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Speaker 1: Over the past quarter century, one of the most significant

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Speaker 1: companies in the world has been Google. It has led

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Speaker 1: today not by its founders, but by a personal who

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Speaker 1: started in two thousand and four, rose up the ranks,

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Speaker 1: and is now the CEO.

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Speaker 2: His name is Sundar Pashai.

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Speaker 1: I sat down with him recently and the Google officers

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Speaker 1: of New York to talk about the future of Google

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Speaker 1: and also importance of artificial intelligence to the company. When

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Speaker 1: you joined Google, the alphabet hadn't yet existed. It was

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Speaker 1: two thousand and four. The company was started in nineteen

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Speaker 1: ninety eight, I believe. So how big was the company

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Speaker 1: in two thousand and four?

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Speaker 3: Two thousand and four, we were about just totally one

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Speaker 3: thousand people, I think, but we are growing pretty fast. Yeah,

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Speaker 3: we were about thousand people.

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Speaker 1: So when you why did you come to the company

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Speaker 1: in two thousand four?

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Speaker 2: Who attracted you to come here?

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Speaker 1: A small, little search engine company?

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Speaker 2: Search wasn't that big a deal then?

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Speaker 3: Probably I was using the product from the outside, and

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Speaker 3: you know, I clearly noticed how much better it was

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Speaker 3: as a product. And I was a what I call

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Speaker 3: a power user of the product, right, and I had

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Speaker 3: a lot of ideas in my head on how the

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Speaker 3: product could be made better. But more importantly, you know,

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Speaker 3: I gaining access to technology made a big difference in

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Speaker 3: my life, and so I always tell the power of

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Speaker 3: giving access to technology. The thing about Google which appealed

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Speaker 3: to me was you could be somewhere in rural Indonesia,

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Speaker 3: or you could be a professor at Stanford, and you

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Speaker 3: would get access to that information as long as you

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Speaker 3: had a computer and connectivity.

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Speaker 1: With respect to the company today, you obviously have had

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Speaker 1: some legal challenges. One legal challenge by the federal government.

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Speaker 1: They charged that your I guess your search engine was

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Speaker 1: I hate to use the word monopolistic, but I guess

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Speaker 1: they probably used that word. It's running the company more

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Speaker 1: complicated because you have this lawsuit you have to deal with.

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Speaker 3: With our scale and size, I think scrutiny is inevitable,

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Speaker 3: and you know we've always engaged very respect fully and

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Speaker 3: responsibly through these processes. Even in the current current ruling,

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Speaker 3: I mean, the ruling goes to great length to point

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Speaker 3: out that we have achieved success by innovating. Our competitors

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Speaker 3: acknowledge that we had the best searching search engine in

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Speaker 3: the world. We definitely disagree with the ruling but it'd

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Speaker 3: been still in the middle of the remedies phase. And

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Speaker 3: you know, we will appeal and this process will likely

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Speaker 3: take many years. And you know, I'm confident given that

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Speaker 3: you know, we are focused on innovating using technology, will

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Speaker 3: do well in the long run. And just last week

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Speaker 3: there was a European court ruling which overruled the earlier decision.

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Speaker 3: But the process had taken you almost ten years, right,

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Speaker 3: So these things take take a while.

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Speaker 1: So were you surprised that the US government after they

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Speaker 1: won that case, they filed another case against you? Were

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Speaker 1: you surprised that that happened? And you expect that'll go

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Speaker 1: on for a while too.

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Speaker 3: This one is not to do with our advertising on

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Speaker 3: our search engine. The other one is we provide an

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Speaker 3: ad platform for publishers to run advertising on their sites,

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Speaker 3: and so we provide a platform, and so this is

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Speaker 3: focused on that part of our business.

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Speaker 2: Part of our business.

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Speaker 3: Again, we are you know, that case is just getting underway,

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Speaker 3: so I expected to take take some time. And you know,

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Speaker 3: but look where we can figure out you know, constructive solutions.

