平等措施的透明度。他告诉《财富》杂志,仅仅发布相关指标是不够的。“务必要意识到,顶级公司对于所有这些问题有着非同小可的影响力。”他说,“随着时间的推移,我们将设定更多的可问责目标。作为一家公司,我们需要在某些领域有所改进,但我认为《财富》杂志在提升顶级公司的觉悟方面发挥着独特的作用。”

以下是我们的对话实录。为节省篇幅和清晰起见,我们对其稍加编辑。

《财富》:长期以来,我们一直在处理和讨论种族、平等、包容、警察和刑事司法等问题。你认为此刻有什么不同?

桑达尔·皮查伊:这是个很好的问题。先撇开为什么现在成为转折点不谈,目睹这场运动本身就是一件非同寻常的事情。它不仅仅局限于美国。我在巴黎,甚至在公司内部,亲历了“黑人的命也是命”抗议活动,我从来没有见过这样的事情。我们为这场运动的相关事业开展了一场配捐活动。无论是从参与人数,还是从募集到的金额来看,这都是我们公司历史上规模最大的一次。(谷歌每年为每位员工匹配最多1万美元的捐款。)

我们准备在下周做的一些工作,将充分反映这是一个多么独特的时刻。甚至在我们的搜索引擎中,许多术语的搜索量也创下了历史新高。人们都在查询这些话题,试图了解更多。

所以,可以肯定的是,如此多的人开始关注种族平等问题,这感觉就像是一个罕见的历史性时刻。很显然,黑人社区长久以来的经历正在成为世人关注的焦点。

你们是如何制定应对计划的?从哪里开始?

在过去的几周,我们与公司内部所称的“黑人领袖顾问小组”,以及“谷歌黑人网络”(Black Googler Network,这是谷歌更广泛的黑人+社区的组成部分)的领导者进行了一系列对话。种族平等是一段漫长的旅程。我以前也听过这种说法,但在这种背景下聆听他们的故事,让我更加深刻地意识到,系统性的种族主义显然不仅仅是执法层面的问题,它还弥漫于住房、教育、医疗和工作场所等领域,对吗?所以我认为,现在的问题是如何才能利用这一契机,将其转化为持久的注意力和努力来创造改变。

我已经预览了你的声明,这是一个很长的行动清单。你能介绍几个你希望产生非凡影响的举措吗?所有这些措施都将产生影响,但你肯定对其中一些尤为期待。

是的,很明显,多样性和包容性一直是我们公司的核心价值观之一。我们始终在为之努力,并取得进展。所以说,这是我们一直在做的工作。作为其中的一部分,在首席多样性官梅洛尼·帕克的引领下,我们建立了完善的团队,我们拥有一个多样性包容团队。在过去的几周里,我们与“黑人领袖顾问小组”和黑人+社区进行了深入的协商。在公司内部,我觉得这是很多谷歌人愿意花时间聚在一起,从事志愿活动的领域之一。因此,我们在过去两周建立了一个公正项目管理办公室,其参考模板正是我们为应对新冠疫情而创设的工作机构。

真的吗?它是如何运作的?

是的,我们意识到新冠疫情是一场巨大危机,然后就迅速行动起来,着手建立了一个项目管理办公室和一个危机应对团队。同样,对于长久存在的系统性种族主义,我们也采取了相同的应对流程。我们认为,这种应对方式有助于激发公司上下的能量和热情,让员工借助我们的平台和产品推动变革。例如,为应对新冠疫情,我们专门成立了一个产品团队,鼓励公司员工通过电子邮件分享创意。对于种族歧视问题,我们也遵循了相同的流程,这是一个工作流。我们很快就意识到,作为一家公司,我们必须要做好两方面的工作。

第一项工作是什么?

