
Google's web search product, now including AI Overviews, AI Mode and Lens.
Google shows up as a partner, a platform and a cautionary tale. Simply gained beta access and design partnerships through account managers, and tested cannibalization by turning off app campaigns in one Google geo. Tony Fadell says Google treated Nest as a stepchild, and the smoke alarm was discontinued. Marty Cagan says Google leaned on data alone until a speaker urged talking to customers. Lesson: build platform relationships early, and pair data with direct customer conversations.
From Simply's platform partner approach
Simply met platform account managers often to gain beta access. Simply shares plans, roadmaps and challenges with its Apple and Google account managers and meets them bi-weekly on Simply Piano. The relationship brought beta program access and design partnerships with both platforms.
Simply also sent developers to WWDC with real problems and got access to Apple sound engineers. The advice: "embrace this collaboration and keep ongoing communication with your account manager."
Simply built for Android XR early through a dedicated pod. When a new device or form factor like Vision Pro or Android XR appears, Simply works out which product benefits most and spins up a pod that works closely with the platform to ship at release. The aim is to be early on a future platform, not to earn revenue right away.
Design partnerships come as a side benefit. Quote: "It's not about an ROI right now with the direct revenues."
Google teams leaned on data until told to talk to customers. Cagan says Google relied on data alone until Robbie, a speaker from Google, told teams to talk to customers. The lesson is to ask why people are not using your product, including those who churned or never adopted.
Cagan churns from many products he tries and says almost nobody follows up with a survey or email to ask why. Quote: "Probably the single most important question is why are people using our product or not using our product?"
Simply turned campaigns off in separate geos to measure cannibalization. Simply turned off app campaigns in one geo and web campaigns in another, then watched organic traffic and cross-app effects. The goal was enough truth in CAC modeling to decide where to put the next dollar.
Perfect attribution was not the aim. Quote: "it's never about perfect attribution."
Google treated Nest as a stepchild and the smoke alarm was discontinued. Tony Fadell points to a cultural and probably business mismatch between Google and Nest.
He also says he wants Google and Apple to build more digital consumption tools.
Robby Stein runs the whole Search experience, and says AI widens what people ask instead of killing Search. Core needs like phone numbers, prices and directions remain, and Lens visual searches grow 70% year over year. It grew from a 5 to 10 person prototype to a US launch at I/O in about a year, after 500 trusted testers and a Labs beta. It uses query fanout over dozens of background searches, plus 50 billion shopping products and 250 million places. Overviews showed that people wanted a separate place to ask Search anything, and follow-up questions on an Overview open AI Mode. They often did not show up for harder questions, which motivated AI Mode. It had just left Labs at recording time and opens from a button on the Google app home screen. Stein's kids use it to ask about animals and school history topics.
Google teams leaned on data until told to talk to customers. Cagan says Google relied on data alone until Robbie, a speaker from Google, told teams to talk to customers. The lesson is to ask why people are not using your product, including those who churned or never adopted.
Cagan churns from many products he tries and says almost nobody follows up with a survey or email to ask why. Quote: "Probably the single most important question is why are people using our product or not using our product?"
Google holds the model, chip, cloud and applications, funded by about $140 billion in trailing profit. Its challenge is reinventing search with AI without destroying search revenue, which is about $400 per US user per year.
Simply met platform account managers often to gain beta access. Simply shares plans, roadmaps and challenges with its Apple and Google account managers and meets them bi-weekly on Simply Piano. The relationship brought beta program access and design partnerships with both platforms.
Simply also sent developers to WWDC with real problems and got access to Apple sound engineers. The advice: "embrace this collaboration and keep ongoing communication with your account manager."
Simply built for Android XR early through a dedicated pod. When a new device or form factor like Vision Pro or Android XR appears, Simply works out which product benefits most and spins up a pod that works closely with the platform to ship at release. The aim is to be early on a future platform, not to earn revenue right away.
Design partnerships come as a side benefit. Quote: "It's not about an ROI right now with the direct revenues."
Simply turned campaigns off in separate geos to measure cannibalization. Simply turned off app campaigns in one geo and web campaigns in another, then watched organic traffic and cross-app effects. The goal was enough truth in CAC modeling to decide where to put the next dollar.
Perfect attribution was not the aim. Quote: "it's never about perfect attribution."
