用戶:輕描淡寫吖/沙盒/拉里佩奇

維基百科，自由的百科全書
勞倫斯愛德華佩奇
2009年6月17日在European Parliament on June 17, 2009
出生勞倫斯愛德華佩奇
(1973-03-26) 1973年3月26日（51歲）
East Lansing, Michigan, U.S.
居住地Palo Alto, California, U.S.[1][2]
公民權美國
母校University of Michigan (B.S)
Stanford University (M.S, PhD)
職業計算機科學家,互聯網企業家
知名於聯合創始人Google,Alphatbet的CEO ,PageRank的創始人
薪金One-dollar salary（英語：One-dollar salary）
淨資產US$51.0 billion[3] (2018)
頭銜CEO of Alphabet Inc.
配偶Lucinda Page（2007年結婚）
簽名
Larry Page

勞倫斯愛德華佩奇[4] (1973年3月26日出生) 是一位美國計算機科學家和互聯網企業家，他與]共同創立了Google。.[1][5]

佩奇是谷歌母公司Alphabet的行政總裁 (CEO) 2001年8月，他辭去谷歌行政總裁職務後，轉而選擇埃里克·施密特，並於2011年4月重新擔任該職位。他宣佈他打算擱置2015年7月第二次成為Alphabet的行政總裁，根據該計劃，Google的資產將被重組。在佩奇的任期內，Alphabet正在尋求在各種行業中取得重大進展。[6]

截至2018年2月11日，佩奇是全球第九富豪，淨資產達510億美元。[7]

佩奇是Google著名算法PageRank的發明者.[8][9][10][11][12][13][14] 2004年獲得馬可尼獎[15]

早起的生活和教育[編輯]

佩奇出生於1973年3月26日的密歇根州東蘭辛。[16] 他的母親是猶太人 ，並且他的祖父從以色列來[17] 但他們不信仰任何宗教[18][19] 他的父親卡爾·維克托·佩奇獲得了密歇根大學的計算機科學博士學位，當時正在建立新的科學領域,， BBC記者形容他為計算機科學的「先鋒和人工智能」.[20] 他和他的母親Gloria在密歇根州立大學擔任計算機科學的教授，在萊曼布里格斯學院和密歇根州立大學擔任計算機科學講師.[21][20][22]

採訪期間， 佩奇回憶起他的童年道：「他的房子通常是一片混亂，電腦、科學雜誌、科普雜誌到處都是」， 青年時期沉浸在這樣的環境之中。青年時期的佩奇充是個狂熱的讀者，在2013年Google創始人的信中寫道：「我記得花費了大量的時間閱讀書籍和雜誌」.[23] 根據作家尼古拉斯卡爾森所說，佩奇家庭的氣氛和父母影響着他 「培養創造里和動手能力」。 佩奇在成長的過程中也在學習薩克斯風和音樂創作。 佩奇說音樂教育啟發了他計算時的急躁和痴迷。 「從某種意義上說，學習音樂引導我成就了Google的高速發展『』。在一次採訪之中， 佩奇說在「在音樂中，你會清楚的認識到時間，時間就像主要的東西」並且 說「如果你從音樂的角度思考它 打擊樂器，你會領悟到時間是非常重要的，他必須以毫秒[8][24]為單位計算「

他六歲的時候被電腦所吸引 ，因為他呢能夠玩」父母所留下來的第一代電腦「[21] 文字處理器".[25] 他的哥哥教他怎麼把事情分離清楚並且說」一切東西需要看他是如何工作的「。他說 」從很早的時候開始，我認識到我想去發明些東西「。所以我對技術和商業產生了濃厚的興趣。也許從我十二歲開始我認為我最終會創辦一家公司，」[25]

