It’s kind of crazy that they have been slow to create real products and competitive large scale models from their research.
But they are in full gear now that there is real competition, and it’ll be cool to see what they release over the next few years.
You're making an interesting point that I somewhat agree with from the perspective of someone was...clearly a little more feral than his surroundings in Google, and wildly succeeded and ultimately quietly failed because of it.
The important bit is "great man" theory doesn't solve lack of dynamism. It usually makes things worse. The people you read about in newspapers are pretty much as smart as you, for better or worse.
I actually disagreed with the Sergey thing along the same lines, it was being used as a parable for why it was okay to do ~nothing in year 3 and continue avoiding what we were supposed to ship in year 1, because only VPs outside my org and the design section in my org would care.
Not sure if all that rhymes or will make any sense to you at all. But I deeply respect the point you are communicating, and also mean to communicate that there's another just as strong lesson: one person isn't bright enough to pull that off, and the important bit there isn't "oh, he isn't special", it's that it makes you even more careful building organizations that maintain dynamism and creativity.
E.g. Steve Jobs was absolutely fundamental to the turn around of Apple. Will Brin have this level of incremental impact on the Goog/Alphabet of today? Nah.
But if you look at Google, there isn't one key product. There are a whole pile of products that are best in class. Search (cringe, I know it's popular here to say Google search sucks and perhaps it does, but what search engine is far better?), YouTube, Maps, Android, Waymo, GMail, Deep Mind, the cloud infrastructure, translate, lens (OCR) and probably a lot of others I've forgotten. Don't forget Sheets and Docs, which while they have been replicated by Microsoft and others now were first done by Google. Some of them, like Maps, seem to have swapped entire teams - yet continued to be best in class. Predicting Google won't be at the forefront on the next advance seems perilous.
Maybe these products have key people as you call them, but the magic in Alphabet doesn't seem to be them. The magic seems to be Alphabet has some way to create / acquire these keep people. Or perhaps Alphabet just knows how to create top engineering teams that keep rolling along, even when the team members are replaced.
Apple produced one key person, Jobs. Alphabet seems to be a factory creating lots of key people moving products along. But as Google even manages to replace these key people (as they did for Maps) and still keep the product moving, I'm not sure they are the key to Googles success.
Since you ask, this surely has to be altpower.app!
The worst part was figuring what happened way too late. People were having trying to go for promo for a project that didn't launch. Many people got angry, some left, the product felt stale and leadership&management lost trust.
(cheers, don't read too much signal into my thoughts, it's more negative than I'd intend. Just was aware it was someone going off PR, and doing hero worship that I myself used to do, and was disabused over 7 years there, and would like other people outside to disabuse themselves of. It's a place, not the place)
Google Reader is a simple example: Googl had by far the most popular RSS reader, and they just threw it away. A single intern could have kept the whole thing running, and Google has literal billions, but they couldn't see the value in it.
I mean, it's not like being able to see what a good portion of America is reading every day could have any value for an AI company, right?
Google has always been terrible about turning tech into (viable, maintained) products.
See also: any programming thread and Rust.
Therefore we now have “Vinkel’s Law”
Reader had to be killed because it [was seen as] a suboptimal ad monetization engine. Page views were superior.
Was Google going to support minimizing ads in any way?
It was Google clearly seeing the product’s value, and killing it because that value was detrimental to their ads business.
https://www.wsj.com/finance/jeffrey-epstein-advised-sergey-b...
On a similar topic, it is worth mentioning the entrepreneurs that are forced into sex (or let’s say, very pushed) by VCs.
For those who feel safe or taking it as a joke, this affects women AND men.
Some people are going to be disappointed about their heroes.
Barely any of these jokers are clean. Makes MZ look seemingly normal in comparison.
Wait for the second set of files...
"...One of Mr. Epstein’s former boat captains told The New York Times earlier this year that he had seen Mr. Brin on the island more than once..."
https://dnyuz.com/2026/01/31/powerful-men-who-turn-up-in-the...
I always thought they deliberately tried to contain the genie in the bottle as long as they could
I think they were worried that releasing a product like ChatGPT only had downside risks for them, because it might mess up their money printing operation over in advertising by doing slurs and swears. Those sweet summer children: little did they know they could run an operation with a seig-heiling CEO who uses LLMs to manufacture and distribute CSAM worldwide, and it wouldn't make above-the-fold news.
[1] https://en.wikipedia.org/wiki/LaMDA#Sentience_claims
[2] https://research.google/blog/lamda-towards-safe-grounded-and...
Time will tell if LLM training becomes a race to the bottom or the release of the "open source" ones proves to be a spoiler. From the outside looking while ChatGPT has brand recognition for the average person who could not tell the difference between any two LLMs google offering Gemini in android phones could perhaps supplant them.
Not really. If Google released all of this first instead of companies that have never made a profit and perhaps never will, the case law would simply be the copyright holders suing them for infringement and winning.
It’s not that crazy. Sometimes the rational move is to wait for a market to fully materialize before going after it. This isn’t a Xerox PARC situation, nor really the innovator’s dilemma, it’s about timing: turning research into profits when market conditions finally make it viable. Even mammoths like Google are limited in their ability to create entirely new markets.
[1]: https://research.google/blog/towards-a-conversational-agent-...
In many ways, turning tech into products that are useful, good, and don't make life hell is a more interesting issue of our times than the core research itself. We probably want to avoid the valuing capturing platform problem, as otherwise we'll end up seeing governments using ham fisted tools to punish winners in ways that aren't helpful either
It'll be interesting to see which pays off and which becomes Quibi