Watch Google CEO Sundar Pichai’s Message For PM Modi, Before His Visit To Silicon Valley…

Sundar Pichai is a name known to most Indians these days. Ever since he took a prestigious position in Google, Indians have been proud of him for inspiring so many ambitious children to dream big.

As per a report by Reuters, on September 27, Prime Minister Narendra Modi will be visiting the Silicon Valley. He will also pay a visit to the Google campus and Facebook headquarters and discuss the pressing issues that can lead to further technological development in India.

As a result, Sundar Pichai in his present capabilities as CEO of Google has extended a warm welcome to Mr. Modi. In this video shared by Google India, we see him inviting the prime minister. He also expressed that the team is very excited to meet him.

He strongly feels that PM’s visit will energize people in the Silicon Valley as well as people in India. He highlights Google’s upcoming plans and illustrates how they will help India.

Even we are looking forward to Mr. Modi’s visit to Google and we hope that it leads to many productive results!


Source….Shubhi  Dixit  in and



Google is much bigger than you think….!!!

Google Date Centres: Inside the campus network room, routers and switches allow Google’s data centres to talk to each other. The fibre optic networks connecting Google’s sites can run at speeds that are more than 200,000 times faster than a typical home internet connection. The fibre cables run along the yellow cable trays near the ceiling. Image: Google

TO THE average eye, it would seem fairly flawless — you type in a request, Google spits out an answer — but the reality, as the tech company shared this week, is far more complex.

Secrets that have never been shared outside of Google were revealed this week at an engineering conference in Silicon Valley, detailing the “insane” approach behind how its computer software answers your questions in Google Search, directs you on Google Maps, sends your emails and allows you to watch videos on YouTube, for example.

“Behind your simple page of results is a complex system, carefully crafted and tested, to support more than one-hundred billion searches each month,” Google writes in a search explainer.

It’s all thanks to one custom-built, “giant, single shared codebase” at Google, that runs through 10 different Google data centres, Engineering Manager Rachel Potzin revealed.

They call it a “single, monolithic repository model” and unlike most software companies, this one network juggles all of Google’s software, including Google DOCS,Google+ and Gmail, across its vast network. And it’s only available to a select number of “coders” within its organisation.

All the colours of the rainbow: A Google data centre in Douglas County, Georgia. Picture: Connie Zhou

All the colours of the rainbow: A Google data centre in Douglas County, Georgia. Picture: Connie ZhouSource:AP

Potzin estimated the software that keeps the service intact spans a whopping 2 billion lines of code. Wired compared it to Microsoft’s Windows Operating system, dubbed “one of the most complex software tools ever built for a single computer”, and predicted it ran along some 50 million lines. Google is the equivalent of 40 times that of Microsoft.

To keep up with the rapid evolution of the internet, its engineers modify and update around 15 million codes each week, helped by the use of bots to maintain code health, and keep the search engine running smoothly.

Google Data Centre, South Carolina: these ethernet switches connect Google’s facilities network. Thanks to them, Google is able to communicate with and monitor the main controls for the cooling system in their data centre. Image: Google

Google Data Centre, South Carolina: these ethernet switches connect Google’s facilities network. Thanks to them, Google is able to communicate with and monitor the main controls for the cooling system in their data centre. Image: GoogleSource:Supplied

“It’s frankly enormous and without being able to prove it, I’d guess this is probably the largest single repository in use anywhere in the world. I’d be very surprised if a larger more heavily modified single repostiry exists anywhere else,” Potzin said.

“In almost eight years our repository has grown by orders of magnitude on almost every dimension.

“There were times in Google’s history where we weren’t sure if we were going to be able to sustain this level of growth.”

In this day and age it seems like a mammoth task to handle such a gigantic bulk of information, but fast-growing, global companies like Facebook are joining the bandwagon.

It’s complex, but it’s an intriguing insight into how companies of today are bracing for the internet of tomorrow, and paving the way for how we, as humans, will interact with the online of the future.



What made this couple leave Google Mountain View to return to India….

In March 2015, when Flipkart announced the high-profile hiring of Punit Soni, a former VP of Motorola as their Chief Product Officer, it opened the gates of opportunities for many senior level management from Silicon Valley to explore opportunities in Indian startups. Soon, Peeyush Jain (Flipkart), Ambarish Kenghe (Myntra), Namita Gupta (Zomato) and others followed the party.