虽然我们一直致力于多样性,但进展缓慢,我们仍然有很大的差距。所以我们必须下定决心,更加努力地工作,以切实改变公司内部的非洲裔代表性。我们觉得必须从这里开始。如果无法在内部解决这个问题,我们就无法推动公司之外的变革,所以这是重中之重。与黑人领袖和社区成员的对话让我意识到,有一些事情我们显然可以做得更好。比如,我们过去把多样性培训、反种族主义培训作为一件单独的事情来做。我们如何把它整合起来,让每位员工参与其中,并以此为例推动结构变革?

你认为还有什么原因导致你们的多样性数字增长缓慢?

就黑人+员工的实际代表性而言,去年是我们取得最大进步的一年,尤其是在科技领域。我们承诺到2025年将这一数字增加30%。一个小小的说明:当公司不断壮大,员工持续增加的时候,计算起来实际上是很困难的。为自己设定目标,会让你思考和质疑你所做的工作,搞清楚哪一部分行之有效,哪一部分不一定有效果。举个例子。我们意识到,作为一家公司,我们必须去一些地方建立办事处,并在拥有多样性人才的地方进行投资。更重要的是,我们需要确保社区结构和机构为这些人才提供支持,帮助他们过上充实的生活。这就是我们去一些新地方的部分原因。在明白这一点之后,我们作出决定:“好吧,让我们做好长期规划,投资于亚特兰大、华盛顿、芝加哥,以及世界上其他一些我们能真正取得进展的地方。”

留住这些员工往往是最具挑战性的。

没错,我们也意识到,决不能仅仅为了提高代表性而招聘黑人员工。我们必须想清楚,一旦这些员工进入公司,他们的职业发展是什么样的?他们是否觉得自己能真正融入谷歌?所以,我们正在研究公司的工作环境还有哪些可以改进的地方。

第二项工作聚焦于公司外部。你们是如何作出这种承诺的?

正如我刚才提到的那样,这跟我们为应对新冠疫情所做的事情非常相似。我认为,我们也可以在公司之外做一整套事情。就我个人来说,我对投资教育,以及利用我们的能力弥合教育差距特别感兴趣。举个例子。我尝试着了解一些与教育相关的数字,但总的感觉是,在美国,大概只有很少的黑人拥有计算机科学博士学位。我们聘用了很多博士,那么我们能对这种状况做点什么呢?我们知道人才就在那里。那么,我们能做些什么来推动有意义的改变呢?我们可以赞助哪些项目?一旦开始这样思考,我们就意识到机会是非常广阔的。

包括你们自己的产品吗?

我们一直在思考如何才能更好地支持黑人拥有的中小型企业。比如,我们怎样才能在谷歌地图等产品中更好地展示这些企业,以便于人们寻找?事实上,在过去几周,黑人拥有的企业是一个增势迅猛的搜索查询领域。人们试图理解这些企业,希望给予支持。这就是我的想法。你刚才问这个流程是怎样的,我的回答似乎长了些。

我想问一下透明度问题。谷歌在2014年首次发布了一份多样性报告,当时很多人以为它会引发一波透明度浪潮。但根据我对《财富》美国500强的了解,提供这项数据的公司仍然很少——仅为14%。你认为是什么原因导致这些大公司不敢发布这个数据?

这是一个很好的问题。改变绝非易事。我认为许多企业不愿发布这项数据,是害怕遭到抨击。我觉得这是部分原因。所有人都在谈论什么是正确的企业社会责任(CSR)指标——诸如少数族裔代表性、可持续性之类。在我看来,这项指标的标准化程度越高,它越有可能成为公司年度报告的组成部分,也许就会在结构方面取得更大的进展。我认为,要想把14%这一占比大幅提高,这是个可行之策。我感到潮流正在转变。如果你和我在几年后进行同样的对话,这个数字预计会有很大的不同。至少这是我的期许。

所以我们经常谈论文化变革。不仅仅是谷歌,其实整个科技领域的从业者都给人以一种模式化印象——顽固且骄傲的技术男,他们用一种独特的方式向世界展示自己。媒体从业者与之相同。金融从业者是同一个人的不同版本。所以,这项工作需要我们采用大大小小的方式,要求每个人换个角度思考,深呼吸,使用新术语,克服尴尬场面。你怎么看待文化变革?你知道的,许多公司在推行文化变革时遭遇到内部的抵制。对于这些公司的领导者,你有何建议?

