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Text of the page (random words):
ed and played them back at double speed and thus improved the efficiency of his information intake by a factor of two i don t know what klose had expected to hear from us but i don t think it was that by that point in google s history our hunger for engineering talent had become all consuming to figure out where we might find talent like that already inhabiting our cube farms i surveyed our engineering employees asking what media outlets they tuned to unsurprisingly public radio news programing was high on the list more than half of the engineers listened to morning edition or all things considered third on the list with 36 was the npr quiz show wait wait don t tell me wwdtm so it seemed like a match made in heaven when npr offered us a sweet deal to become exclusive sponsor of that show i loved the idea wwdtm was quick funny and news based and npr told me the show s producers used google to research their quiz questions unfortunately larry was not a fan i just think the information content is low he told me well yeah it was a quiz show not the bbc world service more surprising to me was that sergey agreed he didn t listen to npr for entertainment just news i argued that the empirical data from the survey made it clear we should move ahead anyway but even in a data driven company it was the founders prerogative to ignore data they didn t happen to like it was a great opportunity that i had to turn down soon after sergey had me go after another great public broadcasting opportunity but that one turned us down our founders were big fans of nova the pbs science show it was content rich and very much aligned with our brand as a company that relied on science to improve its products i asked a pbs rep how much it would cost to be one of the three national sponsors of nova the cost was 2 3 million and they happened to have one slot left i told sergey so nova gets 2 3 million in sponsorship divided among the three sponsors he asked me no it s 2 3 million each that might have been a deal breaker but it turned out the deal was already broken the other two sponsors already in place were sprint and microsoft when microsoft heard we were asking about sponsorship they exercised their right to block us because we were a competitor they had been blocked previously by another company and now they were doing it to us that didn t sit well with sergey there seems to be something rotten in the notion that microsoft could block our sponsorship he complained it was anti democratic and didn t fit his notion of the public part of public broadcasting besides in 2003 we weren t directly competing with microsoft okay maybe a little with msn search sergey wondered if maybe we should push back the pbs bureaucrats might think it was ok but what about the viewers of nova or the show s producers or for that matter the decision makers on the congressional committee allocating funds to pbs sergey didn t like to be thwarted by policies and decisions made by people if something was physically possible we should be able to bring it about with adequate application of intelligence and innovation we never made a federal case of it but sergey remained steamed at big bird s nest featherers for a long time fortunately kqed came through we might not be able to secure a spot on the national nova broadcast but kqed was happy to put our spots on in san francisco during their allotment of promos around the program they ignored the threatening noises emanating from pbs which was itself feeling heat from microsoft that endeared our local public station to us and secured a spot for them in our limited ad budget for as long as i was at the company given the machinations in d c around funding public media i hope google ups its financial commitment to our local pbs npr affiliate the station braved the wrath of redmond and its own network overseers it would be a nice to repay them with a very public gesture of support posted by doug at 8 10 pm 1 comments email this blogthis share to x share to facebook share to pinterest saturday april 09 2011 a photo of the pre plex i ve previously posted some video of the plex as it appeared shortly after i joined google in 1999 below is a photo taken by our first operations manager jim reese from an even earlier period in 1999 it shows google immediately after the move from the university avenue office in palo alto to an office park in mountain view in the beginning we all had wood doors and sawhorses for desks why according to george salah our facilities manager at the time it was because they were cheap and easy to get larry and sergey were proud of the fact that we went to home depot and spent 19 on these sawhorse legs and 125 on the wood doors they didn t even put any varnish on them it was these unfinished doors and they just threw them on the sawhorses and barely even put any screws in some of them they were falling off and that worked for a while and it was great when you had these big massive crt monitors that were heavy and you needed all this space on your desk for multiple monitors in the photo the office looks relatively uncluttered that didn t last long when george joined those welcoming eric schmidt to google as the new ceo in 2001 eric pulled him aside do me a favor he said to george clean this place up a bit there s trash everywhere broken bikes and toys and all kinds of stuff so george did he brought his team in one night and swept up all the crap the next morning larry sent him an email where did all my junk go i want you to bring it back now fortunately nothing had made it as far as the dump and soon the halls were back to their customary state of disarray eric was a quick learner six months later he pulled george aside again closed the door looked him in the eye shook his finger and said i don t want you screwing this up he wasn t scolding me for a specific action george explained to me he was just warning me not to change things to keep things the way they are clutter might be a sign of a disorganized mind but at google it was often just an indication that people were too busy to clean up after themselves that was not something eric had any interest in changing posted by doug at 3 42 pm 0 comments email this blogthis share to x share to facebook share to pinterest monday april 04 2011 whose shot j r s jonathan j r rosenberg google s vice president of product management announced today that he s leaving the company after nine years i remember the first time i met him very clearly jonathan makes a strong impression i wrote about it for ifl but had to cut the section for length in honor of jonathan s departure from the plex i offer it here it was january 2000 larry and sergey had reluctantly agreed to the board of directors demand that they bring in a high powered leader to establish a product marketing group no traditional consumer marketing person could possibly impress them though jonathan an executive at excite home fit the bill he could talk tech with the best of them as his potential subordinates my marketing colleagues and i were asked to give our feedback jonathan had already gone through two interview rounds so we knew which way the wind was blowing at the appointed time i awaited jonathan s arrival in one of our conference rooms once more unto the breach dear friends once more jonathan s voice preceded him as he sailed into the room on a gust of enthusiasm or close the wall up with our english dead henry the