On one hand, Indian startup ecosystem shows great potential for growth while on the other our unicorns are matching the compensation of senior hires as well. While talking to YourStory earlier, Punit had mentioned that

The next world-class technology company will come out of India.

I met a couple from Google Mountain View who has recently shifted to Bengaluru. While Neena Budhiraja has joined Ola as Director of Product Management, her better half Himanshu Batra is working on his startup in the education space along with two other Googlers (from Mountain View) and a few interns. In the following conversation with YourStory, the duo spoke about their journey to Google and back to India, what triggered them to take this path and why now.

'The Google Couple': Neena Budhiraja(L) and Himanshu Batra(R)

Yamunanagar meets Dubai in United States of America

Hailing from Yamunanagar in Haryana, Himanshu did exceedingly well in his bachelors of engineering in Computer Science at Kurukshetra University to get into University of Illinois at Chicago for his masters. Neena was born and brought up in Dubai to expat parents. She moved to Delhi for her high school studies and subsequently moved to Punjab University for Bachelors in Computer Science. Neena got her MBA from Tepper School of Business, Carnegie Mellon University. Her internship at Google led her to her full time job as well at the Internet giant in 2009 where Himanshu was working as Project Manager since 2008.

Himanshu recalls,

When I landed in Chicago in 2005, the city was nowhere close to what Silicon Valley was. In Chicago, companies were trying to go online and tech was getting popular. Now, the situation has changed and almost every five hours a startup is born there.

G for growth

Neena started her dream job at Google as a financial analyst setting portals but was soon appointed as Displays Ads Chief of Staff, thanks to the growth spurt era of the company. She was managing annual strategies, including planning for others and later took over as the Product Manager for the brand display ads, essentially being a key member in direct response advertisement division of Google, a $100M entity.  Owing to her interest and support from seniors, Neena became the m-commerce lead of Google Express in 2014. She overlooked the mobile app development and enabled shopping on the go. She says,

We witnessed a 50-60% increase in traffic, worked on monetization, and taking care of drop out points.

It was then that she wanted to put her eight years of experience to make an impact. As a part of the Google Reach programme which connects Googlers with non-profit organizations in developing countries, she came to India on a sabbatical to work for Azad Foundation. Through her stint at one of the initiatives of the organization Sakha Cabs, she explored the transportation industry in India, its working and monetization.

Himanshu traveled across the length and breadth of the country as a part of Jagriti Yatra meeting Narayana Murthy, Anshu Gupta, and many more change-makers. For the first time, he could sense not just the rising trend of starting up and product development but also the interest of the youth in changing things in India for good.

According to Neena, the following features from her days at Google contributed to her growth the most:

  1. Ability to wear multiple hats to figure out what you’re best at.
  2. Caliber of colleagues around.
  3. New challenges every day.
  4. Instead of head count, they facilitated the thought process to tap the networks.
  5. Salient work culture where managers are looking out for you as a person and not as ‘work-ass’.

Neena landed in Silicon Valley in 2009, just after the economy had gone bust. She recalls,

India taught me persistence and never to take no.

Where work life balance is not a myth

Himanshu believes that Google promotes a perfect work life balance among its employees. His day in Mountain View started at 8 am. Describing a typical day, he says after working a few hours, one can go for lunch or soccer, then work for another three-four hours followed by soccer or a dance class or a massage session etc and then go home. He believes that disconnecting frequently is important to rejuvenate and 16-17 hours of work is not required to ensure high productivity. He says,

Only a happy person is the most productive person. When people are dying they would never say, ‘I wished I could have worked more’.

According to both Neena and Himanshu, facetime (number of hours of physical presence at work) concept of a job is worrisome in an organization. They further believe that the people they came across at Google are more passionate, intelligent, and humble.

Beginning of India Chapter-2

Before leaving India, Neena got in touch with Bhavish Agarwal of Ola. In San Francisco, her director put her in touch with the Uber team. Neena met a lot of her friends in India who include who’s who of the Indian startup ecosystem. She zeroed down on Ola as the sector excites her most and it made more sense to take a true Indian product to the next level. She summarizes her decision based on the feeling she got when she walked out of the office,

‘I can do’ vs. ‘these guys are doing great stuff’.

At Google, she has seen desktop dominating India and has also seen the mobile growth. She believes that the next phase of growth is going to come from the billion plus Indians and, says, “it felt silly (as an Indian) to sit in Mountain View and not be a part of the change here.”