1975年至1979年，佩吉在密歇根州奧克莫斯的 蒙特梭利學校 蒙台梭利教育法 現在稱為蒙台梭利）上學 Okemos, Michigan（英語：Okemos, Michigan）, 1991年畢業於東蘭芝高中East Lansing High School（英語：East Lansing High School）。他曾在高中就讀於 Interlochen藝術中心（英語：Interlochen Center for the Arts）擔任了兩個學期的薩克斯管演奏家。佩奇持有密歇根大學的計算機工程 理學士 學位 ，並且以優異的成績獲得了史丹福大學的計算機科學 理學碩士 [26] 在密立根大學時, 佩奇用用 噴墨打印機創造出了樂高積木 （線條繪圖儀），之後他認為可以通過使用噴墨墨盒便宜地打印大型海報—佩奇反向設計 墨盒 (打印機)，並構建所有電子和機械裝置來驅動它。[21] 佩奇擔任Eta Kappa Nu兄弟會Beta Epsilon分會的主席， Eta Kappa Nu（英語：Eta Kappa Nu） ,[27] 並且是1993 "Maize & Blue" 密歇根大學太陽能汽車團隊的的一員.[28] 作為密歇根大學的本科生，他建議學校用 個人快速運輸系統 取代公交系統。 該系統是基於城市軌道交通的新型交通系統[8] 他還為一家公司制定了商業計劃，該公司將在此期間使用算法作曲軟件構建音樂合成器 [24]

PhD studies and research[編輯]

After enrolling in a computer science PhD program at Stanford University, Page was in search of a dissertation theme and considered exploring the mathematical properties of the World Wide Web, understanding its link structure as a huge graph—his supervisor, Terry Winograd, encouraged him to pursue the idea, and Page recalled in 2008 that it was the best advice he had ever received.[29] He also considered doing research on telepresence（英語：telepresence） and autonomous cars during this time.[30][31][32][33]

Page focused on the problem of finding out which web pages link to a given page, considering the number and nature of such backlinks as valuable information for that page—the role of citations in academic publishing would also become pertinent for the research.[33] Sergey Brin, a fellow Stanford PhD student, would soon join Page's research project, nicknamed "BackRub（英語：BackRub）."[33] Together, the pair authored a research paper titled "The Anatomy of a Large-Scale Hypertextual Web Search Engine", which became one of the most downloaded scientific documents in the history of the Internet at the time.[21][31]

John Battelle, co-founder of Wired magazine, wrote that Page had reasoned that the:

... entire Web was loosely based on the premise of citation—after all, what is a link but a citation? If he could devise a method to count and qualify each backlink on the Web, as Page puts it "the Web would become a more valuable place."[33]

Battelle further described how Page and Brin began working together on the project:

At the time Page conceived of BackRub, the Web comprised an estimated 10 million documents, with an untold number of links between them. The computing resources required to crawl such a beast were well beyond the usual bounds of a student project. Unaware of exactly what he was getting into, Page began building out his crawler. The idea's complexity and scale lured Brin to the job. A polymath who had jumped from project to project without settling on a thesis topic, he found the premise behind BackRub fascinating. "I talked to lots of research groups" around the school, Brin recalls, "and this was the most exciting project, both because it tackled the Web, which represents human knowledge, and because I liked Larry."[33]

Search engine development[編輯]

To convert the backlink data gathered by BackRub's web crawler into a measure of importance for a given web page, Brin and Page developed the PageRank algorithm, and realized that it could be used to build a search engine far superior to existing ones.[33] The new algorithm relied on a new kind of technology that analyzed the relevance of the backlinks that connected one Web page to another.[34]

Combining their ideas, the pair began utilizing Page's dormitory room as a machine laboratory, and extracted spare parts from inexpensive computers to create a device that they used to connect the nascent search engine with Stanford's broadband campus network.[33] After filling Page's room with equipment, they then converted Brin's dorm room into an office and programming center, where they tested their new search engine designs on the Web. The rapid growth of their project caused Stanford's computing infrastructure to experience problems.[35]

Page and Brin used the former's basic HTML programming skills to set up a simple search page for users, as they did not have a web page developer to create anything visually elaborate. They also began using any computer part they could find to assemble the necessary computing power to handle searches by multiple users. As their search engine grew in popularity among Stanford users, it required additional servers to process the queries. In August 1996, the initial version of Google, still on the Stanford University website, was made available to Internet users.[33]

Page and Sergey Brin by Graziano Origa（英語：Graziano Origa）

By early 1997, the BackRub page described the state as follows:

