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商业 - 科技

专访谷歌CEO拉里•佩奇:为何霸主级科技公司会走向衰败

Miguel Helft 2014年12月12日

谷歌首席执行官拉里•佩奇表示,那些失败的科技公司在改善已有业务上表现出色,但由于不擅长重塑自身,进而令人遗憾地走向衰退。

    为什么要在最近的管理结构重组中让后起之秀桑德尔•皮采负责大部分谷歌产品?

    我每天只有24个小时,因此应该尽可能把工作委派出去。我与桑德尔共事了很长时间。我不久前开始意识到,由于公司的组织结构所致,每天我都得处理大量产品决策的问题,而他可以在其中帮上很大忙,这可以把我解放出来,我就能做更多事情了。

    曾经担任福特(Ford)和波音(Boeing)首席执行官的艾伦•穆拉利加入谷歌董事会,出任佩奇的新一任首席管理顾问,这种安排出于何种考虑?

    我很激动能试着和他共处更长时间,并真正学到一些他在高效顺畅地运营公司上的经验。我觉得我在这方面做得很棒,但我的意思是,他在这方面更加出色,有一些地方值得我学习。

    为何谷歌为移动设备开发的新款电子邮件应用Inbox拥有提醒这类特色功能,可以让特定信息在不同时段自动弹出?

    你知道,这个团队正在试着做的事情之一,就是真正让用户方便地关注自己要做的事情。日常生活中我们会用到便利贴(Post-It)。为什么要有这个?我的意思是,这有点荒谬。我们用它,是因为软件这方面的功能做得还不够好。实际上在许多时候,人们还会发邮件给自己。仔细想想,这真令人抓狂。这真的不是设计邮件的本意,随着时间的推移,这款产品似乎有些迷失。我觉得这就是一个例证,说明当你在考虑移动产品时,需要解决的可能会是其他问题。

    请你回顾一下谷歌最初的使命:“整合全球信息,使人人皆可访问并从中受益”。

    我觉得这个使命的范围有点狭隘,我们正试着看如何拓展它。不过我确实认为,我们就这个问题已经讨论了一段时间,我们在做什么已经很明显了。

    我们也在试着做一些其他人不太会尝试的事情,在一些重要的领域押下重注。我们想真正实现那些创想,并保证它们是伟大的产品,能够对用户、对世界产生积极的作用。

    我感觉我们是在未知的领域探索,因为我们尝试的事情不太一样。你知道,我不能去看其他公司然后说:“噢,我们也做个类似的东西。”

    对我来说,世界作为一个整体是相当精彩的。当我看见一些重要事物,比如自动驾驶汽车,又甚至是搜索本身时,我就会问:我们真的有足够的资源来进入这些领域吗?我不觉得有。我们还需要更多的资源才能改进这些产品。(财富中文网)

    译者:严匡正

    On the recent reorganization that put the fast-rising Sundar Pichai in charge of most Google products:

    I only have 24 hours in a day, and any time I can delegate some things, I should. I’ve been working with Sundar for a long time. And I just started to realize that a lot of the stuff that came to me because of our organizational structure around some of the product decision-making that happens day-to-day, he could do a tremendous job of, and that would free me up then to do more things.

    On former Ford and Boeing CEO Alan Mulally, Google’s newest board member, who has become Page’s latest go-to advisor on management issues:

    I’m excited about trying to spend more time with him and really learn the lessons he’s learned about how to run organizations well and efficiently. And I think I do a pretty good job of that, but I mean, he’s like an A+ on that scale, and I think there are things I can learn from him.

    On why Inbox—the company’s new, mobile-first email application—has features like reminders that make certain message pop up at different times:

    You know one of the things they’re trying to do is really make it easier to keep track of tasks. We have Post-It notes. Why do we have those? I mean it’s kind of ridiculous. We have them because the software is not that good yet. A lot of times people actually will send an email to themselves, which is kind of insane when you think about it. It’s not really designed for that, and it gets lost after a while. So I think that’s one of the examples, when you’re really thinking about mobile, the kind of problems you need to solve are different.

    On Google’s original mission to “organize the world’s information and make it universally accessible and useful”:

    I think the mission statement is probably a little bit too narrow and we’re thinking about how to do that a little more broadly. But I do think we’ve been talking about it for a while and I think it’s pretty obvious what we’re doing.

    We’re also trying to do something that not many other people seem to be trying to do, which is to make some big bets on some important areas. To make those things really real and to make sure they’re great products for people and they have real positive impact on people and the world.

    I feel a little bit we’re in uncharted territory. Because I think that what we’re trying to do, you know I can’t just look to another company and say, “Oh, we should do roughly what another company is doing.”

    To me it feels like the world as a whole is very subscale. When I see important things like the self-driving cars or even search itself, and I say is there really enough resource going into that. And I don’t think that there is. It could use a lot more resource to make those things better.

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