For Himanshu, hiring and getting the right clients seems to be a bit challenging at the moment for his stealth mode startup. He talks about his startup,

All I can tell you right now is that my product will make life of a university and a student studying in the university a little easier. Unless we blend education with technology, we won’t go far ahead. I personally feel education is “the” way we can solve most of India’s problems.

He further emphasized that they (Neena and he) returned because of their will to bring in change in India using technology.

Say Ola to the new Director of growth platform

Neena believes that venture capitalists are bearing the burden of customer acquisition and retention of Internet businesses at the moment. She says,

It’s important to understand if users know and understand your service. Why should a mother open a mobile app for ordering a fridge? The incentive has to be financial and burning through cash is one way. In the next phase, we have to think how to make it sustainable for the next two-three years.

In her last stint, Google Express reached phase-2 where users understood the service and the team was focusing on how to make sure that they keep getting this service for free.

Talking of her new role at Ola, Neena says,

Ola is at a very exciting stage of its lifecycle. With its penetration in more than 100 cities, we’ve come a long way from being an idea in Bhavish’s head. We are now gearing for the next phase of growth: Understanding our users, when and why they commute, and how to seamlessly fit into their fabric of life.

She understands that she is responsible for a micro problem rather than everything which she is keen to own and work on.

A touch of Silicon Valley

Through their experience at Google, Neena and Himanshu are going to implement the following learning in their upcoming journey at Indian startups:

  1. At Google, thinking always started from the user, even for B2B businesses like ads. User-centricity is extremely critical as we evolve from being an end service (take me to X) to being a means to an end (I want to watch a movie).
  2. Bringing the Valley culture to Bengaluru — from abstracting ourselves from day to day details to think big picture, to ensuring our team is eating healthy and working out, our goal is to make our companies one of the best places to work at.

Neena says,

After all, who defines the culture of a college? It’s the students and not the other elements of the institute. Similarly, only founders and employees of startups are responsible for defining the culture of companies and paint the overall picture of Indian startup ecosystem. Let’s do so.


Source….Alok Soni …


Google Doodle Celebrates India’s Independence Day…

Illustration on Google India shows Gandhi leading the Dandi March of 1930

In honor of the 69th Anniversary of India’s Independence on Aug. 15,Google India’s Doodle features Mahatma Gandhi leading the Dandi March of 1930.

India Independence Day 2015

The scene depicts a significant moment in India’s push for freedom from the rule of the British Raj and the beginning of the Civil Disobedience Movement. Seventy-eight Congress volunteers participated in the 240-mile march in protest of unfair salt laws.

Leon Hong illustrated the Doodle for Google users in India as they celebrate the Indian Independence Act of 1947 on Saturday.


Source…Julia Zorthian


Lessons from Sundar Pichai’s rise: Meritocracy, not mediocrity, is way forward….

The elevation of Sundar Pichai to CEO of tech giant Google marks a triumph for four ideas we in India are uncomfortable with: giving meritocracy its due, allowing people to rise regardless of age, valuing diversity, and inviting talented immigrants to work for the country.

Stuck as we are to politically-driven social justice systems where quotas and reservations dominate the agendas of political parties and have become an end in themselves, we have paid inadequate attention to meritocracy. Any society that places such a low value on getting the right talent into the right job and giving him or her opportunities for growth will pay a huge price on several fronts – innovation being one of them.

Mediocrity, whether in government or in corporations or in academics, can provide only incremental gains for society. Multi-bagger gains come from promoting meritocracy.

It should thus come as no surprise that India has invented almost nothing since the humble “lota” of centuries ago, even while Indian techies dominate Silicon Valley’s startup culture, accounting for 15 percent of the total. Our belief in “jugaad” may be useful when resources are scarce, but “make-do” is a poor substitute for “make something new.”

Support for meritocracy, effective mentoring, and an ability to discriminate in favour of talent (as opposed to just seniority and age) is vital for innovation.

Consider Sundar Pichai (the name is actually a shortened version of his original name Sundararajan Pichai). He joined Google in 2004, and in 11 years he is holding the top job at age 43. It is difficult to visualise any Indian company giving this kind of opportunity to a talented foreigner. To be sure, we do have the occasional foreign talent heading Indian companies (the Tata group has some examples in this area), but the cases are few and far between as most Indian companies tend to be family-dominated or narrowly based in terms of their talent pool. And the talent we get from abroad is usually past its prime.

Sundar Pichai Reuters

Even Infosys, our home-grown tech pioneer in offshoring, fell into the trap of giving the founders first right of refusal to the CEO’s job till bad performance and a changing operating environment finally forced them to get new blood in the form of a Vishal Sikka last year.