The mathematical website interlinking that the PageRank algorithm facilitates, illustrated by size-percentage correlation of the circles. The algorithm was named after Page himself.
Some Rough Statistics (from August 29, 1996)
Total indexable HTML URLs: 75.2306 Million
Total content downloaded: 207.022 gigabytes
...
BackRub is written in Java and Python and runs on several Sun Ultras and Intel Pentiums running Linux. The primary database is kept on a Sun Ultra series（英語：Sun Ultra series） II with 28GB of disk. Scott Hassan and Alan Steremberg have provided a great deal of very talented implementation help. Sergey Brin has also been very involved and deserves many thanks.
- Larry Page page@cs.stanford.edu[36]

BackRub already exhibited the rudimentary functions and characteristics of a search engine: a query input was entered and it provided a list of backlinks ranked by importance. Page recalled: "We realized that we had a querying tool. It gave you a good overall ranking of pages and ordering of follow-up pages."[37] Page said that in mid-1998 they finally realized the further potential of their project: "Pretty soon, we had 10,000 searches a day. And we figured, maybe this is really real."[35]

Some compared Page and Brin's vision to the impact of Johannes Gutenberg, the inventor of modern printing:

In 1440, Johannes Gutenberg introduced Europe to the mechanical printing press, printing Bibles for mass consumption. The technology allowed for books and manuscripts – originally replicated by hand – to be printed at a much faster rate, thus spreading knowledge and helping to usher in the European Renaissance ... Google has done a similar job.[38]

The comparison was also noted by the authors of The Google Story: "Not since Gutenberg ... has any new invention empowered individuals, and transformed access to information, as profoundly as Google."[39] Also, not long after the two "cooked up their new engine for web searches, they began thinking about information that was at the time beyond the web," such as digitizing books and expanding health information.[35]

Google[編輯]

Page in the early days of Google

1998–2001[編輯]

Founding[編輯]

Mark Malseed wrote in a 2007 feature story（英語：feature story）:

Soliciting funds from faculty members, family and friends, Brin and Page scraped together enough to buy some servers and rent that famous garage in Menlo Park. ... [soon after], Sun Microsystems co-founder Andy Bechtolsheim wrote a $100,000 check to "Google, Inc." The only problem was, "Google, Inc." did not yet exist—the company hadn't yet been incorporated. For two weeks, as they handled the paperwork, the young men had nowhere to deposit the money."[40]

In 1998,[41] Brin and Page incorporated Google, Inc.[42] with the initial domain name of "Googol," derived from a number that consists of one followed by one hundred zeros—this represented the vast amount of data that the search engine was intended to explore. Following inception, Page appointed himself as CEO, while Brin, named Google's co-founder, served as Google's president.[8] Writer Nicholas Carlson wrote in 2014:

While Google is often thought of as the invention of two young computer whizzes—Sergey and Larry, Larry and Sergey—the truth is that Google is a creation of Larry Page, helped along by Sergey Brin.[8]

The pair's mission was: "to organize the world’s information and make it universally accessible and useful."[43] With a US$1-million loan from friends and family, the inaugural team eventually moved into a Mountain View office by the start of 2000. In 1999, Page experimented with smaller sized server units so that Google could fit more into each square meter of the third-party warehouses that the company rented to store their servers, which eventually led to a search engine that ran much faster than Google's competitors at the time.[8]

By June 2000, Google had indexed one billion Internet URLs, or Uniform Resource Locators, making it the most comprehensive search engine on the Web at the time. The company cited NEC Research Institute data in its June 26 press release, stating that "there are more than 1 billion web pages online today," with Google "providing access to 560 million full-text indexed web pages and 500 million partially indexed URLs."[44]

Early management style[編輯]

During his first tenure as CEO, Page embarked on a passed attempt to fire all of Google's project managers in 2001. Page's plan involved all of Google’s engineers reporting to a VP of engineering, who would then report directly to him—Page explained that he didn’t like non-engineers supervising engineers due to their limited technical knowledge.[8] Page even documented his management tenets for his team to use as a reference:

  • Don't delegate: Do everything you can yourself to make things go faster.
  • Don't get in the way if you're not adding value. Let the people actually doing the work talk to each other while you go do something else.
  • Don't be a bureaucrat.
  • Ideas are more important than age. Just because someone is junior doesn't mean they don't deserve respect and cooperation.
  • The worst thing you can do is stop someone from doing something by saying, "No. Period." If you say no, you have to help them find a better way to get it done.[8]

