We have a mantra: don't be evil, which is to do the best things we know how for our users, for our customers, for everyone. So I think if we were known for that, it would be a wonderful thing.

The dot-com period was difficult for us. We were dismayed in that climate.

Many companies are under pressure to keep their earnings in line with analysts' forecasts. Therefore, they often accept smaller, predictable earnings rather than larger and less predictable returns. Sergey and I feel this is harmful, and we intend to steer in the opposite direction.

The increasing volume of information is just more opportunity to build better answers to questions. The more information you have, the better.

We hear surprising stories all the time. The amazing thing is that we're part of people's daily lives, like brushing their teeth. It's just something they do throughout the day while working, buying things, deciding what to do after work and much more. Google has been accepted as part of people's lives. It's quite remarkable. Most people spend most of their time getting information, so maybe it's not a complete surprise that Google is successful.

In general we're trying to use the web's self-organizing properties to decide which things to present. We don't want to be in the position of having to decide these things. We take the responsibility seriously. People depend on us.

We built a business on the opposite message. We want you to come to Google and quickly find what you want. Then we're happy to send you to the other sites. In fact, that's the point. The portal strategy tries to own all of the information.

The Star Trek computer doesn't seem that interesting. They ask it random questions, it thinks for a while. I think we can do better than that.

Basically, our goal is to organize the world's information and to make it universally accessible and useful.

You don't need to have a 100-person company to develop that idea.

The ultimate search engine would basically understand everything in the world, and it would always give you the right thing. And we're a long, long ways from that.

If you have a product that's really gaining a lot of usage, then it's probably a good idea.

We don't have as many managers as we should, but we would rather have too few than too many.

If you can run the company a bit more collaboratively, you get a better result, because you have more bandwidth and checking and balancing going on.

The dream as conceived 25 years ago has not been achieved. Until software becomes the ultimate tool for collaboration, productivity, and efficiency, the work is not done. And there's nothing more fun than doing that work.

We are excited about Internet access in general. With better access to the Internet, people do more searches,

We chose it because we deal with huge amounts of data. Besides, it sounds really cool.

Latin America is one of the fastest growing Internet communities in the world,

The key to these things is making (the entire package) work seamlessly.

Our company relies on having the trust of our users and using that information for that benefit. That's a very strong motivation for us. We're committed to that. If you start to mandate how products are designed, I think that's a really bad path to follow. I think instead we should have laws that protect the privacy of data, for example, from government requests and other kinds of requests.

We are targeting innovation. We believe mobile applications are essential.

We try to make it better and better every day. We have about 40 PhDs in computer science who make Google better, and a whole bunch of other technical people. So we're really investing to improve the search engine, and that has really paid off. We're serving over 70 million searches every day. About half of that is on Google.com and half is through about 100 customers spread in 30 different countries. That's customers like Yahoo! and Netscape and so on.

I worry, but I've worried all along. I worried as we got bigger and there were new pressures on the company. It wasn't so long ago that we were all on one floor. Then we moved to a new, larger office building and were on two floors. We added salespeople. Each change was huge and happened over a very short period of time. I learned you have to pay a lot of attention to any company that's changing rapidly. When we had about 50 people, we initiated weekly TGIF meetings on Friday afternoons so everyone would know what had happened during the week. But those meetings have broken down because we now have too many people, about 1,000, including many who work in different time zones. We try to have a summation of the week's work via e-mail, but it's not the same. When you grow, you continually have to invent new processes. We've done a pretty good job keeping up, but it's an ongoing challenge.