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Speaker 3: I think we will where we think it really harms

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Speaker 3: our ability to innovate on behalf of our users or uh,

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Speaker 3: you know, we are going to be vigorous in defending

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Speaker 3: ourselves and it's going to take time for it to

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Speaker 3: play out.

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Speaker 1: Silicon Valley has been enamored with artificial intelligence AI. Everybody

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Speaker 1: thinks that they need to have AI starts, attach their

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Speaker 1: name or or be a leader in it. Chat GBT

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Speaker 1: got out to the public first, but you've been working

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Speaker 1: on it for a long time, maybe before open AI did.

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Speaker 1: Are you going to go more public with what you're

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Speaker 1: doing in artificial intelligence? And how is artificial intelligence going

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Speaker 1: to change your company?

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Speaker 3: I mean it is. It's been a big focus for

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Speaker 3: us as a company. One of the first things I

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Speaker 3: did as CEOs to pivot the company to be focused

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Speaker 3: on AI AI first. You know, we've developed a lot

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Speaker 3: of the core underlying technology, a lot of its powers

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Speaker 3: search today. So part of what has helped us keep

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Speaker 3: search about everyone else is by incorporating a lot of

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Speaker 3: AI in how we do search. The current moment around

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Speaker 3: generator AI is what's captured people's imagination. We are incorporating

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Speaker 3: that in search in a deep way. So today if

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Speaker 3: we go to Google and type a query in we

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Speaker 3: give for many queries, we give something called an AI

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Speaker 3: overview and you get a nice summary on top which

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Speaker 3: we are summarizing the top results and giving context around

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Speaker 3: it using AI. It's been very well just people love it,

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Speaker 3: and so it's you know, it's one direction in which

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Speaker 3: we are using AI. Table of our product we have.

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Speaker 3: Our models are called Gemini, and people can also talk

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Speaker 3: to Gemini directly. And I just feel like we're at

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Speaker 3: very very early stages of what is probably the most

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Speaker 3: profound shift in technology we will ever see as humanity.

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Speaker 2: So it's an exciting time today.

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Speaker 1: If I want to do a search, I suppose I

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Speaker 1: look your name up on a search and it'll come

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Speaker 1: up with your bio and so forth, and then maybe

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Speaker 1: articles written about you will appear on this and then

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Speaker 1: maybe those articles will guide me to let's say, an

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Speaker 1: advertising site or something.

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Speaker 2: But with AI, some.

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Speaker 1: People are worried that your AI will basically have all

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Speaker 1: the information, and therefore they won't they the advertisers won't

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Speaker 1: have anybody coming to their site any longer.

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Speaker 2: So how do you address that issue?

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Speaker 3: Today we've past twenty five years. People come to Google

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Speaker 3: because they're not only looking for what they want, but

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Speaker 3: they enjoy the richness and the diversity of what exists

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Speaker 3: on the bat right, So people are clicking through and

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Speaker 3: going to a lot of sites. That is important for us.

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Speaker 3: That's what makes this thriving ecosystem. So even if as

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Speaker 3: we are evolving the product with AI, one of our

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Speaker 3: core design principles has been making sure it works that way, right,

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Speaker 3: and so we are prioritizing approaches which will send traffic

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Speaker 3: to publishers and in the case of commercial queries, advertisers

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Speaker 3: will also benefit as well. But that's you know, we

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Speaker 3: think about it holistically because I think that's what allows

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Speaker 3: people to create great content and create that virtual cycle.

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Speaker 1: So advertisers are they concerned that somehow the AI search

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Speaker 1: function you have might get them bypass.

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Speaker 3: The way we think about it is users, when they

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Speaker 3: come looking for information, there is an aspect of it

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Speaker 3: where they're looking for commercial information. It's naturally in the

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Speaker 3: user's intent, and when their intent is commercial, you know,

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Speaker 3: advertising turns out to be very very relevant information. There

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Speaker 3: was a core insight behind how we monetize Google Search

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Speaker 3: that adds a valuable information when users have a commercial intent.