Even though Page's new model was unsustainable and led to disgruntlement among the affected employees, his issue with engineers being managed by non-engineering staff gained traction more broadly. Eventually, the practice of only instating engineers into the management roles of engineering teams was established as a standard across Silicon Valley.[45]

Page also believed that the faster Google’s search engine returned answers, the more it would be used. He fretted over milliseconds（英語：milliseconds） and pushed his engineers—from those who developed algorithms to those who built data centers—to think about lag times. He also pushed for keeping Google’s home page famously sparse in its design because it would help the search results load faster.[24]

2001–2011[編輯]

Changes in management and expansion[編輯]

Before Silicon Valley's two most prominent investors, Kleiner Perkins Caufield & Byers and Sequoia Capital, agreed to invest a combined total of $50 million into Google, they applied pressure on Page to step down as CEO so that a more experienced leader could build a "world-class management team." Page eventually became amenable to the idea after meeting with other technology CEOs, including Steve Jobs and Intel’s Andrew Grove. Eric Schmidt, who had been hired as Chairman of Google in March 2001, left his full-time position as the CEO of Novell to take on the same role at Google in August of the same year, and Page moved aside to assume the President of Products role.[8]

Under Schmidt's leadership, Google underwent a period of major growth and expansion, which included its initial public offering (IPO) on August 20, 2004. However, he always acted in consultation with Page and Brin when he embarked on initiatives such as the hiring of an executive team and the creation of a sales force management system. Furthermore, Page remained the boss at Google in the eyes of the employees, as he gave final approval on all new hires and it was Page who provided the signature for the IPO, the latter making him a billionaire at the age of thirty.[8]

Page led the acquisition of Android for $50 million in 2005 to fulfill his ambition to place handheld computers in the possession of consumers so that they could access Google from anywhere. The purchase was made without Schmidt's knowledge, but the CEO was not perturbed by the relatively small acquisition. Page became passionate about Android, and spent large amounts of time with Android CEO and cofounder Andy Rubin. By September 2008, T-Mobile launched the G1, the first phone using Android software and, by 2010, 17.2 percent of the handset market consisted of Android sales, overtaking Apple for the first time. Android became the world’s most popular mobile operating system shortly afterward.[8]

Assumption of CEO position at Google[編輯]

Following a January 2011 announcement,[46] Page officially became the chief executive of Google on April 4, 2011, while Schmidt stepped down to become executive chairman.[47] By this time, Google had over $180 billion market capitalization and more than 24,000 employees.[48]

After Schmidt announced the end of his tenure as CEO on January 20, 2011, he jokingly tweeted on Twitter: "Adult-supervision no longer needed." Quartz（英語：Quartz (publication)） organizational management reporter, Max Nisen, described the decade prior to Page's second appointment as Google's CEO as his "lost decade." While Page continued to exert a significant influence at Google during this time, overseeing product development and other operations, he became increasingly disconnected and less responsive over time.[8][45]

2011–2013[編輯]

As Google's new CEO, Page's two key goals were the development of greater autonomy for the executives overseeing the most important divisions, and higher levels of collaboration, communication and unity among the teams. Page also formed what the media called the "L-Team," a group of senior vice-presidents who reported directly to him and worked in close proximity to his office for a portion of the working week.[49] Additionally, he reorganized the company’s senior management, placing a CEO-like manager at the top of Google's most important product divisions, including YouTube, AdWords, and Google Search.[8]

In accordance with a more cohesive team environment, Page declared a new "zero tolerance for fighting" policy that contrasted with his approach during the early days of Google, when he would use his harsh and intense arguments with Brin as an exemplar for senior management. Page had changed his thinking during his time away from the CEO role, as he eventually arrived at the conclusion that his greatly ambitious goals required a harmonious team dynamic. As part of Page's collaborative rejuvenation process, Google's products and applications were consolidated and underwent an aesthetic overhaul.[45][50]

Changes and consolidation process[編輯]

