WEBVTT - Ruth Porat

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<v Speaker 1>Okay, so you built this, so this is all this

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<v Speaker 1>is new since the pandemic, we've assumed Google Googlers would

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<v Speaker 1>want more indoor outdoor options. I mean, it's so exciting,

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<v Speaker 1>it's such a fun it is it is, But I

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<v Speaker 1>would say the thing we're really excited about are these

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<v Speaker 1>new buildings, because we were building sustainability and to everything

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<v Speaker 1>we do so really forward looking for good. Okay, Hi everyone,

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<v Speaker 1>I'm Emily Chang, and you're listening to Bloomberg Studio one

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<v Speaker 1>point out. Today we are taking you to the Googleplex

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<v Speaker 1>in Mountain View, California, where I'm sitting down with Alphabet

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<v Speaker 1>CFO Ruth poor At. We're in one of Google's new

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<v Speaker 1>outdoor pandemic workspaces, and we're not far from her childhood home.

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<v Speaker 1>Her father was a physicist at Stanford, her mother a psychologist.

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<v Speaker 1>After graduating from Stanford herself and then earning a couple

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<v Speaker 1>more advanced degrees, poor At landed her first job on

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<v Speaker 1>Wall Street in nineteen seven, where she would spend almost

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<v Speaker 1>three decades until Google's co founders lured her to Silicon Valley.

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<v Speaker 1>It's wonderful to be here with you. It's great to

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<v Speaker 1>have you here at the Google plot. Thank you for

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<v Speaker 1>having us. So we are at Google headquarters in Mountain View,

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<v Speaker 1>and at this very same time, you are making massive

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<v Speaker 1>investments in New York office real estate. You're expanding head

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<v Speaker 1>count in Atlanta and Chicago and Washington, d C. What's

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<v Speaker 1>the strategy behind all of this. Well, at the core,

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<v Speaker 1>we believe in hybrid work, so we do want to

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<v Speaker 1>bring people back on campuses, but not full time. We're

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<v Speaker 1>thinking would probably be a three to work week. But

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<v Speaker 1>we think coming together is just such a core part

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<v Speaker 1>of innovation, serendipity, culture, every element of it. And we're

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<v Speaker 1>growing in a really rapid clip. So we are excited

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<v Speaker 1>to be expanding our real estate footprint. And then we

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<v Speaker 1>also wanted to make sure that we're meeting people where

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<v Speaker 1>they want to be and so enlarging the number of

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<v Speaker 1>sites that we have available for people in particular sites

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<v Speaker 1>where you have great diverse populations. Soon, Dar just told

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<v Speaker 1>me that Googlers will have this option to work in

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<v Speaker 1>a hybrid mode forever, like literally forever. Obviously you're embracing

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<v Speaker 1>this massive cultural shift. But what are the risks? You know,

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<v Speaker 1>what do you worry about? So the positive we've seen

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<v Speaker 1>is there's a productivity uplift. We believe in giving people

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<v Speaker 1>the opportunity to be at home some of the time,

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<v Speaker 1>not do the commute, be able to deal with everything

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<v Speaker 1>else in their life and coming into the office. So

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<v Speaker 1>the risk is I think about my career, and so

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<v Speaker 1>much of the benefit in my career was the informal coaching,

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<v Speaker 1>being pot brought into meetings, all of the touch points

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<v Speaker 1>that you have. And so I think that one of

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<v Speaker 1>the most important things for all of us as leaders

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<v Speaker 1>is we need to evolve the way we lead. We

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<v Speaker 1>need to make sure that we're thinking about this hybrid

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<v Speaker 1>work life and why that's the way to be the

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<v Speaker 1>best magnet for talent, and make sure that we're continuing

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<v Speaker 1>to reinforce all of those great practices while opening up

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<v Speaker 1>new great practices. Speaking of your career before your CFO

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<v Speaker 1>of Alphabet, you are CFO of Morgan Stanley and you

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<v Speaker 1>started your career on Wall Street in nineteen eighties seven.

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<v Speaker 1>Talk to us about the journey of going from big

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<v Speaker 1>banks to big tech. Why did you make that leap

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<v Speaker 1>and what impact did you want to have? Well, I

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<v Speaker 1>love being at Morgan Stanley and I became CFO the

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<v Speaker 1>day James Gorman became CEO, ysked me to join him

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<v Speaker 1>in that in that journey, and that was January, and

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<v Speaker 1>we were still recovering coming out of the financial crisis.

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<v Speaker 1>There were still some pretty rocky days and a lot

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<v Speaker 1>of decisions that needed to be made. And then I

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<v Speaker 1>got to a point where I felt like we were

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<v Speaker 1>in a great spot at Morgan Stanley, and obviously it's

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<v Speaker 1>continued to do really well, and I just wanted that

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<v Speaker 1>next chapter. My view, in my career, I've always been

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<v Speaker 1>focused on kind of continually learning, and I feel like

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<v Speaker 1>when you hit a plateau, the right questions what's my

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<v Speaker 1>highest and best use? And uh, it's been it's been

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<v Speaker 1>an extraordinary time. You also survived Wall Street in the

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<v Speaker 1>eighties and nine daies, which is you know, notorious boys club,

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<v Speaker 1>and Silicon Valley has sort of come to be known

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<v Speaker 1>as a boys club of its own. How would you

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<v Speaker 1>compare those two cultures. Well, when I was in you know,

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<v Speaker 1>starting my career um many decades ago, it was much

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<v Speaker 1>it was tough and much worse than it is now.