这是个好问题。首先要说的是,我们为提高少数族裔代表性所做的工作,甚至包括我们多年来为改善性别平衡而付出的努力,都有助于创造一个更加美好的世界。我认为,假以时日,科技领域的少数族裔代表性问题将逐渐好转。比如,在计算机科学项目中,我发现这种改变正在发生。这是其中一部分。我们刚刚讨论的培训问题,以及我们近几个月一直在研发的新版本,都将成为推动变革的催化剂。我们将找出哪些项目可以在全球范围内扩展,并将其更深入地融入培训之中。事实上,我们正在与加州大学伯克利分校包容型社会研究所(Othering and Belonging Institute)的主任约翰·鲍威尔合作,开展一场面向整个公司的全面对话,而不再举行往常的周五例会。(鲍威尔还是加州大学伯克利分校法律教授,专注于非洲裔美国人和种族问题研究。他喜欢在名字中使用小写字母。)

我们需要从领导层做起。我认为,包括我自己在内,所有人必须认可这个过程。我是移民到这个国家的。对我来说,理解美国的种族关系经历了一段旅程。每个人都需要经历这样一个过程。我们需要告知人们这一点:“瞧,我们每个人都在学习,我们都要明白,就个人层面而言,我们每个人都需要变化。我认为这很重要。”

媒体现在应该做什么?或者说,你对《财富》杂志有何期待?

你刚才谈到透明度时提到,目前只有14%的《财富》美国500强企业发布多样性数据。我认为,媒体需要督促每家大公司负起责任,以确保我们不仅仅是发布相关指标。随着时间的推移,我们将设定更多的可问责目标,作为一家公司,我们需要在某些领域有所改进,但我认为《财富》杂志在提升顶级公司的觉悟方面发挥着独特的作用。务必要意识到,顶级公司对所有这些问题有着非同小可的影响力。所以我认为这是一种非常有效的推动方式。(财富中文网)

译者:任文科

“如此多的人开始关注种族平等问题,这感觉就像是一个罕见的历史性时刻。”谷歌和Alphabet的首席执行官桑达尔·皮查伊通过视频通信服务Google Meet告诉《财富》杂志。此次访谈旨在讨论皮查伊于6月18日发布的长篇公告。他在该声明中做出了一系列致力于推动种族平等的新承诺,其中包括增加黑人高管人数,并设定了一项新目标:到2025年将代表性不足群体在领导层的比例提高30%。

在这份声明中,皮查伊誓言要与黑人员工展开更深入的合作,以解决过去阻碍他们在公司获得充分代表的文化壁垒。“我还将召集一个包括谷歌黑人+社区(Black+)高级成员在内的特别工作组,就招聘、雇用、绩效管理、职业发展和人才留用等所有影响谷歌黑人员工体验的领域,制定具体的问责建议和提案。”他写道。

为了催生公司之外的机会,谷歌拟投入逾1.75亿美元启动“经济机会一揽子计划”,助力黑人企业主、创业者、开发人员和求职者实现梦想。除了为企业主提供融资和补助,为求职者提供技能再培训之外,皮查伊还将拨款约1亿美元,参与到黑人领导的初创企业和资本公司之中,其中包括由创始管理合伙人Lo Toney在GV(原谷歌风投)内部孵化,注重多样性的风投基金Plexo Capital。