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Speaker 3: That doesn't change just because there's a new underlying technology. Right,

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Speaker 3: people are always looking for commercial information and providers of

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Speaker 3: that information. Merchants, businesses are trying to reach users, and

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Speaker 3: so that dynamic will continue to exist.

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Speaker 1: So Google is more or less the search engine part

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Speaker 1: of your company. Alphabet has other parts. Let me ask

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Speaker 1: you about some of them.

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Speaker 3: I could, so maybe if I could step back. You know,

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Speaker 3: Google has many businesses beyond search, right, So you have

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Speaker 3: Google Search, but think about Google Cloud, where we provide

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Speaker 3: software at all enterprises. It's YouTube, there is YouTube and

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Speaker 3: so on. There's Android and so on. So think of

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Speaker 3: Google as our you know, Internet related businesses. Okay, and

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Speaker 3: then we're using technology still. But we have other long

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Speaker 3: term bets. Weimo was a bet on autonomous self driving

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Speaker 3: cars and that's been a long term bet. We have

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Speaker 3: Wing which is a drone delivery company. We have Calico,

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Speaker 3: which is pursuing long term drug discovery for difficult to

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Speaker 3: treat diseases, etcetera. So these are longer term bets, and

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Speaker 3: that's what we call as other bets.

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Speaker 1: Okay, So Waimo is a long term bet, I assume,

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Speaker 1: But have you been in one of those cars.

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Speaker 2: All the time?

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Speaker 1: You know?

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Speaker 3: I make sure to go periodically and take a ride

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Speaker 3: in Wemo is phenomenal the progress I've seen every six months.

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Speaker 3: The last time I was in the car, the third

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Speaker 3: time I was in it. You know, I was on

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Speaker 3: my phone in the back seat. Once in a while,

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Speaker 3: I tell myself, you know, look, I'm in a self

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Speaker 3: driving car. It's amazing even how people sometimes look in

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Speaker 3: Some people are curious, some people are kind of.

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Speaker 2: Like they used to it. You wear a helmet when

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Speaker 2: you're in there. Your confect.

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Speaker 3: Not at all, you know, quite the contrary. It's it's

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Speaker 3: pretty relaxing.

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Speaker 2: You know.

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Speaker 3: We've been surprised at how much okay, people like the

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Speaker 3: experience we are now. We've scaled up towe hundred thousand

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Speaker 3: paid rights every week in the In the US, we

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Speaker 3: recently announced a partnership with Uber, so you can use

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Speaker 3: the Uber app, for example in Atlanta to Haila waymocard.

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Speaker 1: You have a business, that's the cloud business you mentioned earlier.

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Speaker 1: I think Amazon got to the cloud first and other

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Speaker 1: big tech companies got there later. How significant is cloud

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Speaker 1: to you now? And are you the person kind of

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Speaker 1: drove the cloud business here?

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Speaker 3: I mean it was one of the big areas.

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Speaker 2: You know.

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Speaker 3: I bet On, I say, became CEO in twenty fifteen,

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Speaker 3: and you know, we realized Google was built in the cloud.

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Speaker 3: Google Search, Google Maps, Gmail, everything works. We are a

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Speaker 3: native cloud company and we are one of the best

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Speaker 3: cloud infrastructure in the world. So we made it decision

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Speaker 3: to really provide it to everyone else. And you know,

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Speaker 3: we brought in CEOs who had real background to do that.

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Speaker 3: Our current CEO, Thomas Korean, has really helped scale the business.

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Speaker 3: Last quarter we had over ten billion dollars in revenues.

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Speaker 3: I think we're probably the number fourth largest software company

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Speaker 3: in the enterprise now, so it's one of our most

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Speaker 3: robust businesses. And in fact, I announced in one of

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Speaker 3: our earnings called recently that we will exit twenty twenty

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Speaker 3: four in YouTube and cloud at one hundred billion dollars runderrate.

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Speaker 3: And these were businesses which we've built from scratch over

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Speaker 3: the past decade.