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<v Speaker 1>And it evolved, no question about it, not where it

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<v Speaker 1>needs to be, but certainly evolved. And I saw it

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<v Speaker 1>through my career. UM, I would say the biggest difference

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<v Speaker 1>out here is the level of impatience, and I love it.

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<v Speaker 1>It's the view is, if you can do some of

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<v Speaker 1>the extraordinary breakthroughs that we have out here, if you

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<v Speaker 1>can do natural language translation, everything we do with AI,

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<v Speaker 1>with VR, with self driving cars, why can't you fix

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<v Speaker 1>this now? And that level of impatience I think is fantastic.

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<v Speaker 1>Legend has it that when you got to Google, you

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<v Speaker 1>were going to rain in the spending, tighten up on

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<v Speaker 1>the moonshots. Your nickname, I believe, was Ruth Vader. Was

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<v Speaker 1>that a tough job to take on? So I think

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<v Speaker 1>that the narrative was written before I got here. And

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<v Speaker 1>what I find most interesting about that is I firmly

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<v Speaker 1>believe the single most important thing in capital allocation is

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<v Speaker 1>investing for long term growth. I think if you don't,

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<v Speaker 1>you're sowing the seeds of your long term decline. And

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<v Speaker 1>I learned that really early on in my career. Now,

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<v Speaker 1>if you're investing in an industry like this and trying

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<v Speaker 1>to do truly transformative things, by definition everything can't succeed,

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<v Speaker 1>and so by definition you should have the metrics and

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<v Speaker 1>data and milestones to assess is it working or is

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<v Speaker 1>it not? Because if everything's working, or if you think

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<v Speaker 1>everything is working, I would say one or two things

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<v Speaker 1>are wrong. Either you're not reaching high enough or you're

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<v Speaker 1>not being honest enough with yourself about the pace of

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<v Speaker 1>breakthrough whether you're going to get there. So, to me,

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<v Speaker 1>a really natural part, you know, kind of a sister

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<v Speaker 1>organization to investing for long term growth is actually thinking

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<v Speaker 1>about how are you doing with the risk that you're taking.

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<v Speaker 1>Stack rack them and figure out what's at the bottom

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<v Speaker 1>so you can redeploy those resources to the top. They

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<v Speaker 1>go together, actually, and so I find the narrative it's

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<v Speaker 1>a false choice to think that it's either about growth

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<v Speaker 1>or it's about pruning, stack ranking. They go together, and

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<v Speaker 1>you have to think of them as actually empowering one another.

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<v Speaker 1>You advised the Treasury Department during the Great Recession. What

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<v Speaker 1>lessons did you take away from that? What struck me

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<v Speaker 1>is a lot of the lessons from the financial crisis

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<v Speaker 1>are relevant in good times and bad times. So the

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<v Speaker 1>most important is it's easier to prevent than to fix.

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<v Speaker 1>And and so you know, there was that was really

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<v Speaker 1>clear during the financial crisis. The financial crisis was about liquidity,

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<v Speaker 1>and it dried up quickly, and it would have been

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<v Speaker 1>really easy six to twelve months prior to build in

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<v Speaker 1>durable liquidity. You couldn't do it in the moment. And

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<v Speaker 1>so this notion about really building a solid foundation on

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<v Speaker 1>which you operate, you need to do that ahead of time.

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<v Speaker 1>It needs to be all of the work we do

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<v Speaker 1>on trust and safety and content moderation, security, That is

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<v Speaker 1>the foundation on which you can build everything else. Hand

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<v Speaker 1>Calls at one point said to me, you have to

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<v Speaker 1>have the will and the means, and too often by

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<v Speaker 1>the time you have the will, you no longer have

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<v Speaker 1>the means. His comment was, be decisive, act early, even

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<v Speaker 1>in the absence of information. I think that's true in

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<v Speaker 1>this whole notion of investing for long term growth, because

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<v Speaker 1>if you're not actually assessing progress along the way and

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<v Speaker 1>you just assume you know what, we can keep investing

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<v Speaker 1>in everything, at some point down the road you'll say,

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<v Speaker 1>I wish I had made those tough calls to double

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<v Speaker 1>down on the things that really matters. What times are

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<v Speaker 1>we in now. What's your read on the economy today,

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<v Speaker 1>especially with rising inflation. Well, I look, I think back

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<v Speaker 1>to March of and where we were, and I think

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<v Speaker 1>of all of the intervention and steps that have been

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<v Speaker 1>taken since then, and you've certainly seen the recovery coming

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<v Speaker 1>out the back end, and it's been really gratifying from

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<v Speaker 1>those those painful days to see the breakthroughs that we've had,

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<v Speaker 1>not just on the medical front, but we've also seen

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<v Speaker 1>the improvement across business. Is I think one of the

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<v Speaker 1>biggest concerns in particulars you're seeing us go through a

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<v Speaker 1>digital transformation and the acceleration of it is ensuring that

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<v Speaker 1>everyone has the skills, the digital training and skills to

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<v Speaker 1>thrive in this new economy. You're listening to Bloomberg Studio

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<v Speaker 1>one Point Oh with Alphabet CFO Ruth poor At coming up.