为实现这些承诺,皮查伊召开了一系列内部会议,其中包括一个种族与公平“危机应对小组”,其参考模板正是谷歌为应对新冠疫情而创设的工作机构(详情见下文)。皮查伊希望其他公司也能制定类似的宏大目标,并进一步提升种族平等措施的透明度。他告诉《财富》杂志,仅仅发布相关指标是不够的。“务必要意识到,顶级公司对于所有这些问题有着非同小可的影响力。”他说,“随着时间的推移,我们将设定更多的可问责目标。作为一家公司,我们需要在某些领域有所改进,但我认为《财富》杂志在提升顶级公司的觉悟方面发挥着独特的作用。”

以下是我们的对话实录。为节省篇幅和清晰起见,我们对其稍加编辑。

《财富》:长期以来,我们一直在处理和讨论种族、平等、包容、警察和刑事司法等问题。你认为此刻有什么不同?

桑达尔·皮查伊:这是个很好的问题。先撇开为什么现在成为转折点不谈,目睹这场运动本身就是一件非同寻常的事情。它不仅仅局限于美国。我在巴黎,甚至在公司内部,亲历了“黑人的命也是命”抗议活动,我从来没有见过这样的事情。我们为这场运动的相关事业开展了一场配捐活动。无论是从参与人数,还是从募集到的金额来看,这都是我们公司历史上规模最大的一次。(谷歌每年为每位员工匹配最多1万美元的捐款。)

我们准备在下周做的一些工作,将充分反映这是一个多么独特的时刻。甚至在我们的搜索引擎中,许多术语的搜索量也创下了历史新高。人们都在查询这些话题,试图了解更多。

所以,可以肯定的是,如此多的人开始关注种族平等问题,这感觉就像是一个罕见的历史性时刻。很显然,黑人社区长久以来的经历正在成为世人关注的焦点。

你们是如何制定应对计划的?从哪里开始?

在过去的几周,我们与公司内部所称的“黑人领袖顾问小组”,以及“谷歌黑人网络”(Black Googler Network,这是谷歌更广泛的黑人+社区的组成部分)的领导者进行了一系列对话。种族平等是一段漫长的旅程。我以前也听过这种说法,但在这种背景下聆听他们的故事,让我更加深刻地意识到,系统性的种族主义显然不仅仅是执法层面的问题,它还弥漫于住房、教育、医疗和工作场所等领域,对吗?所以我认为,现在的问题是如何才能利用这一契机,将其转化为持久的注意力和努力来创造改变。

我已经预览了你的声明,这是一个很长的行动清单。你能介绍几个你希望产生非凡影响的举措吗?所有这些措施都将产生影响,但你肯定对其中一些尤为期待。

是的,很明显,多样性和包容性一直是我们公司的核心价值观之一。我们始终在为之努力,并取得进展。所以说,这是我们一直在做的工作。作为其中的一部分,在首席多样性官梅洛尼·帕克的引领下,我们建立了完善的团队,我们拥有一个多样性包容团队。在过去的几周里,我们与“黑人领袖顾问小组”和黑人+社区进行了深入的协商。在公司内部,我觉得这是很多谷歌人愿意花时间聚在一起,从事志愿活动的领域之一。因此,我们在过去两周建立了一个公正项目管理办公室,其参考模板正是我们为应对新冠疫情而创设的工作机构。

真的吗?它是如何运作的?

是的,我们意识到新冠疫情是一场巨大危机,然后就迅速行动起来,着手建立了一个项目管理办公室和一个危机应对团队。同样,对于长久存在的系统性种族主义,我们也采取了相同的应对流程。我们认为,这种应对方式有助于激发公司上下的能量和热情,让员工借助我们的平台和产品推动变革。例如,为应对新冠疫情,我们专门成立了一个产品团队,鼓励公司员工通过电子邮件分享创意。对于种族歧视问题,我们也遵循了相同的流程,这是一个工作流。我们很快就意识到,作为一家公司,我们必须要做好两方面的工作。

第一项工作是什么?

