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companies like Salesforce, uh, will want to have a proprietary model, right? And, and, and sounds like they're working with, uh, opening already, uh, and chat GPT to help build the foundations of Einstein, which is their AI platform.
I do think that the challenge with it in relation to searches one is going to be in both those categories, there'll be types of searches that chat GPT is just going to be better for. And so it's going to encourage entirely new types of searches, you know, things that you maybe not wouldn't search for before, like you will search for now with with chat and AI. The second will be areas where replaces existing searches that you already did. And now you'll get a better result. And third will be wher
one is, you develop a culture of no, as I talked about, kind of the opposite culture in the early days. Even that, I would argue, kind of 8,000, 10,000 employees, Google became a place where the default answer was no, whether it was, you know, a manager signing off on a new project, the executives kind of green lighting an effort, wanting to make a small change or release an experiment, like all those things became much more difficult to do. And certainly at the scale that they're at now, when e
And Google had a well-defined culture and set of values hired really intelligently. And for a long time was a place where everyone always said yes. And you rarely heard, no, um, you could take action and apologize after the fact. Um, and for me, those are the things that stood out about the early days of Google and things that we think about now at homebrew in the context of company building and the advice and counsel that we provide to companies at the early stages.
the early days of Google were incredible because the people who joined there in those days didn't join because they thought they were going to make a boatload of money. It wasn't clear like what Google was going to become. It was exciting because people joined one because during the interview process, or as you were talking to the company, you met the smartest people you'd ever met before, uh, who you knew you could learn from and that you wanted to work with. And two, you really believed in the
you've got a business that's as as sort of you suggest is certainly in the you know billions of dollars of Revenue range that's been you know doubling year-over-year for a while that reaches a billion people that owns uh you know their own mobile experience and the YouTube of mobile is YouTube yeah and competes in a market that is a you know a half trillion dollar market worldwide in terms of you know television
I think it's easy from the outside of any company to think that they're making deliberate moves or decisions around their customer base their partner base whatever it is but I think the real is that companies grow and you move from a world where somebody's responsible and feels kind of the love care and nurturing of its community and is able to take action and apologize after the fact to one where it becomes the case that 40 people have to sign off on doing anything different or new
they're not constrained by being owned by Google in some sense by YouTube
YouTube doesn't keep the majority of Revenue oh 45% gives the majority the majority goes there
he was just a great hire because he gave another uh sort of operationally minded asset to the company without being sort of your stereotypical bean counter I mean he would be in the early betas of YouTube products sending us notes um about you know why does this work that way
Google has always been very good at um using data to make decisions that they believe are in the best interest of the long-term health of the multiple you know multiple constituencies they sell almost they they serve almost without emotion
I think when when Larry reassumed the CEO position the Google of today definitely represents Larry um I think it moved from being a place that uh both questions and answers came bottom up and now I think the questions come top down and the answers come up and that's to say as sort of Larry's talked about more wood behind fewer arrows he's created this group of single product engineering lead single product leads um who run his different divisions and they spend a lot of time together um try to i
it impacted the company was that for the first time Google really had to think outside its four walls right everything that Google had done up until that point in terms of monetization had been focused on google.com right and uh talking to the outside world was new for a lot of people at Google