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Speaker 1: So we've talked about cloud, which was a novelty ten

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Speaker 1: years ago or so, and now AI is a bit

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Speaker 1: of a novelty. What the areas in the future that

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Speaker 1: you think will be the next great tech interest for

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Speaker 1: Solicon Valley and other people is quantum computing?

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Speaker 2: One of them, you know.

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Speaker 3: Would view quantum one of those foundational technologies like AI

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Speaker 3: over time, you know, quantum, you know, you know, it's

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Speaker 3: fundamentally thinking about how to design different computers than classical computers.

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Speaker 3: So I would view it as just like aids are

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Speaker 3: underlying technologies, but these technologies are going to hopefully enable many,

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Speaker 3: many amazing applications on top of them, you know AI.

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Speaker 3: You know, that's why compared AI to fire or electricity.

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Speaker 3: You know, it's going to cut across every sector everywhere,

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Speaker 3: and people are going to be able to read think

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Speaker 3: think of AI as you're getting really intelligent decision making

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Speaker 3: systems to deploy everywhere.

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Speaker 1: Let's talk about your background for a moment. So where

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Speaker 1: were you born.

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Speaker 3: I was born in India in a city called Chennai

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Speaker 3: in the south of India.

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Speaker 1: And did you grow up you know, in middle class

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Speaker 1: kind of.

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Speaker 3: You know, it was a comfortable middle class life in India,

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Speaker 3: you know. But one of the things was technology wasn't

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Speaker 3: always around and we had to wait for a while

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Speaker 3: before you know, we were on a waiting list. At

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Speaker 3: that time, only the government made phones and this was

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Speaker 3: a rotary phone. So it was a five year wait

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Speaker 3: list to get a phone, right, and so we got

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Speaker 3: the rotary phone changed our lives we were one of

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Speaker 3: the few people in our neighborhood to have it. People

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Speaker 3: would come to our homes to make calls to the

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Speaker 3: loved ones. I recall, you know, I would have to

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Speaker 3: it would before our trip to find the black test

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Speaker 3: results for my mother. Sometimes I would go all the

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Speaker 3: way to the hospital and they would say, no, it's

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Speaker 3: not ready, come back tomorrow. And with the phone, I

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Speaker 3: could call and get that information right away. So it really,

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Speaker 3: you know, showed me the part of technology.

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Speaker 1: So where did you go to college?

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Speaker 3: I went to a college called the Indian Institute of Technology.

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Speaker 3: It's a set of you know, a few institutions which

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Speaker 3: are primarily focused on engineering. And what did you major in,

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Speaker 3: you know, what's today called material science?

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Speaker 2: And I astribute that, Okay, I did.

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Speaker 3: Okay, you know I had a chance to you know,

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Speaker 3: I really got interested in computers and semiconductors through my degree,

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Speaker 3: and so I really, you know, was motivated by what

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Speaker 3: was happening in Silicon Valley. I literally wanted to be

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Speaker 3: in the place where semi connectors were developed, and that's

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Speaker 3: why I had a chance to come to Stanford.

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Speaker 1: You went to Stanford get a master's degree in engineering.

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Speaker 1: That's right, And did you get a scholarship or how

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Speaker 1: to get you afford that?

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Speaker 3: I mean, it was very fortunate to get a full scholarship.

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Speaker 3: You know, I was a teaching assistant.

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Speaker 1: Had you left the United had you left the India

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Speaker 1: before that?

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Speaker 2: Had you ever been.

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Speaker 3: Out coming to the US was the first time I

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Speaker 3: was ever on a plane?

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Speaker 1: Okay, So you got your master's degree and then you

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Speaker 1: went to Wharton to get your MBA.

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Speaker 2: I had only seen the West coast. I wanted to

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Speaker 2: see more of the US.

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Speaker 3: I through fall, I came to the East coast, loved

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Speaker 3: the seasons, so I just wanted to spend time back

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Speaker 3: back east and so you know, it was also you know,

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Speaker 3: my goal with it was to get exposed to you know,

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Speaker 3: I had a deep engineering and scientific background, so chance

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Speaker 3: to get exposed to other walks of life out does

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Speaker 3: a business work, get exposed to people from finance, from economics,

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Speaker 3: and so that was all part of what I was

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Speaker 3: looking for.