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<v Speaker 1>Google now reaches more than half the people on the

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<v Speaker 1>planet and is battling regulators around the world. Is Google

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<v Speaker 1>a monopoly? We'll put that question to pour At. I'm

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<v Speaker 1>Emily Chang. Stay with us. I want to talk a

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<v Speaker 1>little bit about regulation. You were drawn to M and

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<v Speaker 1>A in your early days at Morgan Stanley. Microsoft is

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<v Speaker 1>making some big acquisitions deals that some think Google maybe

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<v Speaker 1>would have wanted to win in a former life. Is

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<v Speaker 1>antitrust scrutiny constraining any of your business plans and your

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<v Speaker 1>ability to compete. So the main thing that we've done

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<v Speaker 1>throughout the life of Google is really invest in innovation,

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<v Speaker 1>is organic growth, and we're continuing to do that at

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<v Speaker 1>a really rapid clip. We have then layered onto it

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<v Speaker 1>tuck in acquisitions and larger acquisitions, and we're continuing to

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<v Speaker 1>be active more in the smaller ones in the add

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<v Speaker 1>ons to be fair, um, but we think there's a

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<v Speaker 1>lot of opportunity still ahead of us, and so we're

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<v Speaker 1>continuing to invest in partnerships in in some acquisitions. UM.

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<v Speaker 1>And do think that there's there's still upside in a

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<v Speaker 1>lot of different areas. So would you say this regulatory

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<v Speaker 1>scrutiny isn't slowing you down. It's really important for those

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<v Speaker 1>of us in certain leadership positions to be very focused

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<v Speaker 1>on constructively engaging and working with regulators on what are

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<v Speaker 1>the issues, what is it they're trying to solve, and

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<v Speaker 1>how can we constructively engage with them. At the same time,

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<v Speaker 1>our engineers should focus on innovation and continuing to kind

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<v Speaker 1>of up the bar and everything we're doing a rest

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<v Speaker 1>what is most helpful for our users? Google is facing

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<v Speaker 1>more serious legal threats at this time in the United

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<v Speaker 1>States than the other big tech companies. How are those

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<v Speaker 1>conversations with regulators going. Are they frustrating at this point? Well,

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<v Speaker 1>there's certain elements that that are frustrating because I listened

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<v Speaker 1>to the outline of some of the proposed legislation and

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<v Speaker 1>I think it's inconsistent with some of the priorities for

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<v Speaker 1>public policy. So as an example, UM, there are there's

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<v Speaker 1>a lot of focus on what what is called self preferencing.

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<v Speaker 1>Are you putting too many of your own products together?

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<v Speaker 1>But during the pandemic, one and three small businesses said

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<v Speaker 1>they would have failed without digital skills. Why because what

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<v Speaker 1>they were able to do is connect with their users

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<v Speaker 1>in different ways. So if you go search for a

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<v Speaker 1>small business, you can then go to a map and

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<v Speaker 1>you can get directed to the small business. That's a

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<v Speaker 1>good thing. We have six thousand small businesses who wrote

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<v Speaker 1>in and said, you know what, we need these digital

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<v Speaker 1>tools and els same with a number of things on

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<v Speaker 1>racial equity, real surge in searches about where can I

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<v Speaker 1>wears a black owned business near me? And the ability

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<v Speaker 1>to direct people through search and maps. So I think

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<v Speaker 1>that what's really important, And that's why I said it's

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<v Speaker 1>about constructive engagement. Let's make sure we understand what they're

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<v Speaker 1>trying to solve and work with them on what is

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<v Speaker 1>it that we're trying to address through products, so that

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<v Speaker 1>the products are helpful in the ways that they want.

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<v Speaker 1>Facebook has taken a serious reputational hit. Has that had

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<v Speaker 1>ripple effects or created collateral damage for Google? Well, I

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<v Speaker 1>think that whenever there's a backdrop that's that's UM challenging,

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<v Speaker 1>it has ripple effects. But what we're really underscoring is

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<v Speaker 1>all of the steps and investments that we are making

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<v Speaker 1>to really protect the ecosystem the way we our commitment

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<v Speaker 1>to our users, so we know how sacrosanct that trust is.