A Satya Nadella would have been languishing at some middle-level position in an Indian tech company if he had sought to make his career here, but at 46 he made it to the top at Microsoft as CEO in early 2014, a successor to Steve Ballmer.

Sundar Pichai was also not made by accident. Before he became CEO, he worked closely with CEO Larry Page, and played major roles in creating the Google Toolbar, the browser Chrome, and in managing the growth of Android, the world’s largest mobile phone operating system. Page did not hand over his job to Pichai because he liked the guy. He watched Pichai’s progress from close quarters, and after handing him one assignment after another, decided that he was the man to take over his own job. Page wrote in his Google blog yesterday (10 August): “I have been spending quite a bit of time with Sundar, helping him and the company in any way I can, and I will of course continue to do that. Google itself is also making all sorts of new products, and I know Sundar will always be focused on innovation – continuing to stretch boundaries. I know he deeply cares that we can continue to make big strides on our core mission to organise the world’s information.”

Note the degree of supervision and support Page gave Pichai. He also wrote this about Pichai: “Sundar has been saying the things I would have said (and sometimes better!) for quite some time now, and I’ve been tremendously enjoying our work together. He has really stepped up since October of last year, when he took on product and engineering responsibility for our Internet businesses. Sergey (Brin) and I have been super excited about his progress and dedication to the company. And it is clear to us and our board that it is time for Sundar to be CEO of Google. I feel very fortunate to have someone as talented as he is to run the slightly slimmed down Google and this frees up time for me to continue to scale our aspirations.”

Now, why wouldn’t a Pichai kill for such a strong vote of confidence, support and faith from the bosses of Google?

Unfortunately, the Indian DNA is about losing talent. India produces tech talent by the thousand, but still loses them by the hundred (if not the thousand) to Ivy League schools or tech companies in Silicon Valley. This is because we are unwilling or unable to give our talent the kind of support and mentoring, not to speak of challenge and opportunity, they need.

The recent incident, where IIT Roorkee had to expel 72 students for failing to make the grade, is instructive. Most students who get into IITs are, by definition, hard and talented workers. They would have spent years in coaching classes and worked hard to crack the IIT-JEE exams. The question is: why then would 72 of them fail to make the grade?

Answer: we fail to give them the support they actually need – or not enough of it – after they get into the institution. As this Indian Express story points out, “90 percent of the IIT-Roorkee students who were expelled were from reserved categories (SC, ST and OBC) and scored average to high ranks in their respective categories in the 2014 IIT-JEE (Advanced). Once on campus, however, several factors pull them back, prominent among them a lack of fluency in English.”

Consider the sheer loss of talent we face if students have to be turfed out not for lack of engineering talent, but lack of proficiency in English.

The problem is not the quotas themselves, but the assumption that quotas by themselves are enough. In fact, excessive dependence on quotas to deliver social justice does damage by, first, marking such students out as somehow untalented, and then ensuring their failure by not giving them the support they need to cope with the rigours of an IIT academic session. We have conveniently forgotten that quotas have to be supplemented by effective mentoring and help by mentors. Without this, quotas will become self-defeating and divisive. (Some IITs do this effectively, but not all).

One can be sure that the same thing is happening in other areas of reservations and quotas, where the successes are vastly outnumbered by failures due to the lack of mentoring, including in our government.

Quotas are useful only if they succeed in reducing the need for quotas, not if they end up perpetuating and extending it by promoting mediocrity and a sense of victimhood among the beneficiaries.

We need to learn how to do things right from the elevation of Pichai, a first-generation immigrant to the US who rose to the top because their system favours meritocracy even while encouraging affirmative action and social diversity in institutions and corporations.

For now, though, we should see Pichai’s and Nadella’s rise as slaps in the face of our mediocrity-driven culture.

Source……R.Jagannathan …


“Sundar Pichai: Google’s new boss from humble roots…..”…. A Report From BBC

With Google creating its own parent company, Alphabet, there’s a bit of moving about in the Google boardroom.

Larry Page is now chief executive of Alphabet. Sergey Brin is its president.

And moving up to be in charge of Google is 43-year-old Sundar Pichai.

Sundar Pichai

Great news for Pichai, and good news too for India – his appointment makes him the latest Indian to earn a massively high-profile job in the US technology industry. Microsoft’s Satya Nadella is the other notable example.