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Speaker 1: So you got your MBA from Whorton, that's them.

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Speaker 2: What did you do?

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Speaker 1: You know?

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Speaker 3: Pretty much very soon after that, I ended up at Google,

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Speaker 3: but I spent a short time at mckinzi before that.

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Speaker 1: Yeah, so are your parents alive.

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Speaker 2: They are, and you know, I think they must be

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Speaker 2: pretty proud of you.

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Speaker 1: You're the CEO of Google and Alphabet that they call

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Speaker 1: you all the time with advice or what do they do?

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Speaker 2: You know? Both?

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Speaker 3: You know, I'm fortunate. I'm very close to them. I

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Speaker 3: see them almost every week. But my dad is you know,

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Speaker 3: kind of it shows me amazingly. He's eighty two. He

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Speaker 3: relentlessly reads everything about you know, he's tried to keep up.

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Speaker 3: He's not a software engineered by training. But a few

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Speaker 3: years ago you wanted to know what a API is,

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Speaker 3: and he has learned it. So he tracks news closely,

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Speaker 3: and so he just talked to me about it.

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Speaker 1: Eighty two is young. The present United States is still young.

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Speaker 1: There you go and your mother, you talked to her.

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Speaker 3: All the time, and you know she's I got my

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Speaker 3: love of reading from a very young age from from her.

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Speaker 3: Due to financial circumstances, you know, she she was working

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Speaker 3: as a stenographer. She stopped working to support the family.

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Speaker 3: But you know she was a voracious reader, and that's

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Speaker 3: where I got my love of reading from.

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Speaker 1: And so and did you meet your wife at Wharton

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Speaker 1: Stanford or where?

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Speaker 2: Back?

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Speaker 3: You know, we both went to I at Indian Industry

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Speaker 3: of Technology. She was you know, at the time they

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Speaker 3: were in that many women, So she was she was

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Speaker 3: a pioneer in her own way of breaking through. And

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Speaker 3: so I met my wife and undergraduate.

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Speaker 1: Okay, and so now we're married.

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Speaker 2: How long over twenty five years? Five years? And you

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Speaker 2: have two children? Two children, that's right?

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Speaker 1: And do they run around Silicon Valley bragging saying my

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Speaker 1: father is the CEO of Google or they don't?

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Speaker 3: Quite the contrary. I think, you know, they're trying to

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Speaker 3: find their own boys. And you know, we hardly talk

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Speaker 3: about my role or anything in the context of my family.

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Speaker 1: Let's say you go at a restaurant Silicon Valley with

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Speaker 1: your wife. Do people come up with resumes all the

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Speaker 1: time or ideas for funding things?

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Speaker 2: How does that work? Ah? Yeah? People less less that

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Speaker 2: as part.

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Speaker 3: You know, maybe people want to picture or want to

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Speaker 3: say hello, and so that does happen, particularly in Silicon Valley,

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Speaker 3: but you know, doesn't always happen. I've kept a reasonably

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Speaker 3: private life, so that helps.

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Speaker 1: I think, how do you avoid being sclerotic when you

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Speaker 1: have a company that now has one hundred and eighty.

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Speaker 2: Two thousand employees.

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Speaker 1: How do you get innovative ideas to get to the

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Speaker 1: top without bureaucracy killing it.

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Speaker 3: Look, I think you have to enable uh, you know,

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Speaker 3: you have to empower small teams to move fast and

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Speaker 3: get things done.

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Speaker 2: Right.

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Speaker 3: You have your big products, they are constantly improving, and

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Speaker 3: you have to make sure you're constantly investing in and

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Speaker 3: innovating on our core products. But you have to allow

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Speaker 3: in the system away for small teams to build new things,

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Speaker 3: and sometimes you have to be deliberate about it. Early

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Speaker 3: on at Google, we had a structure called Google Labs,

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Speaker 3: and you know, in which you could have small teams

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Speaker 3: with resources to go build new things. We are doing

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Speaker 3: that again now and we again have created a new

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Speaker 3: Google Labs team, And just recently they launched a product

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Speaker 3: called Google Notebook, in which you can go put a

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Speaker 3: set of documents and then AI kind of learns it.

