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建议 PLAYBOY INTERVIEW: GOOGLE GUYS（3）
PLAYBOY: Do you subscribe to any particular management theories, or do you make them up as you go?
PAGE: We try to use elements from different companies, but a lot is seat-of-your-pants stuff.
PLAYBOY: How will you avoid the mistakes of many other dot-coms? After their IPOs, employees became more focused on the stock price than on their jobs. Many of those companies are gone.
PAGE: Those companies are not good analogues for Google.
PLAYBOY: But like you, they were Internet-focused technology companies. What’s the difference?
PAGE: A lot of those companies were around for less than a year or two before they went public. We’ve been around for five. We’re at a pretty significant scale, too. We have more than 150,000 advertisers and a lot of salespeople. Millions of people use Google. It’s a completely different thing.
PLAYBOY: And you’re profitable.
PAGE: That’s a difference, yes. The dot-com period was difficult for us. We were dismayed in that climate.
PLAYBOY: What dismayed you?
PAGE: We knew a lot of things people were doing weren’t sustainable, and that made it hard for us to operate. We couldn’t get good people for reasonable prices. We couldn’t get office space. It was a hypercompetitive time. We had the opportunity to invest in 100 or more companies and didn’t invest in any of them. I guess we lost a lot of money in the short term—but not in the long term.
PLAYBOY: Companies tried to buy you, too. Did you ever consider selling Google?
PAGE: No. We think we’re an important company, and we’re dedicated to doing this over the long term. We like being independent.
PLAYBOY: Is your company motto really “Don’t be evil”?
BRIN: Yes, it’s real.
PLAYBOY: Is it a written code?
BRIN: Yes. We have other rules, too.
PAGE: We allow dogs, for example.
BRIN: As for “Don’t be evil,” we have tried to define precisely what it means to be a force for good—always do the right, ethical thing. Ultimately, “Don’t be evil” seems the easiest way to summarize it.
PAGE: Apparently people like it better than “Be good.”
BRIN: It’s not enough not to be evil. We also actively try to be good.
PLAYBOY: Who ultimately decides what is evil? Eric Schmidt, your CEO, once said, “Evil is whatever Sergey decides is evil.”
PAGE: That was not one of his best quotes, though it’s memorable.
花花公子专访：Google创业小子（3）
花：你们会专门订阅一些管理方面的书籍来看吗？还是说在实践中不断完善总结？
Page：我们从不同的公司博采众长，不过很多时候这种管理也是凭着一种直觉。
花：那么你们是如何避免其他网络公司所犯的错误呢？在他们上市后，公司员工更加关心的是股票价格，而非自己的本职工作。许多公司就这样消失于历史的尘嚣之中。
Page：我们与种类公司不具有可比性。
花：但是与你们一样，他们也都是专注于网络的科技公司。难道有什么不同吗？
Page：许多公司上市时也才成立了一、两年。而我们在此之前，存活了五年。我们有了比较大的规模。我们有许多的销售人员，所服务的广告主超过了15万家。另外，成千上百万的人使用Google。所以，这是完全不同的事情。
花：而且，你们盈利了。
Page：对！这也是不同的地方。这在那个点com时期，对于我们是非常不易的。在那样的一种氛围里面，我们会不安。
花：你们不安在哪里呢？
Page：
我们感觉到其他人在做的许多事情比较浮躁，这也给我们的管理运营带来了难度。我们找不到优秀的人，尽管我们已经提供了比较合理的薪资。我们也租不到办公场
地。那是一段竞争异常激烈的时期。我们有机会投资100家甚至是更多的公司，但是我们一家都没有投。从短期来看，我们确实少赚了不少钱——但是长远来看，
我们得到了更大的利益。
花：听说也有不少公司考虑过收购Google。你们有考虑过卖掉Google吗？
Page：没有。我们认为我们的地位举足轻重，我们会长期耕耘下去。我们喜欢独立运营。
花：你们的经营理念真的是“不作恶”吗？
Brin：对的，是这样的。
花：它已经成文了吗？
Brin：对！当然，我们还有其他的制度。
Page：比如说，我们允许我们的员工饲养宠物。
Brin：谈到“不作恶”，我们一直尝试定义说以何种方式、何种力量来使我们向善——坚持做对的事情，符合职业操守的事情。所以到最后，我们发现“不作恶”是能诠释我们这种理念的最简练的表达方式。
Page：很明显，相较于“成为最好（Be good）”，人们更喜欢“不作恶”（Don't be evil）。
Brin：我们不仅仅要不作恶，而且要努力做最好的自己。
花：那么是谁最终拍板一件事情是好还是坏？你们的CEO Eric Schmidt曾经说过，“作恶就是Sergey认为作恶的话，那么它就是！”
Page：这句话虽不是Eric最有名的一句话，但还是让人印象深刻。
