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「News of the Week」A letter from Larry and Sergey

Google’s co-founders retired from management positions in Alphabet and wrote a blog to the public;

They will continue their involvement as co-founders, shareholders and members of Alphabet’s Board of Directors.

Sundar Pichai, CEO of Google, becomes CEO of both Google and Alphabet.

Alphabet’s press release on Dec 3.

WSJ – Google Management Shuffle Points to Retreat From Alphabet Experiment

Dots to connect: Waymo’s rollout, potential spin-off of independent assets, Alphabet’s bottom-line, more detailed reporting, internal control issues, etc.


Our very first founders’ letter in our 2004 S-1 began:

 

“Google is not a conventional company. We do not intend to become one. Throughout Google’s evolution as a privately held company, we have managed Google differently. We have also emphasized an atmosphere of creativity and challenge, which has helped us provide unbiased, accurate and free access to information for those who rely on us around the world.”

 

We believe those central tenets are still true today. The company is not conventional and continues to make ambitious bets on new technology, especially with our Alphabet structure. Creativity and challenge remain as ever-present as before, if not more so, and are increasingly applied to a variety of fields such as machine learning, energy efficiency and transportation. Nonetheless, Google’s core service—providing unbiased, accurate, and free access to information—remains at the heart of the company.

 

However, since we wrote our first founders’ letter, the company has evolved and matured. Within Google, there are all the popular consumer services that followed Search, such as Maps, Photos, and YouTube; a global ecosystem of devices powered by our Android and Chrome platforms, including our own Made by Google devices; Google Cloud, including GCP and G Suite; and of course a base of fundamental technologies around machine learning, cloud computing, and software engineering. It’s an honor that billions of people have chosen to make these products central to their lives—this is a trust and responsibility that Google will always work to live up to.

 

And structurally, the company evolved into Alphabet in 2015. As we said in the Alphabet founding letter in 2015:

 

“Alphabet is about businesses prospering through strong leaders and independence.”

 

Since we wrote that, hundreds of Phoenix residents are now being driven around in Waymo cars—many without drivers! Wing became the first drone company to make commercial deliveries to consumers in the U.S. And Verily and Calico are doing important work, through a number of great partnerships with other healthcare companies. Some of our “Other Bets” have their own boards with independent members, and outside investors.

 

Those are just a few examples of technology companies that we have formed within Alphabet, in addition to investment subsidiaries GV and Capital G, which have supported hundreds more.  Together with all of Google’s services, this forms a colorful tapestry of bets in technology across a range of industries—all with the goal of helping people and tackling major challenges.

 

Our second founders’ letter began:

 

“Google was born in 1998. If it were a person, it would have started elementary school late last summer (around August 19), and today it would have just about finished the first grade.”

 

Today, in 2019, if the company was a person, it would be a young adult of 21 and it would be time to leave the roost. While it has been a tremendous privilege to be deeply involved in the day-to-day management of the company for so long, we believe it’s time to assume the role of proud parents—offering advice and love, but not daily nagging!

 

With Alphabet now well-established, and Google and the Other Bets operating effectively as independent companies, it’s the natural time to simplify our management structure. We’ve never been ones to hold on to management roles when we think there’s a better way to run the company. And Alphabet and Google no longer need two CEOs and a President. Going forward, Sundar will be the CEO of both Google and Alphabet. He will be the executive responsible and accountable for leading Google, and managing Alphabet’s investment in our portfolio of Other Bets. We are deeply committed to Google and Alphabet for the long term, and will remain actively involved as Board members, shareholders and co-founders. In addition, we plan to continue talking with Sundar regularly, especially on topics we’re passionate about!

 

Sundar brings humility and a deep passion for technology to our users, partners and our employees every day. He’s worked closely with us for 15 years, through the formation of Alphabet, as CEO of Google, and a member of the Alphabet Board of Directors. He shares our confidence in the value of the Alphabet structure, and the ability it provides us to tackle big challenges through technology. There is no one that we have relied on more since Alphabet was founded, and no better person to lead Google and Alphabet into the future.

 

We are deeply humbled to have seen a small research project develop into a source of knowledge and empowerment for billions—a bet we made as two Stanford students that led to a multitude of other technology bets. We could not have imagined, back in 1998 when we moved our servers from a dorm room to a garage, the journey that would follow.


Sundar sent the following email to Googlers on Tuesday, December 3:

Hi everyone,

 

When I was visiting Googlers in Tokyo a few weeks ago I talked about how Google has changed over the years. In fact, in my 15+ years with Google, the only constant I’ve seen is change. This process of continuous evolution — which the founders often refer to as “uncomfortably exciting” — is part of who we are. That statement will feel particularly true today as you read the news Larry and Sergey have just posted to our blog.

The key message Larry and Sergey shared is this:

 

While it has been a tremendous privilege to be deeply involved in the day-to-day management of the company for so long, we believe it’s time to assume the role of proud parents—offering advice and love, but not daily nagging!

 

With Alphabet now well-established, and Google and the Other Bets operating effectively as independent companies, it’s the natural time to simplify our management structure. We’ve never been ones to hold on to management roles when we think there’s a better way to run the company. And Alphabet and Google no longer need two CEOs and a President. Going forward, Sundar will be the CEO of both Google and Alphabet. He will be the executive responsible and accountable for leading Google, and managing Alphabet’s investment in our portfolio of Other Bets. We are deeply committed to Google and Alphabet for the long term, and will remain actively involved as Board members, shareholders and co-founders. In addition, we plan to continue talking with Sundar regularly, especially on topics we’re passionate about! 

 

I first met Larry and Sergey back in 2004 and have been benefiting from their guidance and insights ever since. The good news is I’ll continue to work with them — although in different roles for them and me. They’ll still be around to advise as board members and co-founders.