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<v Speaker 1>And it's all about privacy, and what are the steps

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<v Speaker 1>that we're taking to make privacy UM could protect it

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<v Speaker 1>for our users. What is it that we're looking at

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<v Speaker 1>to protect content and content moderations? Google now reaches more

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<v Speaker 1>than half the people on the planet. Why shouldn't we

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<v Speaker 1>view Google as a monopoly? So you know, I go

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<v Speaker 1>back to the earliest days when Google. I first learned

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<v Speaker 1>about Google back in and in those earliest days when

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<v Speaker 1>I heard about this like eighth search engine. The question

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<v Speaker 1>is why do you actually need it? And back at

0:12:31.160 --> 0:12:34.240
<v Speaker 1>Morgan Stanley's working with our research Anne Listinary Meeker, she

0:12:34.360 --> 0:12:37.320
<v Speaker 1>actually had her team put up white pages all around

0:12:37.320 --> 0:12:41.960
<v Speaker 1>the conference room and was doing this comparison what provided

0:12:42.000 --> 0:12:46.880
<v Speaker 1>the most um responsive results, most rapidly, and all of

0:12:46.920 --> 0:12:49.520
<v Speaker 1>a sudden you could see a way of this Google thing. Actually,

0:12:49.760 --> 0:12:52.840
<v Speaker 1>maybe we do need something new. And that's been the

0:12:52.880 --> 0:12:55.920
<v Speaker 1>ethos at Google since inception is just continued to innovate

0:12:55.960 --> 0:12:58.520
<v Speaker 1>to make this eight and ever better experience for users.

0:12:58.559 --> 0:13:01.360
<v Speaker 1>And so if we can, if we can deliver on that,

0:13:01.520 --> 0:13:05.080
<v Speaker 1>which is what drives people here, it's really opening the

0:13:05.080 --> 0:13:08.240
<v Speaker 1>world for for so many people. So that's that's the intent.

0:13:08.480 --> 0:13:12.320
<v Speaker 1>Facebook and Twitter are exploring digital currency. What is your

0:13:12.360 --> 0:13:14.880
<v Speaker 1>thought on the crypto market and is there a play

0:13:14.880 --> 0:13:18.640
<v Speaker 1>for Google? So we look at it, Um, there's nothing

0:13:18.679 --> 0:13:22.360
<v Speaker 1>to to comment on now. UM, I think we're much

0:13:22.400 --> 0:13:25.040
<v Speaker 1>more interested in blockchain and the underlying technology and the

0:13:25.080 --> 0:13:28.440
<v Speaker 1>implications for the business and also for the way we

0:13:28.480 --> 0:13:31.719
<v Speaker 1>can support our cloud customers. So certainly a lot of

0:13:31.760 --> 0:13:34.920
<v Speaker 1>effort there. There's considerable chatter in the crypto universe that

0:13:35.000 --> 0:13:38.080
<v Speaker 1>Web three and the blockchain could circumvent the power of

0:13:38.480 --> 0:13:42.120
<v Speaker 1>Facebook and Google and more. What do you think about

0:13:42.120 --> 0:13:44.560
<v Speaker 1>the next frontier of the Internet at this point, I

0:13:44.559 --> 0:13:46.800
<v Speaker 1>think there are a lot of different things ahead of

0:13:46.880 --> 0:13:50.440
<v Speaker 1>us that are actually studyingly exciting that enable us to

0:13:50.480 --> 0:13:54.920
<v Speaker 1>actually continue to address different needs and requirements like I

0:13:54.960 --> 0:13:58.320
<v Speaker 1>look at, for example, in something like health, where I

0:13:58.320 --> 0:14:01.520
<v Speaker 1>think blockchain will be very valuable when you think about

0:14:01.520 --> 0:14:04.000
<v Speaker 1>health and health records. They're also a whole host of

0:14:04.040 --> 0:14:06.439
<v Speaker 1>other areas where the data analytics that we provide are

0:14:06.440 --> 0:14:14.520
<v Speaker 1>absolutely critical. This is Bloomberg Studio at one point, Oh

0:14:14.520 --> 0:14:17.959
<v Speaker 1>with Alphabet CFO Ruth Poor at up next for all

0:14:17.960 --> 0:14:21.000
<v Speaker 1>the parents out there, Poor tells us her philosophy to

0:14:21.040 --> 0:14:25.680
<v Speaker 1>managing work, family and mom guilt. She talks about surviving

0:14:25.680 --> 0:14:29.720
<v Speaker 1>breast cancer not once, but twice, and also her favorite

0:14:29.800 --> 0:14:41.720
<v Speaker 1>vacation getaway stay with us. You survived breast cancer twice.