虽然我们一直致力于多样性,但进展缓慢,我们仍然有很大的差距。所以我们必须下定决心,更加努力地工作,以切实改变公司内部的非洲裔代表性。我们觉得必须从这里开始。如果无法在内部解决这个问题,我们就无法推动公司之外的变革,所以这是重中之重。与黑人领袖和社区成员的对话让我意识到,有一些事情我们显然可以做得更好。比如,我们过去把多样性培训、反种族主义培训作为一件单独的事情来做。我们如何把它整合起来,让每位员工参与其中,并以此为例推动结构变革?

你认为还有什么原因导致你们的多样性数字增长缓慢?

就黑人+员工的实际代表性而言,去年是我们取得最大进步的一年,尤其是在科技领域。我们承诺到2025年将这一数字增加30%。一个小小的说明:当公司不断壮大,员工持续增加的时候,计算起来实际上是很困难的。为自己设定目标,会让你思考和质疑你所做的工作,搞清楚哪一部分行之有效,哪一部分不一定有效果。举个例子。我们意识到,作为一家公司,我们必须去一些地方建立办事处,并在拥有多样性人才的地方进行投资。更重要的是,我们需要确保社区结构和机构为这些人才提供支持,帮助他们过上充实的生活。这就是我们去一些新地方的部分原因。在明白这一点之后,我们作出决定:“好吧,让我们做好长期规划,投资于亚特兰大、华盛顿、芝加哥,以及世界上其他一些我们能真正取得进展的地方。”

留住这些员工往往是最具挑战性的。

没错,我们也意识到,决不能仅仅为了提高代表性而招聘黑人员工。我们必须想清楚,一旦这些员工进入公司,他们的职业发展是什么样的?他们是否觉得自己能真正融入谷歌?所以,我们正在研究公司的工作环境还有哪些可以改进的地方。

第二项工作聚焦于公司外部。你们是如何作出这种承诺的?

正如我刚才提到的那样,这跟我们为应对新冠疫情所做的事情非常相似。我认为,我们也可以在公司之外做一整套事情。就我个人来说,我对投资教育,以及利用我们的能力弥合教育差距特别感兴趣。举个例子。我尝试着了解一些与教育相关的数字,但总的感觉是,在美国,大概只有很少的黑人拥有计算机科学博士学位。我们聘用了很多博士,那么我们能对这种状况做点什么呢?我们知道人才就在那里。那么,我们能做些什么来推动有意义的改变呢?我们可以赞助哪些项目?一旦开始这样思考,我们就意识到机会是非常广阔的。

包括你们自己的产品吗?

我们一直在思考如何才能更好地支持黑人拥有的中小型企业。比如,我们怎样才能在谷歌地图等产品中更好地展示这些企业,以便于人们寻找?事实上,在过去几周,黑人拥有的企业是一个增势迅猛的搜索查询领域。人们试图理解这些企业,希望给予支持。这就是我的想法。你刚才问这个流程是怎样的,我的回答似乎长了些。

我想问一下透明度问题。谷歌在2014年首次发布了一份多样性报告,当时很多人以为它会引发一波透明度浪潮。但根据我对《财富》美国500强的了解,提供这项数据的公司仍然很少——仅为14%。你认为是什么原因导致这些大公司不敢发布这个数据?

这是一个很好的问题。改变绝非易事。我认为许多企业不愿发布这项数据,是害怕遭到抨击。我觉得这是部分原因。所有人都在谈论什么是正确的企业社会责任(CSR)指标——诸如少数族裔代表性、可持续性之类。在我看来,这项指标的标准化程度越高,它越有可能成为公司年度报告的组成部分,也许就会在结构方面取得更大的进展。我认为,要想把14%这一占比大幅提高,这是个可行之策。我感到潮流正在转变。如果你和我在几年后进行同样的对话,这个数字预计会有很大的不同。至少这是我的期许。

所以我们经常谈论文化变革。不仅仅是谷歌,其实整个科技领域的从业者都给人以一种模式化印象——顽固且骄傲的技术男,他们用一种独特的方式向世界展示自己。媒体从业者与之相同。金融从业者是同一个人的不同版本。所以,这项工作需要我们采用大大小小的方式,要求每个人换个角度思考,深呼吸,使用新术语,克服尴尬场面。你怎么看待文化变革?你知道的,许多公司在推行文化变革时遭遇到内部的抵制。对于这些公司的领导者,你有何建议?

