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I think that there is a generational change, where new generations that have grown up always having access to the internet have a somewhat different view in terms of personal information and what needs to be kept private.
People ask me all the time: 'What is it like to be a woman at Google?' I'm not a woman at Google, I'm a geek at Google. And being a geek is just great. I'm a geek, I like to code, I even like to use spreadsheets when I cook.
I always did something I was a little not ready to do. I think that's how you grow. When there's that moment of 'Wow, I'm not really sure I can do this,' and you push through those moments, that's when you have a breakthrough.
Google has the functionality of a really complicated Swiss Army knife, but the home page is our of approaching it closed... It's simple, it's elegant you can slip it in your pocket, but it's got the great doodad when you need it
Before Google, I spent the summer building a program that would look at what websites you would go to and what websites other people would go to - and built a collaborative filtering program that helped you find related sites to look at.
Eric Schmidt from Google is one of my favorite mentors. And Eric would always say this very humbling thing that's really true, which is, he would say, 'Good executives confuse themselves when they convince themselves that they actually do things.'
It is wonderful to work in an environment with a lot of smart people. It challenges you to think and work on a different level. If you play with better players, you learn a lot: perspectives, intellectual arguments, new ways of thinking about things.
The Googly thing is to launch products early on Google Labs and then iterate, learning what the market wants - and making it great. The beauty of experimenting in this way is that you never get too far from what the market wants. The market pulls you back.
It was a very well-rounded childhood with lots of different opportunities. My mom will say she set out to overstimulate me - surround me with way too many things and let me pick. As a result, I've always been a multitasker; I've always liked a lot of variety.
Blackberry is a great product and really useful. But I think that Yahoo!'s future is going to be rooted in mobile apps. And we know that we need to have apps on some of the core platforms, and so iOS and Android, probably the two most important platforms for us.
I realized in all the cases where I was happy with the decision I made, there were two common threads: Surround myself with the smartest people who challenge you to think about things in new ways, and do something you are not ready to do so you can learn the most.
The interesting thing is when you look at what people want to do on their phone, it's mail, weather, check stock quotes and news. That's Yahoo's business. This is a huge opportunity for us because we have the content and all the information people want on their phones.
I loved Stanford and symbolic systems. For me, I came to Stanford assuming I would be a doctor and got really deep into chemistry and biology, but I noticed everyone who was on the same track as me was taking the exact same classes. I wanted to do something more unique.
The prime reason the Google homepage is so bare is due to the fact that the founders didn't know HTML and just wanted a quick interface. In fact, it was noted that the SUBMIT button was a long time coming and hitting the RETURN key was the only way to burst Google into life.
This is one of my favorites. People think of creativity as this sort of unbridled thing, but engineers thrive on constraints. They love to think their way out of that little box: 'We know you said it was impossible, but we're going to do this, this, and that to get us there.'
If you took the entire internet and laid it end to end, it would weigh more than the other thing. It would weigh more than it would if it wasn't laid end to end. Like, if it was a ball of rolled up internet it would weigh less. I'm pretty sure. It depends on the size of the scale, I think.
I took a computer-science course to fill a prerequisite at Stanford, and I realized that every day was a new problem, and every day you got to think about how to solve something new, how to reason through something new, how to develop an algorithm to solve for something you hadn't worked on before.
When you're coming into a company and, you know, have to do a transformation, what you really want to do is look at the company and say, 'Okay, here are the parts that the company does well. How do we get those genes to hyper-express? The genes that are getting in the way, how do you turn those off?'
I really like even numbers, and I like heavily divisible numbers. Twelve is my lucky number - I just love how divisible it is. I don't like odd numbers, and I really don't like primes. When I turned 37, I put on a strong face, but I was not looking forward to 37. But 37 turned out to be a pretty amazing year.
My friend Andre said to me, 'You know, Marissa, you're putting a lot of pressure on yourself to pick the right choice, and I've gotta be honest: That's not what I see here. I see a bunch of good choices, and there's the one that you pick and make great.' I think that's one of the best pieces of advice I've ever gotten.
I don't think that I would consider myself a feminist. I think that, I certainly believe in equal rights. I believe that women are just as capable, if not more so, in a lot of different dimensions. But I don't, I think, have sort of the militant drive and the sort of the chip on the shoulder that sometimes comes with that.
I don't think that I would consider myself a feminist. I think that I certainly believe in equal rights, I believe that women are just as capable, if not more so in a lot of different dimensions, but I don't, I think have, sort of, the militant drive and the sort of, the chip on the shoulder that sometimes comes with that.
Management is defense. You basically say, 'This is the direction; this is where we're heading,' and then it's my job to get everything else out of the way. All the other things that can become a distraction keep us from executing well. Get those out of the way, because the team ultimately needs to run in that direction and execute well.
Theres no such thing as Flickr Pro because today, with cameras as pervasive as they are, theres no such thing, really, as professional photographers when theres everything thats professional photographers. Certainly theres varying levels of skills but we didnt want to have a Flickr Pro anymore. We wanted everyone to have professional quality photo space and sharing.