0:14:42.640 --> 0:14:45.440
<v Speaker 1>What was your biggest fear at that time and how

0:14:45.480 --> 0:14:49.280
<v Speaker 1>did you overcome it? Well, the biggest fear was I

0:14:49.280 --> 0:14:53.720
<v Speaker 1>wouldn't make it, and um, I remember when some someone

0:14:53.800 --> 0:14:56.040
<v Speaker 1>had some interview while I was going through chemo, said

0:14:56.080 --> 0:14:57.800
<v Speaker 1>where do you want to be in five years? And

0:14:58.080 --> 0:15:01.280
<v Speaker 1>I froze because it was want to be alive UM,

0:15:02.400 --> 0:15:07.680
<v Speaker 1>and I learned a couple of really important things. UM. One,

0:15:07.840 --> 0:15:12.000
<v Speaker 1>given breakthroughs in medical technology, I learned to love the

0:15:12.040 --> 0:15:16.880
<v Speaker 1>word manageable. These this journey does become manageable, not for

0:15:16.920 --> 0:15:20.760
<v Speaker 1>all cancers, but for many more cancers. And that gave

0:15:20.800 --> 0:15:23.720
<v Speaker 1>me a lot of confidence talking with other survivors about

0:15:24.240 --> 0:15:28.920
<v Speaker 1>it is manageable, get the best care, and just plow

0:15:29.040 --> 0:15:31.600
<v Speaker 1>through it. I was just very grateful and grateful for

0:15:31.640 --> 0:15:34.200
<v Speaker 1>all of the investments people have made over the years.

0:15:34.240 --> 0:15:37.160
<v Speaker 1>But for anybody out there, and I think everybody sadly

0:15:37.160 --> 0:15:39.560
<v Speaker 1>will be touched by cancer, either themselves or someone they

0:15:39.560 --> 0:15:43.320
<v Speaker 1>know and love, many of these cancers are manageable and

0:15:43.480 --> 0:15:46.200
<v Speaker 1>just go at it with gusto. So that's what I did.

0:15:46.640 --> 0:15:48.760
<v Speaker 1>You're a mom of three sons, and I find that

0:15:48.880 --> 0:15:52.960
<v Speaker 1>especially remarkable because I also have three sons. How have

0:15:53.160 --> 0:15:55.960
<v Speaker 1>you managed that over the course of this, you know,

0:15:56.040 --> 0:15:59.240
<v Speaker 1>incredible career. How do you find that right mix of

0:15:59.280 --> 0:16:02.320
<v Speaker 1>focus and free time to spend time with your family

0:16:02.360 --> 0:16:05.960
<v Speaker 1>and doing the things that you love? So my kids, UM,

0:16:06.160 --> 0:16:10.640
<v Speaker 1>My kids give me energy. They're remarkable and I think

0:16:10.760 --> 0:16:13.440
<v Speaker 1>one of the important things for me is this notion

0:16:13.880 --> 0:16:16.520
<v Speaker 1>that you do have to have a mix. It's not

0:16:16.560 --> 0:16:19.080
<v Speaker 1>about trying to find balance, the physics of which is

0:16:19.200 --> 0:16:22.160
<v Speaker 1>really challenging. I think when people try for balance, they

0:16:22.240 --> 0:16:25.520
<v Speaker 1>always feel they're failing on something because something's out of whack.

0:16:26.320 --> 0:16:30.160
<v Speaker 1>So this metaphor that life is like a kaleidoscope and

0:16:30.240 --> 0:16:32.840
<v Speaker 1>you need to have different shaped pieces of glass and

0:16:32.880 --> 0:16:36.000
<v Speaker 1>different color and sometimes one is larger than the other.

0:16:36.240 --> 0:16:40.120
<v Speaker 1>And what's beautiful about life is when it's constantly moving around.

0:16:40.680 --> 0:16:43.680
<v Speaker 1>And so to me, that metaphor has actually been sort

0:16:43.680 --> 0:16:46.840
<v Speaker 1>of an anchoring principle. The other is you have to

0:16:46.880 --> 0:16:50.400
<v Speaker 1>put the kids first, so like they know that I'm

0:16:50.560 --> 0:16:54.400
<v Speaker 1>I'm there, you know when they need always and um

0:16:55.520 --> 0:16:58.680
<v Speaker 1>And I think that just making sure that you're setting

0:16:58.760 --> 0:17:01.200
<v Speaker 1>the boundaries the way you need to. I would say

0:17:01.200 --> 0:17:04.479
<v Speaker 1>it's much easier today than when I was growing up

0:17:04.480 --> 0:17:07.000
<v Speaker 1>in banking, you know, and we had a cubicle, there

0:17:07.040 --> 0:17:09.240
<v Speaker 1>was a there was a computer room. You were anchored

0:17:09.280 --> 0:17:12.240
<v Speaker 1>to the computer room. One of the many beautiful things

0:17:12.280 --> 0:17:17.280
<v Speaker 1>about going through this evolution in work is understanding that

0:17:17.359 --> 0:17:19.800
<v Speaker 1>hybrid works. So how do we get rid of mom guilt?