Pichai’s life story is remarkable, and his rise to the top of Google is a glowing endorsement of India’s standing in the global technology industry, and equally, a reassuring reminder of the so-called “American Dream”.

Pichai was born and schooled in Chennai, India. He captained his school’s cricket team, leading it to win regional competitions.

He studied Metallurgical Engineering at the Indian Institute of Technology in Kharagpur (IIT Kharagpur). According to one of his tutors, quoted in the Times of India, Pichai was the “brightest of his batch”.

He has evidently used his talent to great effect at Google, a company he joined in 2004. Products under his watch include Google’s web browser, Chrome, as well as the Android mobile operating system.

Android is by far the world’s most popular mobile OS – a fact made perhaps more startling by the fact Pichai’s family did not possess a telephone until he was 12 years old.


According to a profile in Bloomberg magazine, Pichai’s upbringing was humble. His family lived in a two room apartment. Pichai didn’t have a room – he slept on the living room floor, as did his younger brother.

The family didn’t own a television, or a car.

But Pichai’s father planted the seeds of technology into his boy’s mind, partly thanks to his job at British conglomerate General Electric Company (not to be confused with the American General Electric).

“I used to come home and talk to him a lot about my work day and the challenges I faced,” Regunatha Pichai told Bloomberg, adding that Sundar had a remarkable talent for remembering telephone numbers.

After graduating from IIT Kharagpur, Pichai was offered a scholarship at the ultimate breeding ground of tech geniuses – Stanford. The plane ticket to America cost more than his Dad’s annual salary.

At Google, Pichai is described as soft-spoken, and well liked. He is also very popular among developers – he runs Google’s annual developer event, I/O.

“Sundar has been saying the things I would have said (and sometimes better!) for quite some time now, and I’ve been tremendously enjoying our work together,” wrote Larry Page in his blogpost announcing all the big changes.

Larry Page and Sergey Brin have been hands-off with Google’s day-to-day running for sometime, and so, in Pichai’s life, today’s announcement is simply making it official: he’s in charge.

His remit is best summed up as Google’s core products – the bits that make the real money. That includes things like search, advertising, maps and YouTube.

He has challenges to navigate, like YouTube’s increasingly intense battle with Facebook in the video space. The social network has dramatically increased the amount of video being watched on its site – but YouTube still holds the title of most popular, for now at least.

Follow Dave Lee on Twitter @DaveLeeBBC.

Source….Dave Lee in



Meet Alphabet, Google’s New Corporate Boss As Sundar Pichai Takes Over The Search Company…

Google just rocked the world with some light news on a Monday. It has restructured the company and everything will now report up to “Alphabet Inc.” a new corporate name. That includes Google, which will now be CEO’d by Sundar Pichai (one less Twitter CEO candidate).

Its site? Strangely enough, Google doesn’t own (yet?).

BONUS: Click this period and the site links to (a Silicon Valley reference)

The CEO of Alphabet will be Google CEO and co-founder Larry Page. His missive on Google’s blog (headlined G is for Google) explains what the new holding company is:

What is Alphabet? Alphabet is mostly a collection of companies. The largest of which, of course, is Google. This newer Google is a bit slimmed down, with the companies that are pretty far afield of our main Internet products contained in Alphabet instead.

Sergey Brin, co-founder of Google, will serve as Alphabet’s president (which includes the X lab), and Eric Schmidt will be chairman. In fact, he digs the new name:

Page went on to say:

Our company is operating well today, but we think we can make it cleaner and more accountable. So we are creating a new company, called Alphabet. I am really excited to be running Alphabet as CEO with help from my capable partner, Sergey, as President.

I guess we don’t want to have a Google+ or Glass kerfluffle again, where a product drags the mothership through the mud. Page basically confirms this by saying:

…the whole point is that Alphabet companies should have independence and develop their own brands.

If they fail, they die. But they do less damage to the umbrella.

The stock will be changing over from Google to Alphabet, but still trading under GOOGL and GOOG (which were set up after its stock split). The company says this will allow them to focus on Google as a product even more than before, and at the same time, Google will also be able to regain its focus on its own products.

Google’s main business will include search, ads, maps, apps, YouTube and Android and the related technical infrastructure. Nest will report up to Alphabet.

It didn’t seem that Pichai, who heads up all of Google’s most important products, had a chance at becoming Google’s CEO (ahead of Page) anytime soon. Pretty creative way to work around that, I’d say.

It looks like the stock market is reacting favorably to the announcement. Google’s…er Alphabet’s stock is up over 6 percent after hours.

Source…. ,