We run the company by questions, not by answers.

I had always assumed that the right way to do it was to these engineers, put them in offices by themselves with doors that they could close so they could think deep thoughts. This is a terrible idea.

We're about to see an acceleration in technological platforms that, for marketers, will be on a scale rivalled only by the arrival of color TV.

People who bet against the Internet, who think that somehow this change is just a generational shift, miss that it is a fundamental reorganizing of the power of the end user. The Internet brings tremendous tools to the end user, and that end user is going to use them.

It's very difficult for governments to dominate the Internet because it's so difficult to control. People want to be free. People want to hear multiple voices. They want to make their own decisions. And people who see things will report things.

We don't have a traditional strategy process, planning process like you'd find in traditional technical companies. It allows Google to innovate very, very quickly, which I think is a real strength of the company.

At Google, operations are not just an afterthought: they are critical to the company's success, and we want to have just as much effort and creativity in this domain as in new product development.