Google’s Earth

How a search-engine startup became a global powerhouse - and why you should be worried about it

November 15, 2009|Michael Fitzgerald, Globe Correspondent

It wasn’t so long ago that all of Google fit into a two-car garage and a couple of spare rooms, with space enough for a few forlorn appliances and an unused ping-pong table. How did this tiny company with a quirky name become not only a verb but perhaps the most influential company on the planet in just a decade? Can it possibly achieve both its ambitious goals and its lofty ideals? These two questions frame “Googled: The End of the World as We Know It’’ by longtime New Yorker writer Ken Auletta. The answer to the first becomes vividly clear; the answer to the second haunts the author, and he tries to make it haunt us, with mixed success.

Google is something of a media obsession, in part because of its success, in part because many people in the media think it is killing their livelihoods. Besides the mounds of daily coverage it gets, at least a half dozen books on it have already been published. But Auletta typically defines the topics he writes about, not least because of the depth of access he gets. In this case, he spent 13 weeks over the course of two years in and around Google’s Silicon Valley digs, seeing its founders in action up close. Auletta delivers richly detailed looks at the lives of the company’s remarkable young creators, the brilliant, bouncy Sergey Brin and the laconic, intense Larry Page.

Those seeking a formula for raising children who will grow up to be billionaires will learn that “larryandsergey,’’ as the duo are known inside Google, both went to Montessori schools, had mothers (and fathers) with advanced scientific jobs, and intense family dinner debates. Auletta tells us, however, that the young Brin and Page “were - no other word will do - odd.’’

Odd, yes, but also brilliant, bold, and with a personal bond that seems jealousy free. They also share a spectacular ability to focus. Auletta notes that the founders drive their company “with a clarity of purpose that would be stunning if they were twice their age.’’

Despite the talent of the pair, Google was not an instant hit. The company had no business plan when it started and was not much of a profit machine for several years after, a source of real friction between larryandsergey and the top-notch venture capitalists they attracted. Two people even turned down opportunities to become the company’s chief executive before Eric Schmidt came on board in 2002.

The turning point happened in 2000 when Google, which had created one of the industry’s best search engines, developed its groundbreaking advertising program Adwords (or stole the idea; Auletta presents both cases). Success would eventually follow.

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