
如今,阿尔温德·贾恩已经是Rubrik和Glean两家公司的联合创始人。但当年刚入职谷歌(Google)时,他一度觉得自己像个“冒牌货”。 这位工程师从一个印度小镇来到美国,很快发现身边同事清一色都是麻省理工学院(MIT)和斯坦福大学(Stanford University)的博士。因此,他决定默默地向身边的人学习。
而其中一位便是刚加入谷歌不久的产品经理桑达尔·皮查伊。
贾恩在接受《财富》杂志独家采访时表示:“我们在谷歌共事多年。我认识他的时候,他还只是一名一线基层员工。”
他表示:“那时的谷歌精英云集,他们出身顶尖名校,履历光鲜耀眼。有些人后来脱颖而出,大放异彩,也有一些人泯然众人。我觉得自己只是运气好,才有机会与这群优秀的人共事……所以,我一直在观察、学习,想弄清楚:成功的秘诀是什么?”
当然,皮查伊正是后来脱颖而出的那批人之一。入职十余年后,他于2015年8月出任谷歌首席执行官。
贾恩透露:“通过长期观察,我从他身上发现了几个反复出现的特质,比如极度投入、勤奋,以及大局观和自信心。你必须敢想别人不敢想。”
Chrome的成功证明:大胆构想远比单纯埋头苦干更重要
让他豁然开朗的,是亲眼见证皮查伊力排众议打造谷歌Chrome浏览器的过程。当时,这个想法完全不合常理。
当时,浏览器一直是微软(Microsoft)的天下,网景(Netscape)早已失败,谷歌内部绝大多数人都不看好这个项目,贾恩本人也持否定态度。
他坦言:“我当时觉得,这个主意糟透了。显然我的眼光不够长远。”
就连时任微软首席执行官史蒂夫·鲍尔默也曾公开唱衰Chrome,戏称它不过是个“可以忽略不计的小角色”。
但结局众所周知,Chrome最终成长为全球使用最广泛的浏览器,将微软的Internet Explorer远远甩在身后。到2012年,Chrome便已横扫一众宿敌,成为全球第一大浏览器,这一战不仅帮助皮查伊在谷歌内部奠定了声望,也为他日后升任首席执行官铺平了道路。
这段经历给贾恩的启示是:“你必须有底气宣告:哪怕所有人都觉得这件事荒唐离谱、甚至不切实际的,我们也要把它做成。奇迹,往往就诞生于此。”
他表示,这也印证了一个道理:敢想与埋头苦干同样重要,而谷歌的两位联合创始人拉里·佩奇和谢尔盖·布林与皮查伊一样,都拥有这一特质。
贾恩补充道:“对于未来的可能性,他们的思维里没有任何条条框框的约束。”
“所以,这就是我最重要的两点收获:第一,要勤奋努力;第二,不要被所谓的常规和惯性思维束缚。”
离开谷歌后,阿尔温德·贾恩接连创办了两家独角兽公司
离开谷歌时,贾恩已经将自己观察到的一切内化于心,并先后两次将这些经验付诸实践。
他联合创办了云数据管理公司Rubrik。这家公司于2024年在纽约证券交易所上市,上市时估值约为56亿美元。随后,他又创办了AI初创公司Glean,致力于帮助员工在整个公司内部检索和梳理各类信息。
如今,Glean的估值已达到72亿美元。
而贾恩至今仍在不断向身边的人学习。这位CEO表示,如今,他最喜欢“取经”的对象,是那些年轻的Z世代员工。
他对《财富》杂志表示:“其实,我觉得自己从最年轻的员工身上学到的最多。他们没有被我的固有阅历局限,因此能够带来全新的视角。”(财富中文网)
译者:刘进龙
审校:汪皓
如今,阿尔温德·贾恩已经是Rubrik和Glean两家公司的联合创始人。但当年刚入职谷歌(Google)时,他一度觉得自己像个“冒牌货”。 这位工程师从一个印度小镇来到美国,很快发现身边同事清一色都是麻省理工学院(MIT)和斯坦福大学(Stanford University)的博士。因此,他决定默默地向身边的人学习。
而其中一位便是刚加入谷歌不久的产品经理桑达尔·皮查伊。
贾恩在接受《财富》杂志独家采访时表示:“我们在谷歌共事多年。我认识他的时候,他还只是一名一线基层员工。”
他表示:“那时的谷歌精英云集,他们出身顶尖名校,履历光鲜耀眼。有些人后来脱颖而出,大放异彩,也有一些人泯然众人。我觉得自己只是运气好,才有机会与这群优秀的人共事……所以,我一直在观察、学习,想弄清楚:成功的秘诀是什么?”