At least 70 of Google's products, features and services were eventually shut down by March 2013, while the appearance and nature of the remaining ones were unified.[51][52] Jon Wiley, lead designer of Google Search at the time, codenamed Page's redesign overhaul, which officially commenced on April 4, 2011, "Project Kennedy," based on Page's use of the term "moonshots" to describe ambitious projects in a January 2013 Wired interview.[50][53] An initiative named "Kanna" previously attempted to create a uniform design aesthetic for Google's range of products, but it was too difficult at that point in the company's history for one team to drive such change. Matias Duarte, senior director of the Android user experience at the time that "Kennedy" started, explained in 2013 that "Google passionately cares about design." Page proceeded to consult with the Google Creative Lab design team, based in New York City, to find an answer to his question of what a "cohesive vision" of Google might look like.[50]

The eventual results of "Kennedy," which were progressively rolled out from June 2011 until January 2013, were described by The Verge technology publication as focused upon "refinement, white space, cleanliness, elasticity, usefulness, and most of all simplicity." The final products were aligned with Page's aim for a consistent suite of products that can "move fast," and "Kennedy" was called a "design revolution" by Duarte. Page's "UXA" (user/graphics interface) design team then emerged from the "Kennedy" project, tasked with "designing and developing a true UI framework that transforms Google's application software into a beautiful, mature, accessible and consistent platform for its users." Unspoken of in public, the small UXA unit was designed to ensure that "Kennedy" became an "institution."[50]

Acquisition strategy and new products[編輯]

When acquiring products and companies for Google, Page asked whether the business acquisition（英語：business acquisition） passed the toothbrush test as an initial qualifier, asking the question "Is it something you will use once or twice a day, and does it make your life better?". This approach looked for usefulness above profitability, and long-term potential over near-term financial gain, which has been noted as rare in business acquiring processes.[54][55][56]

With Facebook's influence rapidly expanding during the start of Page's second tenure, he finally responded to the intensive competition with Google's own social network, Google+, in mid-2011. After several delays, the social network was released through a very limited field test and was led by Vic Gundotra（英語：Vic Gundotra）, Google's then senior vice president of social.[57]

In August 2011, Page announced that Google would spend $12.5 billion to acquire Motorola Mobility.[58] The purchase was primarily motivated by Google's need to secure patents to protect Android from lawsuits by companies including Apple Inc.[8] Page wrote on Google's official blog on August 15, 2011 that "companies including Microsoft and Apple are banding together in anti-competitive patent attacks on Android. The United States Department of Justice had to intervene in the results of one recent patent auction to "protect competition and innovation in the open source software community"... Our acquisition of Motorola will increase competition by strengthening Google’s patent portfolio, which will enable us to better protect Android from anti-competitive threats from Microsoft, Apple and other companies".[59][60]

Page also ventured into hardware and Google unveiled the Chromebook in May 2012. The hardware product was a laptop that ran on a Google operating system, Chrome OS.[61]

2013–2015[編輯]

In January 2013, Page participated in a rare interview with Wired, in which writer Steven Levy discussed Page's "10X" mentality—Google employees are expected to create products and services that are at least 10 times better than those of its competitors—in the introductory blurb（英語：blurb）. Astro Teller（英語：Astro Teller）, the head of Google X, explained to Levy that 10X is "just core to who he [Page] is," while Page's "focus is on where the next 10X will come from."[53] In his interview with Levy, Page referred to the success of YouTube and Android as examples of "crazy" ideas that investors were not initially interested in, saying: "If you’re not doing some things that are crazy, then you’re doing the wrong things."[53] Page also stated that he was "very happy" with the status of Google+, and discussed concerns over the Internet in relation to the SOPA bill and an International Telecommunication Union proposal that had been recently introduced:

... I do think the Internet’s under much greater attack than it has been in the past. Governments are now afraid of the Internet because of the Middle East stuff, and so they’re a little more willing to listen to what I see as a lot of commercial interests that just want to make money by restricting people’s freedoms. But they』ve also seen a tremendous user reaction, like the backlash against SOPA. I think that governments fight users』 freedoms at their own peril.[53]