Built web apps, a browser and a phone OS to stop Microsoft controlling the path to its search ads. It earned $75B in 2015 and $350B in 2024, about $200B from search, and reorganized under Alphabet in 2015. Work began in 2006 and it launched in September 2008 with the V8 engine, per-tab processes and the omnibox. Internet Explorer fell from almost 70% to 15% by 2014 and Chrome holds about 70% today. A top-down push by Larry Page with bonuses tied to it and forced integration into other products. It soured the culture and shut down in 2019.
Google treated Nest as a stepchild and the smoke alarm was discontinued. Tony Fadell points to a cultural and probably business mismatch between Google and Nest.
He also says he wants Google and Apple to build more digital consumption tools.
Won search by combining PageRank, cheap commodity infrastructure (over 10% yearly hardware failure, yet an 87% gross margin) and an auction ad model that earns more per search as it grows. Revenue went from $86 million in 2001 to $440 million in 2002, and the Toolbar lifted yearly revenue per user from about $2 to $10 or more.
A top-down bet driven by fear of Facebook, with about 1000 people, a division the size of Android or Docs. Google went all in on plan and execute, people did not need another social network, and it shut down in 2019. Google was evidence-guided in its first decade: it focused on customers, shipped rough betas and killed or pivoted failing projects. Google+ was the exception, where it set aside fail fast for plan and execute.
Google once leaned on data alone until Robbie, a speaker from Google, told teams to talk to customers.
Sequoia owns about 10% of Google. It is cited as a company that compounded for decades after going public.
Like Apple, Google takes about 45 days or more to pay out earned proceeds, which limits how fast founders can reinvest in ads.
Simply works with Google as a platform partner, gaining beta program access and design partnerships, and builds for Android XR. It also turned off app campaigns in one Google geo to test cannibalization.
Tony says Google treated Nest as a stepchild, citing cultural and probably business mismatch, and the smoke alarm was discontinued. He wants Google and Apple to build more digital consumption tools.
Fitbod uses Google as an intent-based search channel, which Allen counts as a plus.
Kenneth worked there and saw how search data could predict unemployment rates and even identify a pregnant user, which shaped his view of how technology influences behavior. Google Wellbeing's built-in settings also lack motivation and personalization.
Its own Nano Banana app ranks second in the App Store behind indie apps that brandjacked the name, and it isn't number one on web search either. Indie apps ranking first for the term made $40,000 in 30 days.
Interviews showed users felt frustrated and ashamed about their tab counts, so the iOS app moves tabs untouched for 21 days into an inactive folder instead of closing them. This fixes performance and eases stress while keeping user trust.
Its search ran the same platform cycle: it beat Yahoo and Altavista by rewarding optimized sites, then filled pages with ads and absorbed travel and restaurant search. Its Gemini user numbers likely include many accidental flyby users, and it is the second-best bet for the AI platform.
Its dictation optimizes for transcribing each word and reaches only 10 to 15% zero edit. It also shut down the voice assistant Tanay built earlier, which had 2.5 million users.
Hangouts had thousands of people and Larry Page's backing yet never became a great messaging product, partly because Google's DNA worked against social. Jonathan Rosenberg told PMs to come with data, and the Hangouts team invented WebRTC.
Benioff cites Google's Agentspace as a sign of a healthy agent market. He says being the only company in a market is a problem.
Its homepage had two buttons against Yahoo's 183 links, and Marissa Mayer refused to add more. Telling friends to just type in what you want raised the teller's status as a tech expert.
Naomi argues Google, like Apple, already collects age and could share it with apps on request. Teens use about 40 apps, so per-app age checks do not scale.
Facebook beat it with a company-wide lockdown, video calls against Hangouts and a Circles competitor. It relied on one monolithic codebase that let engineers be reassigned fast. Facebook out-pulled it in page views by 2005. Its self-serve ad business was built by Sandberg, and Android's rules blocked Facebook's platform and payments on mobile.
At about 50,000 people, a PR leader's phone call changed an upset engineer's mind where an FAQ could not. Its head of front-end engineering called a team of prototypers his secret weapon.
The antitrust verdict puts it at 98% of mobile searches, protected by default deals, habit and brand. It rushed out AI answers under investor pressure, and AI Overviews conflict with its ad revenue.
Google started as a better search, solving one single problem before expanding. Gmail likewise began as plain email with 100 MB of storage.
