Part of our brand is that we're pretty understated in what we do. If you look at other technology companies, they might preannounce things, and it will be a couple years before they really happen, and they don't happen in the way they said they would.

You treat people with respect, they tend to return the favor to the company.

You need to invent things and you need to get them to people. You need to commercialize those inventions. Obviously, the best way we've come up with doing that is through companies.

If your access to health care involves your leaving work and driving somewhere and parking and waiting for a long time, that's not going to promote healthiness.

If you say you want to automate cars and save people's lives, the skills you need for that aren't taught in any particular discipline. I know - I was interested in working on automating cars when I was a Ph.D. student in 1995.

Computing is kind of a mess. Your computer doesn't know where you are. It doesn't know what you're doing. It doesn't know what you know.

We understand the need to balance our short- and longer-term needs because our revenue is the engine that funds all our innovation. But over time, our emerging high-usage products will likely generate significant new revenue streams for Google as well as for our partners, just as search does today.