这是个好问题。首先要说的是,我们为提高少数族裔代表性所做的工作,甚至包括我们多年来为改善性别平衡而付出的努力,都有助于创造一个更加美好的世界。我认为,假以时日,科技领域的少数族裔代表性问题将逐渐好转。比如,在计算机科学项目中,我发现这种改变正在发生。这是其中一部分。我们刚刚讨论的培训问题,以及我们近几个月一直在研发的新版本,都将成为推动变革的催化剂。我们将找出哪些项目可以在全球范围内扩展,并将其更深入地融入培训之中。事实上,我们正在与加州大学伯克利分校包容型社会研究所(Othering and Belonging Institute)的主任约翰·鲍威尔合作,开展一场面向整个公司的全面对话,而不再举行往常的周五例会。(鲍威尔还是加州大学伯克利分校法律教授,专注于非洲裔美国人和种族问题研究。他喜欢在名字中使用小写字母。)

我们需要从领导层做起。我认为,包括我自己在内,所有人必须认可这个过程。我是移民到这个国家的。对我来说,理解美国的种族关系经历了一段旅程。每个人都需要经历这样一个过程。我们需要告知人们这一点:“瞧,我们每个人都在学习,我们都要明白,就个人层面而言,我们每个人都需要变化。我认为这很重要。”

媒体现在应该做什么?或者说,你对《财富》杂志有何期待?

你刚才谈到透明度时提到,目前只有14%的《财富》美国500强企业发布多样性数据。我认为,媒体需要督促每家大公司负起责任,以确保我们不仅仅是发布相关指标。随着时间的推移,我们将设定更多的可问责目标,作为一家公司,我们需要在某些领域有所改进,但我认为《财富》杂志在提升顶级公司的觉悟方面发挥着独特的作用。务必要意识到,顶级公司对所有这些问题有着非同小可的影响力。所以我认为这是一种非常有效的推动方式。(财富中文网)

译者:任文科

“[This] feels like a one of those rare moments, capturing awareness at scale,” Sundar Pichai, CEO of Google and Alphabet, told Fortune via Google Meet. We were meeting to discuss a lengthy announcement of new commitments to racial equity that Pichai made yesterday, including increasing black employees at senior levels and a new goal to increase leadership representation of underrepresented groups by 30% by 2025.

In the announcement, Pichai vows to work more deeply with black employees to address the cultural barriers that have prevented the company from full representation in the past. “I’m also convening a task force, including senior members of the Black+ community at Google, to develop concrete recommendations and proposals for accountability across all of the areas that affect the Black+ Googler experience, from recruiting and hiring, to performance management, to career progression and retention,” he wrote.

To help fuel opportunity outside of the company, Google is dedicating more than $175 million to an “economic opportunity package” that will target black business owners, startup founders, developers, and job seekers. In addition to financing and grants for business owners and reskilling training for job seekers, Pichai is directing some $100 million in funding participation in black-led startups and capital firms, including Plexo Capital, a diversity-minded venture fund, incubated inside GV (formerly Google Ventures) by founding managing partner Lo Toney.

To reach these commitments, Pichai convened a series of internal meetings, including a race and equity “crisis response team,” modeled on one the company used to respond to the coronavirus pandemic. (Read more on that below.) Pichai hopes that other companies will set similarly big goals and become more transparent in their efforts to achieve racial equity. Sharing metrics isn’t enough, he tells Fortune. “I think it's important to realize the top companies have a disproportionate impact on all of this,” he says. “There are more accountable goals over time, and there are areas where we are improving as a company, but I think Fortune plays a unique role in the mindshare it has amongst the top companies.”

