Hindsight is always that you make the important decisions more quickly.Ī: These two young men are brilliant, crazy, and unreliable, and we need a CEO that can manage them. Some people are quicker than others, and it’s not clear which actually need to be answered quickly. The question is, what causes me not to make those decisions quickly. Q: Is there anything you’d tell your younger self?Ī: Do things sooner and make fewer mistakes. I understood the rule of cash, so we did everything we could to manage for revenue, and the rest is history. But it turns out you can overcome that, and the skills I developed helped at Google. The books were cooked, and people were frauds. Our basic goal was to get out with our professional reputations intact and not end up in jail. I didn’t do the due diligence, and if I had, I wouldn’t have gone. I went to Novell under the mistaken goal of being a CEO. That was the signal that we needed to change. There was a meeting where we realized we could not match the cost of PCs. Companies can reorganize prematurely, become religious. The next 5 years are when you’ll learn all the little things about leadership. My first experience at Sun colored the next 30 years of development. As a young manager, the rule is that you absorb everything. He was the person who funded the ARPANET and defined the personal computer. What did you learn that helped at Google.Ī: I went to visit my old boss at Xerox PARC, Bob Taylor. Q: You had a substantive career before Google, both at Sun and Novell. For today’s class session, Reid Hoffman interviewed our special guest, Eric Schmidt, the chairman of Alphabet (and formerly the chairman and CEO of Google).
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