Its position with AI resembles automakers facing EVs, since a threatened core profit makes change unwelcome. Its search returns 500 cases that might matter, where Westlaw returns five.
Because it earns its money from search, it gave Android away free to handset makers, which Microsoft's royalty model could not match. Microsoft lost DoubleClick to Google, and Apple reportedly earns about $20 billion a year for sending iPhone searches to it.
Jag's radio ad bet there failed and nearly cost him his job, but it led to a mandate to bring real-time bidding to brand advertising. Display became Google's second-largest business, and no product could launch unless it worked in 40 countries and 40 languages.
It substituted for Yahoo, an example of a substitution play where counter positioning protects against incumbents extending their product.
Its app install campaigns are a black box with less control, but reused Reels and TikTok vertical videos can perform well there. Text ads get the most impressions, though vertical video wins in some cases, and its ad library shows the oldest active ads.
Google's huge daily search volume gives it more data, which makes it hard for Bing to catch up. Rumelt cites it as an example of scale as a source of power.
Its social products failed because fear of Facebook drove them, not care for users. Its Mountain View team dismissed the 20-person London mobile team, a pattern Adams sees with AI today.
It absorbed the AlexNet team, published the 2017 Transformer paper, and open-sourced TensorFlow to tie developers to its hardware. It builds TPUs while still buying Nvidia, but TPU volume is mostly used internally.
Hearst contrasts its strategy-heavy culture, full of Coca-Cola, McKinsey and Bain alumni, with Apple's craft and tinkering approach.
Google Ads reports 80 to 90 percent experiment failure rates. Its resource split was described as about 70% search and ads, 20% apps and new products, and 10% infrastructure.
Replicated Foursquare's local discovery features in a couple of years thanks to Google Maps' reach of over a billion users. Its reviews asked how to get 100x the scale, and Weiss worked on knowledge-graph and direct answer search there.
Luc calls Google a funnel of existing demand, and its AI answer box puts answers above the links. He expects informational keyword traffic to drop or turn paid within 12 to 24 months, calling it the biggest change since Google's inception.
Used as an example of a competitor term for custom product pages, with the creative line 'ditch the basic' aimed at Chrome users.
A product only 20% better than Chrome won't make people switch. Google treats Chrome extensions as a loss leader built for parity with Firefox.
Marily spent over eight years there on Google Glass, computer vision and speech recognition. Google demoed live translation on smart glasses at Google I/O.
Ranks at the top of Singular's ROI index with Meta. Its Privacy Sandbox on Android is expected to allow ROI reporting by creative, unlike SKAdNetwork.
Berman and Ariely started its behavioral economics group, embedding for three years and working with over 25 teams. Google now has one of the bigger behavioral science teams.
Chose a platform too early with App Engine, offering only Python or Java through a fixed API, and lacked enterprise sales. It holds about 7% cloud share despite inventing TensorFlow and Kubernetes.
Sundar Pichai says a good coach is the top trait Google wants in leaders, followed by not micromanaging. Google advertises coaching to attract people.
Arielle spent nine years there and helped take Gmail from side project to hundreds of millions of users. Its purpose of organizing the world's information was put into hiring, onboarding and offer letters at 1,400 people. Its personality is 'playful but not silly'.
Bezos and MacKenzie put $250,000 into its seed round, worth about $230M at the 2004 IPO. Bezos told staff to use Google like a mountain without making it smarter about Amazon's catalog.
Its TPUs are sold only through Google Cloud, so it can eat margin to win cloud share. AdWords alone did $43 billion in Q4 2021, and all of Google $257 billion for the year.
Its impressions and clicks should be used as the source for those measures. Mixing them with click counts from attribution tools gives a wrong campaign score.
OtherA consumer technology company that makes the Mac, iPod, iPhone and software.
OtherGoogle's app store for Android, with its own listing rules and search ranking.
John D. Rockefeller's oil refining company that came to dominate American kerosene and oil distribution.
OtherThe world's leading contract chip maker, a pure-play foundry that manufactures chips for fabless designers.
OtherAn electric car maker that builds its own key components and factories.
OtherA semiconductor company that made memory chips and the first microprocessor.
OtherA private aerospace company building reusable rockets, the Dragon capsule, Starship and the Starlink satellite network.
Andrew Carnegie's steel maker, which grew into the largest and most automated producer in America.