0:17:20.400 --> 0:17:24.119
<v Speaker 1>Especially in this new work world. I want to shake

0:17:24.160 --> 0:17:26.440
<v Speaker 1>my mom guilt. How do I do that? Okay, So

0:17:27.000 --> 0:17:29.040
<v Speaker 1>even when you feel it, to say, you know what,

0:17:29.160 --> 0:17:32.320
<v Speaker 1>it's an investment in my career because I can stay

0:17:32.359 --> 0:17:35.120
<v Speaker 1>in this longer and be operating at a higher level

0:17:35.200 --> 0:17:38.000
<v Speaker 1>if I'm really getting the stimulus from all parts of

0:17:38.000 --> 0:17:42.000
<v Speaker 1>my life. So you've got to drop the mom guilt.

0:17:42.119 --> 0:17:44.680
<v Speaker 1>And when on the other side mom guilt with kids,

0:17:45.240 --> 0:17:48.320
<v Speaker 1>I think they get it. I think they understand what

0:17:48.359 --> 0:17:50.760
<v Speaker 1>we're doing, and you know, I'll never forget. During the

0:17:50.760 --> 0:17:53.320
<v Speaker 1>financial crisis, at one point I was working on a

0:17:53.440 --> 0:17:55.520
<v Speaker 1>I G. We went around the clock. I came home

0:17:55.560 --> 0:17:57.840
<v Speaker 1>to shower that one like right as we were landing

0:17:57.880 --> 0:18:00.520
<v Speaker 1>a i G, and my three kids had each written

0:18:00.520 --> 0:18:03.959
<v Speaker 1>me a yellow sticky note with a message on it,

0:18:04.400 --> 0:18:06.840
<v Speaker 1>and one of them was based you know. They the

0:18:07.000 --> 0:18:10.840
<v Speaker 1>essence of which was I get why you're doing this

0:18:11.160 --> 0:18:14.600
<v Speaker 1>and it and they saw it as the right thing

0:18:14.640 --> 0:18:17.359
<v Speaker 1>for the country. I don't need to overdramatize what it was,

0:18:17.400 --> 0:18:19.200
<v Speaker 1>but that's what it felt like at the time and

0:18:19.320 --> 0:18:22.119
<v Speaker 1>that level of pride. I still have those three stickies

0:18:22.280 --> 0:18:25.520
<v Speaker 1>right by my bedside because I get it. I get

0:18:25.520 --> 0:18:27.920
<v Speaker 1>the mom guilt. I wish there were certain elements like

0:18:27.960 --> 0:18:31.119
<v Speaker 1>it could have done differently, But I also see the

0:18:31.160 --> 0:18:33.679
<v Speaker 1>relationship we have and they understand what it means to

0:18:34.119 --> 0:18:37.119
<v Speaker 1>actually be engaged in society and doing something you care about.

0:18:37.280 --> 0:18:39.520
<v Speaker 1>No mom gilt, mom gil, thank you, It's not allowed.

0:18:40.040 --> 0:18:43.000
<v Speaker 1>Should we make excuses to our employers? Should we tell her,

0:18:43.119 --> 0:18:45.000
<v Speaker 1>like if I have to head to a parent teacher

0:18:45.040 --> 0:18:47.439
<v Speaker 1>conference or take a kid to the doctor, do I

0:18:47.480 --> 0:18:50.040
<v Speaker 1>tell my boss? You don't tell your boss. You don't

0:18:50.040 --> 0:18:53.560
<v Speaker 1>tell your boss. Guys don't tell their boss, so I

0:18:53.600 --> 0:18:56.520
<v Speaker 1>don't think you say anything. I actually made this point

0:18:56.560 --> 0:18:58.639
<v Speaker 1>at an event at Morgan Stanley. I'm like, do not

0:18:58.760 --> 0:19:01.359
<v Speaker 1>tell your boss. Got to get over the guilt. The

0:19:01.400 --> 0:19:04.400
<v Speaker 1>only way to move on from it is realized. I'm

0:19:04.400 --> 0:19:06.960
<v Speaker 1>a professional. I do things when I when I can,

0:19:07.119 --> 0:19:08.680
<v Speaker 1>and it makes sense and I get it all done.

0:19:08.720 --> 0:19:10.639
<v Speaker 1>I just do it on my own timeline. And I

0:19:10.640 --> 0:19:13.320
<v Speaker 1>actually had a woman who emailed me afterwards and said,

0:19:13.359 --> 0:19:16.080
<v Speaker 1>I know you said I'm not supposed to tell my boss,

0:19:16.200 --> 0:19:18.760
<v Speaker 1>so I won't, but I can't not tell somebody, so

0:19:18.800 --> 0:19:21.400
<v Speaker 1>I'm going to email you. And I'm like, okay, that's

0:19:21.400 --> 0:19:25.200
<v Speaker 1>step one of a five step attorney. Do not tell

0:19:25.240 --> 0:19:27.720
<v Speaker 1>your boss, your tell your boss, you know what, I

0:19:27.760 --> 0:19:30.000
<v Speaker 1>need to do certain things for myself and I it's

0:19:30.200 --> 0:19:32.600
<v Speaker 1>I'm getting I feel guilty doing it, but I get

0:19:32.600 --> 0:19:36.080
<v Speaker 1>everything done. There's no question you are so beyond having

0:19:36.119 --> 0:19:39.600
<v Speaker 1>to check in with people. Well, so do not. We're

0:19:39.600 --> 0:19:42.840
<v Speaker 1>in the middle of this so called Great Resignation and

0:19:42.880 --> 0:19:48.119
<v Speaker 1>people are reflecting and changing and making big decisions. What's

0:19:48.160 --> 0:19:52.439
<v Speaker 1>your advice two people in this you know, big evolution,

0:19:53.359 --> 0:19:56.000
<v Speaker 1>you know, huge choices ahead. Well, I think you framed

0:19:56.040 --> 0:19:58.639
<v Speaker 1>it really well. I don't think it's the Great resignation.