当然,皮查伊正是后来脱颖而出的那批人之一。入职十余年后,他于2015年8月出任谷歌首席执行官。
贾恩透露:“通过长期观察,我从他身上发现了几个反复出现的特质,比如极度投入、勤奋,以及大局观和自信心。你必须敢想别人不敢想。”
Chrome的成功证明:大胆构想远比单纯埋头苦干更重要
让他豁然开朗的,是亲眼见证皮查伊力排众议打造谷歌Chrome浏览器的过程。当时,这个想法完全不合常理。
当时,浏览器一直是微软(Microsoft)的天下,网景(Netscape)早已失败,谷歌内部绝大多数人都不看好这个项目,贾恩本人也持否定态度。
他坦言:“我当时觉得,这个主意糟透了。显然我的眼光不够长远。”
就连时任微软首席执行官史蒂夫·鲍尔默也曾公开唱衰Chrome,戏称它不过是个“可以忽略不计的小角色”。
但结局众所周知,Chrome最终成长为全球使用最广泛的浏览器,将微软的Internet Explorer远远甩在身后。到2012年,Chrome便已横扫一众宿敌,成为全球第一大浏览器,这一战不仅帮助皮查伊在谷歌内部奠定了声望,也为他日后升任首席执行官铺平了道路。
这段经历给贾恩的启示是:“你必须有底气宣告:哪怕所有人都觉得这件事荒唐离谱、甚至不切实际的,我们也要把它做成。奇迹,往往就诞生于此。”
他表示,这也印证了一个道理:敢想与埋头苦干同样重要,而谷歌的两位联合创始人拉里·佩奇和谢尔盖·布林与皮查伊一样,都拥有这一特质。
贾恩补充道:“对于未来的可能性,他们的思维里没有任何条条框框的约束。”
“所以,这就是我最重要的两点收获:第一,要勤奋努力;第二,不要被所谓的常规和惯性思维束缚。”
离开谷歌后,阿尔温德·贾恩接连创办了两家独角兽公司
离开谷歌时,贾恩已经将自己观察到的一切内化于心,并先后两次将这些经验付诸实践。
他联合创办了云数据管理公司Rubrik。这家公司于2024年在纽约证券交易所上市,上市时估值约为56亿美元。随后,他又创办了AI初创公司Glean,致力于帮助员工在整个公司内部检索和梳理各类信息。
如今,Glean的估值已达到72亿美元。
而贾恩至今仍在不断向身边的人学习。这位CEO表示,如今,他最喜欢“取经”的对象,是那些年轻的Z世代员工。
他对《财富》杂志表示:“其实,我觉得自己从最年轻的员工身上学到的最多。他们没有被我的固有阅历局限,因此能够带来全新的视角。”(财富中文网)
译者:刘进龙
审校:汪皓
When Arvind Jain, the now co-founder of Rubrik and Glean, landed a job at Google, he felt like an “imposter”. The engineer had moved to America from a small town in India and suddenly found himself surrounded by MIT and Stanford PhDs. So he made a point of quietly studying those around him.
And one of those people was a product manager who had just joined the company. His name was Sundar Pichai.
“We were together at Google for a long time. I knew him from when he joined as an individual contributor,” Jain exclusively told Fortune.
“At Google, we had people who were brilliant, they came from the best schools, they were highly accomplished, and there were some who grew and shone, and then there were others who didn’t,” he said. “I thought that I got lucky, that somehow I got placed in this group of amazing people… And that was why I was trying to learn and observe what makes one succeed?”
Of course, Pichai ended up being one of those individuals who shone. He became CEO of Google in August 2015, just over a decade after joining the company.
“What I learned by observing him was that the same attributes kept coming up—intensity, hard work. But also the ability to think big and have confidence,” Jain revealed. “You have to think crazy.”
Sundar Pichai’s Google Chrome success proves that ‘crazy’ beats hard work alone, the CEO says
The moment that crystallized it was watching Pichai champion Google Chrome, at a time when the idea looked foolish on paper.
Browsers were Microsoft’s territory, Netscape had already failed, and few inside Google thought it was worth the effort. Jain included.
“I felt like that’s such a bad idea,” he admitted. “I was not thinking big enough.”
Even Microsoft’s CEO Steve Ballmer once publicly dismissed Chrome as a “rounding error.”
But of course, Chrome went on to become the world’s most widely used browser—far bigger than Microsoft’s Internet Explorer. By 2012, it had already surpassed its rivals to become the world’s most-used browser, helping cement Pichai’s reputation inside Google and paving the way for his eventual rise to CEO.
“You have to say: we’re going to do this thing which everybody thinks is stupid, maybe unrealistic, Jain learned from the experience. “That’s when magic happens.”
And says it cements the idea that thinking “crazy” is an attribute as important as grinding away—and one that Google co-founders Larry Page and Sergey Brin share with Pichai.
“They had no sort of constraints in their minds on what’s possible,” Jain added.
“So I think that those were the two main things I learned: hard work, but then the disregard for normalcy and regular constraint thinking.”
Arvind Jain built two billion-dollar start-ups after leaving Google
Jain left Google having quietly internalized everything he’d observed—and went on to apply it twice over.
He co-founded Rubrik, the cloud data management company that IPO’d on the New York Stock Exchange in 2024 at around $5.6 billion, before launching Glean, the AI startup that helps employees search and understand information across their entire company.
Glean is now valued at $7.2 billion.
And Jain’s still taking lessons from his colleagues. This time, the CEO says he takes the most notes from his young Gen Z hires.
“Actually, I feel like I learn the most from the youngest people,” he told Fortune. “They’re the ones who have not seen the things that I’ve seen. They have new points of view.”