At the May 2013 I/O developers conference in San Francisco, Page delivered a keynote address and said that "We're at maybe 1% of what is possible. Despite the faster change, we're still moving slow relative to the opportunities we have. I think a lot of that is because of the negativity... Every story I read is Google vs someone else. That's boring. We should be focusing on building the things that don't exist" and that he was "sad the Web isn't advancing as fast as it should be" citing a perceived focus on negativity and zero sum games among some in the technology sector as a cause for that.[62] In response to an audience question, Page noted an issue that Google had been experiencing with Microsoft, whereby the latter made its Outlook program interoperable with Google, but did not allow for backward compatibility—he referred to Microsoft's practice as "milking off." During the question-and-answer section of his keynote, Page expressed interest in Burning Man, which Brin had previously praised—it was a motivating factor for the latter during Schmidt's hiring process, as Brin liked that Schmidt had attended the week-long annual event.[8][63][64]

In September 2013, Page launched the independent Calico initiative, a R&D project in the field of biotechnology. Google announced that Calico seeks to innovate and make improvements in the field of human health, and appointed Art Levinson, chairman of Apple's board and former CEO of Genentech, to be the new division's CEO. Page's official statement read: "Illness and aging affect all our families. With some longer term, moonshot thinking around healthcare and biotechnology, I believe we can improve millions of lives."[65]

Page participated in a March 2014 TedX conference that was held in Vancouver, British Columbia, Canada. The presentation was scripted by Page's chief PR executive Rachel Whetstone, and Google’s CMO Lorraine Twohill, and a demonstration of an artificially intelligent computer program was displayed on a large screen.[8] Page responded to a question about corporations, noting that corporations largely get a "bad rap", which he stated was because they were probably doing the same incremental things they were doing "50 or 20 years ago". He went on to juxtapose that kind of incremental approach to his vision of Google counteracting calcification through driving technology innovation at a high rate. Page mentioned Elon Musk and SpaceX:

He [Musk] wants to go to Mars to back up humanity. That’s a worthy goal. We have a lot of employees at Google who』ve become pretty wealthy. You’re working because you want to change the world and make it better ... I’d like for us to help out more than we are.[66]

Page also mentioned Nikola Tesla with regard to invention and commercialization:

Invention is not enough. Tesla invented the electric power we use, but he struggled to get it out to people... You have to combine both things: invention and innovation focus, plus the company that can commercialize things and get them to people.[62]

Page announced a major management restructure in October 2014 so that he would no longer need to be responsible for day-to-day product-related decision making. In a memo, Page said that Google's core businesses would be able to progress in a typical manner, while he could focus on the next generation of ambitious projects, including Google X initiatives; access and energy, including Google Fiber; smart-home automation through Nest Labs（英語：Nest Labs）; and biotechnology innovations under Calico.[67] Page maintained that he would continue as the unofficial "chief product officer."[52] Subsequent to the announcement, the executives in charge of Google's core products reported to then Google Senior Vice President Sundar Pichai, who reported directly to Page.[67][68][69][70]

In a November 2014 interview, Page stated that he prioritized the maintenance of his "deep knowledge" of Google's products and breadth of projects, as it had been a key motivating factor for team members. In relation to his then role as the company's CEO, Page said: "I think my job as CEO—I feel like it’s always to be pushing people ahead."[52]

Alphabet[編輯]

On August 10, 2015, Page announced on Google's official blog that Google had restructured into a number of subsidiaries of a new holding company known as Alphabet Inc with Page becoming CEO of Alphabet Inc and Sundar Pichai assuming the position of CEO of Google Inc. In his announcement, Page described the planned holding company as follows:[71] Template:Pullquote

As well as explaining the origin of the company's name: Template:Pullquote Page wrote that the motivation behind the reorganization is to make Google "cleaner and more accountable." He also wrote that there was a desire to improve "the transparency and oversight of what we’re doing," and to allow greater control of unrelated companies previously within the Google ecosystem.[71][72][73]

Other interests[編輯]

Page is an investor in Tesla Motors.[74] He has invested in renewable energy technology, and with the help of Google.org, Google's philanthropic arm, promotes the adoption of plug-in hybrid electric cars[需要解釋] and other alternative energy investments.[75]

Page is also interested in the socio-economic effects of advanced intelligent systems and how advanced digital technologies can be used to create abundance (as described in Peter Diamandis' book（英語：Abundance: The Future Is Better Than You Think）), provide for people's needs, shorten the workweek, and mitigate the potential detrimental effects of technological unemployment（英語：technological unemployment）.[76][77]