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Speaker 3: You can ask questions, you can even tell it to

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Speaker 3: summarize it as a podcast, conversational podcast back to you, right,

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Speaker 3: and you know it's breadtaking if you use it. So,

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Speaker 3: but these are entirely new product built from scratch. And

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Speaker 3: so Google Photos was a product built from scratch too,

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Speaker 3: So you have to empower small teams to move the

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Speaker 3: velocity of a startup and cut through the processes you

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Speaker 3: have in a large company.

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Speaker 2: Let's talk about the company today.

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Speaker 1: So, as I mentioned earlier, you have I think it's

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Speaker 1: one hundred and eighty three one thousand employees, and the

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Speaker 1: company has a market capitalization today of about two and

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Speaker 1: a half trillion or something.

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Speaker 2: Yeah, it's over two trillion dollars. Yeah, over two trillion dollars.

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Speaker 1: So the market capitalization is doubled since you've been the CEO,

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Speaker 1: and the stock prices more than doubled since you've been

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Speaker 1: the CEO. So do you tell the founders, look, you've

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Speaker 1: done a great job, and maybe they should give you

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Speaker 1: a big piece of the company or something.

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Speaker 3: I'm very fortunate to be compensated. Well, look, I think

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Speaker 3: for me, Look, as a technologist, you know, I feel

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Speaker 3: like I'm at the front friend, drow Of, you know,

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Speaker 3: dreamt about things like AI for a long time. To

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Speaker 3: actually see it getting built now and to see this

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Speaker 3: transition play out in front of us, to me, you know,

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Speaker 3: that's the most motivating thing I could ask for.

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Speaker 1: I also know that Google in the early days had

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Speaker 1: a policy of free food for its employees, and I

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Speaker 1: sampled some of your free food at lunch today.

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Speaker 2: It was very good. You obviously have to spend a

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Speaker 2: lot of money.

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Speaker 1: You've got one hundred and eighty two thousand employees, so

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Speaker 1: giving them lunch or breakfast or dinner every day, or

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Speaker 1: for many of them every day, you must have a calculation, says,

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Speaker 1: are we spending this much on food? We're getting this

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Speaker 1: much higher productivity? And how do you assess that? And

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Speaker 1: why do you think other companies don't give away food

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Speaker 1: as much as you do?

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Speaker 3: Look quite the contrar I think in technology, if you

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Speaker 3: go to the Bay Area, I think a set of

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Speaker 3: things which Google has done as part of now standard

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Speaker 3: modern workplaces in the area. But you know, people value

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Speaker 3: in person collaboration to us. You know, I can recalled

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Speaker 3: several times, you know, when I was working at Google

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Speaker 3: early on, being in cafes, meeting someone else, talking, getting

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Speaker 3: excited about something, and.

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Speaker 2: So it sparks creativity, It creates a.

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Speaker 3: Community, and I think the benefit that comes out of it,

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Speaker 3: you know, far dwarfs.

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Speaker 2: The costs associate with it.

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Speaker 1: Google is regularly considered be one of the most favorable

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Speaker 1: places to work for employees, always high end surveys, and

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Speaker 1: so I assume you've got lots of people who always

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Speaker 1: want to come here. How many people a year try

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Speaker 1: to apply for jobs at Google?

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Speaker 2: Is?

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Speaker 1: I assume it's a million people or something more than that.

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Speaker 3: What I'm proud of is the metric I look at

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Speaker 3: is when we make an offer, what percentage of people

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Speaker 3: accept the offer?

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Speaker 2: And you know it is percentages. It's almost close to

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Speaker 2: ninety percent, right.

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Speaker 1: So typically, if somebody wants to get a job, somebody's

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Speaker 1: watching this and says, I want to work at Google,

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Speaker 1: what are you looking for? High IQs, high work quotient?

