Brin, Page Show No Signs of Slowing Down

 
 
By David F. Carr  |  Posted 2007-03-15 Email Print this article Print
 
 
 
 
 
 
 

Google founders Sergey Brin and Larry Page reinvented search, e-mail and mapping, shattering earnings estimates and getting themselves very, very rich.

Googles founders Sergey Brin and Larry Page made Ziff Davis Medias Top 100 Most Influential People in IT list for inventing technologies that rewrote expectations for Internet search engines and then building outward to establish a growing suite of complementary applications that reinvented other categories, including e-mail and mapping.

In the process, theyve built Google into one of the industrys most powerful companies and made themselves rich in the process. They ranked 12th and 13th, respectively, on Forbes magazines most recent list of the 400 Richest Americans, both with a net worth of more than $14 billion.
The Google search engine began as a research project they started while both were doctoral students at Stanford University. While studying the "link structure" of the Web, Page came up with the PageRank algorithm for using the number of links pointing to a given page as a measure of its importance, which helped them make Google search results more relevant.
Brin leant his expertise in data mining, and together they built a distributed computing infrastructure to support indexing millions of Web pages. Originally, they tried to license their software to an established Web operation such as Yahoo but got no takers. So they founded Google in 1998. Together with CEO Eric Schmidt , who joined in 2001, Brin and Page established a profitable business model built around keyword advertising. Since going public in 2004, Google has exceeded analyst estimates for its financial performance in all but one quarter, and profits topped $1 billion in the last quarter of 2006.
David Vise, The Washington Post writer and co-author of the book "The Google Story," said the company has succeeded not just on the strength of technology but because of its management style. "Google has remained relentlessly focused on the end user," Vise said, meaning that Google is more focused on the quality of its search results than on the volume of the advertising that accompanies them. The company is also driven by quantitative measurement, Vise said. "People cant go into a room with Sergey Brin and Larry Page and make a persuasive argument, most of the time, without having data to back it up. They dont want opinion; they want data." You must see beyond the trends to become an influential IT person, writes Eric Lundquist. Read his column here. At the same time, Googles leaders arent afraid to experiment, which is why theyve given "beta" a whole new meaning, Vise said. "This is a constant struggle between Larry Page and the engineers," he said, with Page pushing to get applications in front of users sooner rather than later, even if theyre imperfect, so that Google can start gathering user feedback on how to make them better. While CEO Schmidt deserves a lot of credit for Googles success, Stanford professor David Cheriton said, "I think Larry and Sergey did an incredible job of building the company to the point where Eric came in." Cheriton, who heads a distributed systems research group at Stanford, was an early investor in Google who also took stock in exchange for serving as a business and technical adviser to the company. Next Page: Google goes against the grain.



 
 
 
 
David F. Carr David F. Carr is the Technology Editor for Baseline Magazine, a Ziff Davis publication focused on information technology and its management, with an emphasis on measurable, bottom-line results. He wrote two of Baseline's cover stories focused on the role of technology in disaster recovery, one focused on the response to the tsunami in Indonesia and another on the City of New Orleans after Hurricane Katrina.David has been the author or co-author of many Baseline Case Dissections on corporate technology successes and failures (such as the role of Kmart's inept supply chain implementation in its decline versus Wal-Mart or the successful use of technology to create new market opportunities for office furniture maker Herman Miller). He has also written about the FAA's halting attempts to modernize air traffic control, and in 2003 he traveled to Sierra Leone and Liberia to report on the role of technology in United Nations peacekeeping.David joined Baseline prior to the launch of the magazine in 2001 and helped define popular elements of the magazine such as Gotcha!, which offers cautionary tales about technology pitfalls and how to avoid them.
 
 
 
 
 
 
 

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