fifth act iii scene one would you like to hear the rest for the next hour jonathan put on a dazzling performance that included a torrent of words about product development marketing and the complete works of shakespeare jonathan educated me on brand building and statistics he sprayed the whiteboard with pictures and graphs and circled the room as if tacking against some unseen breeze his voice rose and fell as he rode over questions about working with creative teams building collaboration and recognizing contributors he left me awash in information but skeptical about whether he saw subordinates as a crew of contributors or as galley slaves pulling to the cadence of his commands my coworkers and i agreed that jonathan unquestionably had the intellectual chops for the job but that our nascent corporate marketing group would be swamped in his wake the company was small enough that larry and sergey apparently felt an obligation to acknowledge our concerns without bowing to them they offered me a chance to chat with jonathan again in a more casual setting the mountain view in n out burger is an unpretentious paradise for fans of grilled cow flesh i d never been there before but once we arrived i understood why jonathan had chosen it he spoke the local lingo a 3 by 3 is three slabs of meat and three slices of cheese you can get as many layers as you want protein style means a burger with no bun and a veggie burger is a bun with no burger there was no avoiding edification in jonathan s company once seated on the ketchup covered benches we talked about family and work and balancing both in the valley and by the time i d wiped away the residue of my animal burger i d decided he was not the great satan i had feared i sighed i could work with him which was lucky for me because one way or another google would have a product management organization our marketing group would undoubtedly be subsumed i would learn from jonathan whether i wanted to or not as we adopted a top down structure and clearly defined roles i braced for the changes telling myself that s how companies grow a couple of days later jonathan did the one thing i did not expect he told us he would stay at excite it would be two years before he once more showed up at google to claim the role of vice president of product management j r had passed when offered his first chance at google but google s execs kept him in their sights and eventually nailed him the question was once they had him what would they do with him posted by doug at 9 16 pm 0 comments email this blogthis share to x share to facebook share to pinterest friday april 01 2011 the once and future king on monday larry page takes over as google s ceo again larry was ceo for the first couple of years that i worked at google before the vcs won their battle to have a more experienced manager front the company and eric schmidt was brought on board there are some interesting insights floating around the ether about larry and the impact of his leadership on life in the plex i ll be sharing a few of my own thoughts on this monday on bloomberg tv but here s a preview one of larry s last acts as ceo before eric took the reins in 2001 was a reorganization of google s engineering group it was painful for all involved i give the details in ifl but essentially most of the project managers who were overseeing the engineering group giving performance reviews maintaining timelines protecting the engineers from random requests including larry s were not themselves technical specialists larry couldn t abide that especially because they kept interfering with his ability to push through his own large scale projects including scanning every book in the world so he held a full engineering meeting and told the project managers in front of their colleagues that they were no longer needed people were upset and not just the project managers several engineers were angry at the change and the way it was handled and larry was surprised by the pushback they gave him that reorg was an inflection point at the company afterward all the engineers a number that grew into the hundreds reported directly to wayne rosing the new head of the department larry is a very smart guy no doubt he learned from this experience that the most expedient course is not always the one that generates the least friction after years of watching eric s management i suspect that he will have mellowed somewhat somewhat but not entirely for example the wall street journal ran a story on larry s recent request to the product managers that they send him an email of no more than 60 words explaining what projects they are working on a lot of new senior executives would take the occasion of their appointment to meet staff members chitchat with them to create a personal bond and inquire casually about their work in progress larry approaches things with a more rigorous efficiency if larry were to meet with 100 managers at 15 minutes each that would be 25 hours out of his life if he can scan 100 emails in an hour he would save himself a full day larry values his time more than the need to make his managers feel warm and fuzzy about having face to face meetings with him unless things have changed since i worked there most of his managers at least the ones with engineering backgrounds understand that completely and would do the same thing a side benefit is that this puts the onus on the managers to boil down their most essential projects to a few sentences rather than rambling on about irrelevant subjects this approach wouldn t work for most organizations but it s pretty much expected at google some pundits are asking if larry s ascension will mean he lets his wild ideas run free causing google to lose focus on revenue generation i have a couple of responses to that first larry has a circle of people who moderate his more extreme visions and keep google grounded chief among this group when i was at the company was urs holzle google s first vp of engineering and now a google fellow urs understands both larry s vision and the constraints of reality and has an uncanny ability to make things happen that would seem to be impossible but when something truly is impossible he says so and larry hears him salar kamangar who is now head of youtube was another person who filled the role of sage counsel when i was at google larry respects salar who has proven time and again his savvy about business operations and the market for google s products salar is not a dreamer but a strategist who sees opportunities that are very much of the here and now so even though eric schmidt might play a lesser moderating role than previously there is a band of trusted advisors willing to tell larry that his vision is correct but the timing is wrong the second answer to the concern about larry s out there ideas is that given a choice between a visionary leader and a manager solely focused on improving next quarter s results most talented engineers in silicon valley would not hesitate to choose the former i was lucky enough to chat with larry one to one about his expectations for google back in 2002 he laid out far reaching views that had nothing to do with short term revenue goals but raised questions about how google would anticipate the day sensors and memory became so cheap that individuals would record every moment of their lives he wondered how google could become like a better version of the riaa not just a mediator of digital music licensing but a marketplace for fair distribution o...