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Speaker 1: And it used to be said that you had a

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Speaker 1: very complicated interview process. I don't know if you still

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Speaker 1: have that. But what's the best way to get a

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Speaker 1: job here for an entry level person?

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Speaker 3: Look, we are you know, it depends on whether you're

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Speaker 3: an engineering or something else, but you know we are.

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Speaker 3: You know, if you're an engineering, we are looking for

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Speaker 3: really good programmers, people who understand computer science well and

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Speaker 3: you know, can be dynamically, you know, are willing to

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Speaker 3: learn and grow up themselves into new situations and do well.

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Speaker 3: But we are really looking for you know, you know,

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Speaker 3: superstar software engineers.

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Speaker 2: Right, So, when.

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Speaker 1: You're doing a search yourself, I suppose you want to

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Speaker 1: get information. Do you ever have frustrations that you can't

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Speaker 1: get what you want? I mean, sometimes I can't find

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Speaker 1: what I want, But I'm not the CEO of Google,

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Speaker 1: so I assume you can have better access to the

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Speaker 1: search than I can.

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Speaker 3: No, there are one of the reasons I'm so excited

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Speaker 3: about AI improving searches. You know, we're constantly people don't

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Speaker 3: always formulate the right queries. You know, we are constantly

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Speaker 3: working to make search easier to use. So for example,

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Speaker 3: you can now you know, speak with search as well

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Speaker 3: as take pictures and ask search questions. In many countries,

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Speaker 3: for example, in places like India, a large volume of

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Speaker 3: our queries actually come by people just talking to search.

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Speaker 3: And you know, because people get phone not everyone is

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Speaker 3: comfortable typing in these phones. They just talk talk to Google.

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Speaker 2: Similarly, what we call visual search.

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Speaker 3: We have a product called Google Lens and you can

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Speaker 3: take a picture and ask questions. We get billions of

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Speaker 3: queries through visual search. Humans interact with the world in

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Speaker 3: very natural ways. We see things, we hear things, we speak,

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Speaker 3: and so that's an example of how we can search,

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Speaker 3: make search better, and AI can play it all. I

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Speaker 3: constantly am challenging our product find things we could be

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Speaker 3: doing better than I'm emailing my teams.

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Speaker 1: So, leaving the US government aside, what do you see

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Speaker 1: as the biggest challenge to Google an alphabet going forward?

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Speaker 1: Is it competitors coming along, is it a new technology

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Speaker 1: that you're not in yet coming along and being very important,

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00:22:38,840 --> 00:22:44,200
Speaker 1: or just keeping your organization efficient and not bureaucratic.

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Speaker 2: What do you see as the biggest challenges?

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Speaker 3: Look, one of the things I would say, because we've

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Speaker 3: always been a foundational technology company and we are working

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Speaker 3: on these technologies which can apply across many things. I

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Speaker 3: think one of the things which is unique to Google

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Speaker 3: and Alphabet is, you know, we have a chance to

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Speaker 3: go do many things, but being disciplined doing a few

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Speaker 3: things and doing them well and doing it with the

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Speaker 3: relentless focus on innovation and doing it as efficiently as possible.

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Speaker 3: As a company with discipline, you know what leads to

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Speaker 3: long term success. And so so I think that's what

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Speaker 3: I think about, right, you know, where all can we

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Speaker 3: do it ourselves as a company? Where do we partner

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Speaker 3: and enable others? That's why Google Cloud has been a

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Speaker 3: big part of our focus because there are many sectors

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Speaker 3: in which the best way we can help the world

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Speaker 3: and have a good business doing so is by providing

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Speaker 3: our technology and solutions to others, and so you know,

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Speaker 3: it's getting that balance.

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Speaker 2: Druck.

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Speaker 1: Thanks for listening to hear more of my interviews. You

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00:23:47,480 --> 00:23:51,560
Speaker 1: can subscribe and download my podcast on Spotify, Apple, or

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00:23:51,600 --> 00:23:52,439
Speaker 1: wherever you listen.