????古怪的想法和有效務(wù)實(shí)的管理很少能結(jié)合起來。佩奇的非凡之處在于，他在促使工程師們和高管們追求宏大夢(mèng)想的同時(shí)，還在以驚人的效率管理著這家復(fù)雜的、營(yíng)收達(dá)到380億美元、擁有5.3萬名員工的公司。他在2011年4月接管公司時(shí)，曾經(jīng)非常出色的谷歌創(chuàng)新引擎顯露出了老態(tài)，官僚作風(fēng)開始生根發(fā)芽。佩奇迅速對(duì)公司進(jìn)行重組，賦予高管們更多的責(zé)任和義務(wù)，并使谷歌的重心集中于少數(shù)幾個(gè)產(chǎn)品領(lǐng)域。結(jié)果，谷歌的管理變得嚴(yán)密，更具有進(jìn)取心。這些變化激怒了某些守舊派，他們懷念谷歌成立后前十年那種更加自由的管理方式。但幾乎所有人都認(rèn)為，谷歌的管理比佩奇接管公司前變得更加嚴(yán)密和高效。這個(gè)功績(jī)令很多硅谷人士意想不到。在硅谷，佩奇的書生氣和靦腆個(gè)性在硅谷遠(yuǎn)近聞名。“佩奇才華橫溢，他管理公司的能力令人驚嘆，他已經(jīng)克服了所有那些缺點(diǎn)，”常常為CEO新手們提供指導(dǎo)的創(chuàng)業(yè)家和風(fēng)險(xiǎn)投資家本?霍洛維茨說?！八谋憩F(xiàn)相當(dāng)令人驚訝。”

????成效無處不在。谷歌員工變得更有活力，公司產(chǎn)品整合得更好。佩奇取消了數(shù)十個(gè)并非必不可少或者難以成功的項(xiàng)目，比如Google Health服務(wù)，聽從了他從蘋果已故創(chuàng)始人史蒂夫?喬布斯那里得來的建議，也就是保持專注。他減緩了關(guān)鍵員工跳槽Facebook和其他創(chuàng)業(yè)公司的速度，甚至有些前谷歌員工也開始重投老東家的懷抱。佩奇使谷歌成功地進(jìn)入了競(jìng)爭(zhēng)異常激烈的移動(dòng)計(jì)算領(lǐng)域，依靠安卓（Android）操作系統(tǒng)不斷拓展市場(chǎng)，而收購(gòu)該系統(tǒng)的交易正是得到了佩奇的大力支持。或許最為重要的是，在佩奇的領(lǐng)導(dǎo)下，安卓和YouTube已經(jīng)成為相當(dāng)龐大的業(yè)務(wù)，使包括《財(cái)富》雜志在內(nèi)的批評(píng)者們都閉上了嘴巴。他們常常把谷歌稱為“一招鮮”（桌面搜索仍然占到谷歌業(yè)務(wù)的80%左右，但主要來自YouTube的展示廣告業(yè)務(wù)現(xiàn)在創(chuàng)造了50億美元的年收入。包括手機(jī)搜索在內(nèi)的移動(dòng)業(yè)務(wù)則帶來了80億美元的年收入）。

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????譯者：千牛絮

????Outlandish ideas and effective, pragmatic management rarely go hand in hand. What's remarkable about Page is that while he's been pushing his engineers and executives to pursue big dreams, he has also been running a complex $38 billion business of 53,000 workers with surprising efficacy. When he took over in April 2011, Google's once-phenomenal innovation engine was showing signs of age, and bureaucracy was beginning to take root. Page quickly reorganized the company to give top executives more responsibility and accountability and to sharpen Google's focus on a handful of product areas. The result is a more top-down and aggressive organization. The changes have ruffled the feathers of some old-timers who miss the more freewheeling ways of Google's first decade. But almost everyone agrees that Google is running more cohesively and faster than when Page took over. It's a feat that has surprised many in Silicon Valley, where Page's wonkish, diffident persona is legendary. "Larry's substance has been so high, and his ability to run the company so impressive, that he has overcome all those things," says Ben Horowitz, the entrepreneur and venture capitalist who often coaches first-time CEOs. "It's fairly shocking how well he's done."

????Tangible results are everywhere. Google's rank and file is more energized, and the company's products work better together. Page killed dozens of nonessential or unsuccessful projects, like Google Health, heeding the advice he received from the late Steve Jobs to focus. He slowed the exodus of key employees who were leaving for Facebook (FB) and other startups. Indeed, some ex-Googlers actually are coming back. Page successfully pushed Google into the hypercompetitive world of mobile computing, building on the strength of its Android operating system -- an acquisition Page personally championed. Perhaps most important, under Page's leadership Android and YouTube have become sizable businesses, silencing critics, includingFortune, which had frequently called Google a one-trick pony. (Desktop search still accounts for roughly 80% of Google's business, but display ads, mostly from YouTube, are now a $5 billion annual business. Mobile, which includes search on phones, brings in $8 billion.)