Below is a record of our conversation, which has been lightly edited for length and clarity.

Fortune: We’ve been dealing with and discussing issues of race, equity, inclusion, and police and criminal justice for a long time. What do you think is different about this moment?

Pichai: I think it's a good question as to why this is the tipping point now, but it's been extraordinary to see it, that it's not just in the U.S. For me, watching the Black Lives Matter protest in Paris—even within the company—I've never quite seen anything like that. When we did the gift-matching campaign [for causes related to the Black Lives movement], it was the largest participation ever in terms of number of people and the amount raised in our entire history as a company. [Google matches donations of up to $10,000 per employee per year.]

I think next week we are doing some work to reflect how unique a moment it is. Even in our Search—many terms hit all-time highs they've never seen before across all these topics and from people querying around all this.

So, for sure, it feels like one of those rare moments capturing awareness at scale, obviously what's been long-lived experiences for members of our black community.

How did you formulate your plan to respond? Where did you start?

Over the last couple of weeks, we had a series of conversations with what we internally call our Black Leader Advisory Group, as well as leaders from our Black Googler Network, which is part of the wider Black+ community at Google. It's been a long journey. I've heard it before, but to hear stories, particularly in this context, it's clear that there is systemic racism that permeates not just dealings with law enforcement, but be it housing, be it education, be it health care and in the workplace, right? And so I think the question is how can we capture the moment and translate it into attention and effort that sustains over time to create change.

I’ve previewed your announcement and it’s a long list of actions. Could you identify a couple of initiatives that you’re hopeful will have an unusual impact? All of them will have impacts, but some that you're really hopeful about.

Yeah, obviously diversity and inclusion has been one of our core values as a company. We've been working hard to try and make progress. And so, there's been an ongoing effort, and as part of that, we have well-established teams with our chief diversity officer, Melonie Parker, and we have a diversity inclusion team. Through the past few weeks, we have consulted deeply with the Black Advisory Leadership Group and our Black+ community, and internally it's one of the areas where I felt a lot of Google has come together to volunteer and spend their time. So, we set up an equity project management office for the past two weeks. We modeled some of the setup around how we responded to COVID-19.

Really? How did that work?

So, we realized when we saw COVID-19 as a crisis, we kicked into gear and set up a project management office and a crisis response team. We brought that same process to bear while this [systemic racism] is an ongoing long-term problem. We realized, if we responded that way, we could capture the energy and the desire from the company to make change also using our platform and products. So, for example, for COVID-19, we set up a products team where people from around the company could email ideas. We followed the same process for this, and that was one work stream. And as part of that, we quickly realized there has to be two broad buckets of what we can do as a company.

What was the first?

While we've been committed to [diversity], progress has been slow, and we still have big gaps. And so we have to commit ourselves and do the work even harder to make real change in where our internal representation is. We feel it has to start there. If we can't address that, I don't think we are in a position to drive change outside our walls, and so that's been a big focus. In conversations with black leaders and members from the community, it's been clear that there are a few things we could do better. For example, in the past, we have had diversity training, anti-racism training as a separate thing. How do we integrate it, make it more part of something which everyone goes through, as an example of how do you more structurally drive change?

What else do you think is behind the slow progress in your diversity numbers?

Last year was one of our biggest progress years in terms of actual representation of Black+ employees, particularly in tech. We are committing to a 30% increase by 2025. And, small note—when you’re a company that’s growing and adding people, the math of it is actually harder. Committing ourselves makes you think and question what is the part of the work you've been doing that's working well? What's the part of it just not necessarily working well? One example: We realize we have to, as a company, go to places and establish offices and invest where there is diverse talent available—and more importantly, they’re available in a way in which people have the community structures and institutions which will support them and help them live in a way that is fulfilling. And so it's part of us going to these newer places. It's understanding and saying, "Okay, let's do long-term planning to invest in Atlanta, in D.C., in Chicago, and other places around the world that we can actually make progress."