I want to be clear that this transition won’t affect the Alphabet structure or the work we do day to day. I will continue to be very focused on Google and the deep work we’re doing to push the boundaries of computing and build a more helpful Google for everyone. At the same time, I’m excited about Alphabet and its long term focus on tackling big challenges through technology.

The founders have given all of us an incredible chance to have an impact on the world. Thanks to them, we have a timeless mission, enduring values, and a culture of collaboration and exploration that makes it exciting to come to work every day. It’s a strong foundation on which we will continue to build. Can’t wait to see where we go next and look forward to continuing the journey with all of you.

– Sundar

CB Insights: Everything You Need To Know About What Amazon Is Doing In Financial Services

A 2018 report by CB Insights.

A good reading as I was thinking about future payment industry (also you can find a previous post on How Card Networks May Fail: Top Merchants With Gift Cards + Mobile Wallet)

Full report here; table of contents below

  1. Amazon’s product strategy
    Payments
    Cash
    Lending
    Amazon’s Next Financial Pillar
  2. Market strategy outside the US
    India
    Mexico
  3. Rumors: What will Amazon do next?
  4. Closing thoughts

Some Wisdom From LEAD Class

  • Team Culture is better thought of as an outcome than as an input.
  • Find proper balance of advocacy and inquiry
  • Organizational design can be a source of innovation and competitive advantage
  • Distinguish between performance gap and opportunity gap

Some common bias/problems

  • Attribution Error
  • Failure to discuss and integrate uniquely held information
  • Intention vs impact from ourselves and others
  • Growing without transition from informal to formal organization

Master Innovation And Development Plan By Sidewalk Toronto

Earlier this year, I shared 「Video of the Week」Future Cities by Sidewalk Labs.

Now we have many more documents from Sidewalk Toronto. Google is trying to build cities.

The plan will begin with Quayside in Phase I.

Map shows the proposed IDEA District and the Eastern Waterfront. The Quayside neighbourhood, on the northwest perimeter of the district, is blue, representing phase 1 of development.
Source: sidewalktoronto
Source: sidewalktoronto

There will be several focuses

  • Mobility. A transportation system that reduces the need to own a car by providing safe, convenient, connected, and affordable options for every trip.
  • Common & social areas. A system of streets, parks, plazas, and open spaces that encourages people to spend more time outdoors, together; health, civic life, learning, and workforce initiatives and facilities that enable people to thrive.
  • Buildings & Housing. Sustainable and adaptable buildings with mixed uses; affordable residences.
  • Environmental friendly as a climate-positive community.
  • Digitalize every possible part of the city.

Read more here.

Waterfront Toronto’s Digital Strategy Advisory Panel Preliminary
Commentary and Questions

Digital Innovation Appendix (DIA) for Master Innovation and Development Plan (MIDP)

「Shoe Dog」Nike’s CRM Started In 1966..

Sharing an except from Nike founder Phil Knight’s book Shoe Dog:

“…when he [Johnson] wasn’t selling, he was beaverishly building up his customer data files.

Each new customer got his or her own index card, and each index card contained that customer’s personal information, shoe size, and shoe preferences. This database enabled Johnson to keep in touch with all his customers, at all times, and to keep them all feeling special. He sent them Christmas cards. He sent them birthday cards. He sent them notes of congratulation after they completed a big race or marathon. Whenever I got a letter from Johnson I knew it was one of dozens he’d carried down to the mailbox that day. He had hundreds and hundreds of customer-correspondents, all along the spectrum of humanity, from high school track stars to octogenarian weekend joggers. “

This where Nike’s superior customer relationship management came from… two years after Nike was founded.

More recently, Nike’s SNKRS app launched in 2015 was a hit. The app is where many head for a chance to get Nike limited releases and special products.

Source: sneakernews.com

It’s become Nike’s latest way to game supply and demand of hyped products. SNKRS keeps shoppers hungry by sending out regular push notifications about drops every week. When consumers inevitably flood the app for the release, many take an L, walking away empty handed. A share of those who do get the shoes never wear them. Instead, they immediately resell them for multiples of what they paid, fueling the burgeoning resale market. [Quartz]

And Nike just launched Chinese version of its Nike App in November, with Nike Fit and Nike App Retail expected to launch next year in China.

「What’s News In China」

Gree Electric Appliances (格力电器) finalized the 15% stake sale for RMB41.7 billionIt is one of the most watched private equity deal in China. The deal, part of China’s efforts to reduce government ownership, will reduce the state-owned Zhuhai Gree Group’s stake to 3.2 percent. Hillhouse’s Zhuhai Mingjun with the newly acquired 15% stake becomes the largest single shareholder. Hillhouse through Zhuhai Mingjun can nominate 3 seats in the 9-member board (in addition to two board seats from Hillhouse’ Zhuhai Gaoling and alliance Pearl Brilliance) and agreed to an equity incentive plan of no more than 4 percent. // 36Kr


Baidu’s smart speaker leads in China in 2019 Q3. According to Strategy Analytics, Baidu (NASDAQ: BIDU) shipped 4.3 million smart speakers in 2019 Q3, growing 130% yoy, surpassing Alibaba and Xiaomi, whose product shipments follow closely. Before Baidu launched its smart speaker with proprietary DuerOS voice AI, Alibaba and Xiaomi were dividing up the market share in China. // StrategyAnalytics


Tencent is officially launching Nintendo Switch in China. Tencent held a press conference on Dec 4 in Shanghai, announcing that the official Chinese version of the Nintendo Switch will launch in mainland China next week (Dec 10). Tencent and Nintendo first announced the partnership in April this year. The Switch will include a copy of New Super Mario Bros. U Deluxe, selling for 2,099 yuan (~$297). // Tencent

Source: TechCrunch