0:19:58.680 --> 0:20:00.960
<v Speaker 1>I think it's the great reshuffle. And people are reflecting

0:20:00.960 --> 0:20:02.680
<v Speaker 1>on what do they want and how do they want

0:20:02.680 --> 0:20:04.280
<v Speaker 1>to work and how do they want to live their life.

0:20:04.280 --> 0:20:06.040
<v Speaker 1>So I think for all of us thinking about what

0:20:06.080 --> 0:20:10.080
<v Speaker 1>does that mean for our institutions. It is about evolving

0:20:10.240 --> 0:20:13.919
<v Speaker 1>the way we we we work, the way we interact,

0:20:14.000 --> 0:20:16.800
<v Speaker 1>the expectations that we have to say. But I grew

0:20:16.880 --> 0:20:18.720
<v Speaker 1>up in a cubicle on the twenty floor of a

0:20:18.760 --> 0:20:22.199
<v Speaker 1>sky rise. Doesn't work anymore, and so what should we

0:20:22.280 --> 0:20:26.320
<v Speaker 1>do as leaders? And I think that our this generation,

0:20:26.440 --> 0:20:30.200
<v Speaker 1>appropriately and it's very exciting, expects more from all of us.

0:20:30.320 --> 0:20:32.480
<v Speaker 1>And so it's not just in how we work. But

0:20:32.560 --> 0:20:34.960
<v Speaker 1>it is in what we do, and I think all

0:20:35.000 --> 0:20:38.240
<v Speaker 1>elements of what's the mission? Are you delivering on the mission?

0:20:38.359 --> 0:20:41.000
<v Speaker 1>Is really important? Okay, So if you rapid fire questions

0:20:41.119 --> 0:20:45.680
<v Speaker 1>someone you'd love to have dinner with, Well, I'd love

0:20:45.720 --> 0:20:48.520
<v Speaker 1>to say my parents because they passed away in over

0:20:48.560 --> 0:20:52.439
<v Speaker 1>of years ago. Favorite family ritual. We do this crazy

0:20:52.520 --> 0:20:55.400
<v Speaker 1>thing that we've done for years, which is everybody gets

0:20:55.400 --> 0:20:58.159
<v Speaker 1>to pick where we travel. We come up with the

0:20:58.200 --> 0:21:01.320
<v Speaker 1>five the five different low patients, and then we all vote,

0:21:01.320 --> 0:21:03.520
<v Speaker 1>and then we get the grid and that's where we go.

0:21:03.720 --> 0:21:08.560
<v Speaker 1>What's your favorite getaway? Um? Probably I would say maybe

0:21:08.600 --> 0:21:11.880
<v Speaker 1>Iceland was the best. That's an amazing one. New York

0:21:11.960 --> 0:21:18.800
<v Speaker 1>or California so unfair. Well, sitting here outdoors right now

0:21:18.880 --> 0:21:20.280
<v Speaker 1>and knowing I can do that for the rest of

0:21:20.280 --> 0:21:22.200
<v Speaker 1>the years, pretty nice with the energy from New York.

0:21:22.240 --> 0:21:25.399
<v Speaker 1>So I'm not gonna It's like I don't pick amongst children.

0:21:25.560 --> 0:21:28.840
<v Speaker 1>So in closing, Google is a massive company, multiple divisions,

0:21:29.000 --> 0:21:31.480
<v Speaker 1>many bets. Where are you spending most of your time now?

0:21:32.720 --> 0:21:35.159
<v Speaker 1>I'm spending most of my time on your very more

0:21:35.240 --> 0:21:39.000
<v Speaker 1>in question about capital allocation because if it really goes

0:21:39.040 --> 0:21:42.920
<v Speaker 1>to this core point, you've got to invest for long

0:21:43.000 --> 0:21:46.760
<v Speaker 1>term growth and making sure that you're investing with the

0:21:46.960 --> 0:21:49.680
<v Speaker 1>right intensity. I often say I don't want to get

0:21:49.720 --> 0:21:51.359
<v Speaker 1>to the two yard line, but not score. So you

0:21:51.359 --> 0:21:54.000
<v Speaker 1>need to make sure you're investing with the right intensity

0:21:54.080 --> 0:21:57.639
<v Speaker 1>to support long term growth. That's the most important area