The retention piece is often the most challenging.

For us, it's also been a realization that it's not just hiring for representation, but it's about once people are in, what does their career progression look like? How do they feel included within Google? So [we’re looking at] what happens in the context of a workplace and where we can improve.

So the second bucket is the externally focused? How did you make commitments there?

As I mentioned, drawing parallel to what we did with COVID, I think there's a whole set of stuff we can do externally as well. For me, I'm particularly interested in investing in education and using our ability to close the gaps there. For example—I think, I'm trying to understand the numbers—but I think there are roughly a very small number of black Ph.D.s graduating in computer science in the U.S.. We hire a lot of Ph.D.s, so what is it that we can do? We know the talent is there. So, what is it that we can do to meaningfully make change? What funding can we do? What are the programs that we can sponsor? So it's about thinking like that, and once we start thinking like that, we realize the opportunity is very broad.

Does this include your own products?

[Thinking about] how can we better support black-owned small/medium businesses—how can we better showcase them in our products like Google Maps when people are coming looking for it? In fact, black-owned businesses, it's been an area where we see a tremendous rise in search queries for the past few weeks. People trying to understand that and people wanting to support them. So, it's bringing all of that, so a long answer to your question of what the process has been.

I want to ask about transparency. You first released your diversity report in 2014, and a lot of people thought it was going to ignite a wave of transparency. But in my world of the Fortune 500, the number of companies making this data available is still low—barely 14%. What do you think makes people afraid?

I think it's a great question. I think change is hard. I think people are afraid of being criticized. I think that's part of it. I think all of us are talking about what are the right CSR—corporate social responsibility—metrics, and be it representation, be it sustainability. I think the more we can standardize and actually make it more a part of the annual reporting we all do as companies, and maybe making progress more structurally—I think that’s the way to increase the numbers from 14% to much, much higher numbers. I think the tide is turning. I think if you and I have this same conversation in a few years, I expect the numbers to be significantly different. At least that's the hope I have.

So we’re often talking about culture change—and not just Google, but technology in general—has a certain stereotypical type of a person, perhaps a tech bro who's maybe resistant, very proud, has a very specific way of presenting themselves in the world. Media has the same person. Finance has a different version of the same person. So part of the work is asking in a variety of small and big ways for individual people to think differently, to take a breath, to use a new term, to push past some awkwardness. How do you think about culture change? What’s your advice for any leader who's facing their version of resistance inside to these kinds of changes?

It's a good question. First of all, our work on representation—even our work we have done to get better gender balance over the years—all of that contributes to a better environment and world. I think the nature of tech representation is slowly changing over time. When I look at computer science programs, I can see that change underway. That's a part of it. The training, which we are talking about, the new version, we've been working on this for a few months—I think this becomes a catalyst for it, to find programs which we can scale globally and make it more integrated in training as part of what everyone asks. In fact, we are having a full conversation for the entire company in lieu of our normal TGIF meeting, with john powell, who runs the Othering and Belonging Institute at Berkeley. [powell is also a professor of law, African-American studies, and ethnic studies at the University of California at Berkeley. He prefers to use lowercase letters in his name.]

We need to model it from leadership. I think we—all of us, including myself—have to acknowledge the process. I was an immigrant to this country, and it's been a journey for me to understand race relations in America, and it's been a learning and so acknowledging that to people and saying, "Look, all of us are learning, and we understand that there's work at an individual level for all of us to take the change. I think it's important."

What should media be doing now? Or Fortune?

I think you asked this question about [diversity data from Fortune 500 companies] transparency being at 14%. I think holding all of us accountable to make sure that we're not just sharing metrics. There are more accountable goals over time, and there are areas where we are improving as a company, but I think Fortune plays a unique role in the mindshare it has amongst the top companies. I think it's important to realize the top companies have a disproportionate impact on all of this. And so I think it's a very impactful way to drive it.

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