0:21:57.760 --> 0:22:00.680
<v Speaker 1>where I would say I spend the ball my time,

0:22:00.840 --> 0:22:03.440
<v Speaker 1>and then of course you have to prioritize in order

0:22:03.480 --> 0:22:07.200
<v Speaker 1>to recycle to support those apploms. What kind of discussions

0:22:07.240 --> 0:22:10.040
<v Speaker 1>are you having with Larry and Sergey now about this

0:22:10.160 --> 0:22:14.320
<v Speaker 1>next phase of Google? So when they made the announcement

0:22:14.359 --> 0:22:18.280
<v Speaker 1>about the role change, they really they were very serious

0:22:18.320 --> 0:22:21.960
<v Speaker 1>about moving to this board role and they've been there

0:22:21.960 --> 0:22:26.080
<v Speaker 1>amazing board members. UM Sandars of course relies on them

0:22:26.520 --> 0:22:30.000
<v Speaker 1>for counsel wherever, whenever, But most of the interaction is

0:22:30.040 --> 0:22:32.879
<v Speaker 1>really around what are we doing at the board level.

0:22:33.000 --> 0:22:35.679
<v Speaker 1>It's been great and you have your freedom to allocate

0:22:35.720 --> 0:22:39.280
<v Speaker 1>capital as you like. UM. I work closely with Sandar

0:22:39.440 --> 0:22:43.000
<v Speaker 1>and Philip and Taz. Yes, we work as a great team.

0:22:43.119 --> 0:22:46.000
<v Speaker 1>So where what's the vision for Google? Then ten years

0:22:46.040 --> 0:22:50.200
<v Speaker 1>from now? You know it's fascinating too. Was I think

0:22:50.240 --> 0:22:51.760
<v Speaker 1>I had the same reaction you do when I heard

0:22:51.760 --> 0:22:54.520
<v Speaker 1>Cinders say searches the biggest moon shot, and I think

0:22:54.520 --> 0:22:58.800
<v Speaker 1>that continuing to find ways to be helpful to users

0:22:58.840 --> 0:23:01.080
<v Speaker 1>to solve what they need. Where so many people are

0:23:01.080 --> 0:23:03.280
<v Speaker 1>coming online and it you know, is video going to

0:23:03.320 --> 0:23:06.200
<v Speaker 1>be the first the way they understand It's going to

0:23:06.280 --> 0:23:08.480
<v Speaker 1>be about you know, search is going to be a

0:23:08.520 --> 0:23:10.600
<v Speaker 1>different type of experience. So much of it's going to

0:23:10.680 --> 0:23:14.160
<v Speaker 1>be about voice first and language translation. So there's gonna

0:23:14.280 --> 0:23:16.520
<v Speaker 1>it's going to continue to evolve. And what about for

0:23:16.600 --> 0:23:20.639
<v Speaker 1>you personally? Like where will you know? It's been so

0:23:20.720 --> 0:23:23.520
<v Speaker 1>amazing to hear about your journey, and I'm just curious

0:23:23.520 --> 0:23:27.399
<v Speaker 1>about your personal growth, like what you feel you've accomplished

0:23:27.400 --> 0:23:28.919
<v Speaker 1>in the last you know, since you've been here, and

0:23:28.960 --> 0:23:33.800
<v Speaker 1>what you hope to accomplish. I find that that the

0:23:33.840 --> 0:23:37.879
<v Speaker 1>opportunity to try new things and to invest in new things,

0:23:37.920 --> 0:23:39.880
<v Speaker 1>and as we think about, well what does that mean

0:23:40.480 --> 0:23:43.280
<v Speaker 1>for each one of our areas, there's I think that

0:23:43.480 --> 0:23:47.760
<v Speaker 1>intellectual curiosity keeps you young. And I think that continuing

0:23:47.800 --> 0:23:50.840
<v Speaker 1>to learn is like your brain is like silly putty

0:23:50.880 --> 0:23:53.000
<v Speaker 1>getting pulled in a lot of directions, So to me,

0:23:53.320 --> 0:23:56.959
<v Speaker 1>it's continuous learning. Report. Thank you so much, for its

0:23:57.720 --> 0:24:00.359
<v Speaker 1>great to have you on camp. Come back any time.

0:24:02.280 --> 0:24:04.880
<v Speaker 1>Bloomberg Studio One point Oh was produced by Lauren Ellis,

0:24:05.160 --> 0:24:08.879
<v Speaker 1>edited by Brian Carton Gayner. Our managing editor is Danielle Culbertson,

0:24:09.240 --> 0:24:12.560
<v Speaker 1>with special thanks to Alex Soto and Tiffany Perez. If

0:24:12.600 --> 0:24:15.520
<v Speaker 1>you like Bloomberg Studio one point oh, please subscribe and

0:24:15.600 --> 0:24:18.280
<v Speaker 1>leave us a review. We love hearing from you. I'm

0:24:18.320 --> 0:24:20.880
<v Speaker 1>Emily Changing, your host and executive producer.