Page also helped to set up Singularity University, a transhumanist think-tank.[78] Google is one of the institution's corporate founders[79] and still funds scholarships at Singularity University.[80]

Personal life[編輯]

In 2007, Page married Lucinda Southworth on Necker Island（英語：Necker Island (British Virgin Islands)）, the Caribbean island owned by Richard Branson.[81] Southworth is a research scientist and the sister of actress and model Carrie Southworth（英語：Carrie Southworth）.[82] Page and Southworth have two children, born in 2009 and 2011.[83][84]

On February 18, 2005, Page was granted the deed（英語：deed） on a 9000-sq ft Spanish Colonial Revival architecture（英語：Spanish Colonial Revival architecture） house in Palo Alto, California designed by American artistic polymath Pedro Joseph de Lemos（英語：Pedro Joseph de Lemos）, a former curator of the Stanford Art Museum and founder of the Carmel Art Institute, after the historic building had been on the market for years with an asking price of US$7.95 million. A two-story stucco archway spans the driveway and the home features intricate stucco work, as well as stone and tile in California Arts and Crafts movement style built to resemble de Lemos family's castle in Spain. The hacienda（英語：hacienda） was constructed between 1931-41 by de Lemos.[85][86][87][88][89] It is also on the National Register of Historic Places.[90]

Page's superyacht（英語：superyacht） 'Senses', docked in Helsinki

In 2009 Page began purchasing properties and tearing down homes adjacent to his home in Palo Alto to make room for a large ecohouse（英語：ecohouse）. The existing buildings were "deconstructed" and the materials donated for reuse. The ecohouse was designed to "minimize the impact on the environment." Page worked with an arborist to replace some trees that were in poor health with others that used less water to maintain. Page also applied for Green Point Certification, with points given for use of recycled and low or no-VOC (volatile organic compound) materials and for a roof garden with solar panels. The house's exterior features zinc cladding（英語：cladding (construction)） and plenty of windows, including a wall of sliding-glass doors in the rear. It also includes eco-friendly elements such as permeable paving（英語：permeable paving） in the parking court and a pervious path through the trees on the property. The 6,000-sq ft house also observes other green home design features such as organic architecture building materials and low volatile organic compound paint.[91][92][93][94]

In 2011, Page became the owner of the US$ 45 million 193-ft superyacht（英語：superyacht） 'Senses', which comes equipped with a helipad, gym, multi-level sun decks, ten luxury suites, a crew of 14 and interior design by famed French designer Philippe Starck.[95] 'Senses' also has extensive ocean exploration capabilities, the superyacht was created to explore the world’s oceans in comfort and it carries a very comprehensive inventory of equipment for that purpose.[96] 'Senses' was built by Fr. Schweers Shipyard in Germany at their Berne（英語：Berne, Germany） shipyard. 'Senses' features a displacement steel hull and a steel/aluminium superstructure（英語：superstructure）, with teak decks. 'Senses' is equipped with an ultra-modern stabilization system which reduces the free surface effect（英語：free surface effect） and results in a smoother cruising experience underway.[97]

Page announced on his Google+ profile in May 2013 that his right vocal cord is paralyzed from a cold that he contracted the previous summer, while his left cord was paralyzed in 1999.[98] Page explained that he has been suffering from a vocal cord issue for 14 years, and, as of his May 2013 post, doctors were still unable to identify the exact cause of the problem. The Google+ post also revealed that Page had donated a considerable sum of money to a vocal-cord nerve-function research program at the Voice Health Institute in Boston, U.S. The program, at Massachusetts General Hospital, is led by Steven Zeitels, the Eugene B. Casey Professor of Laryngeal Surgery. An anonymous source stated that the donation exceeded $20 million.[99]

In October 2013, Business Insider reported that Page's paralyzed vocal cords are caused by an autoimmune disease called Hashimoto's thyroiditis, and prevented him from undertaking Google quarterly earnings conference calls for an indefinite period.[100]

In November 2014, Page's family foundation, the Carl Victor Page Memorial Fund, reportedly holding assets in excess of a billion dollars at the end of 2013, gave $15 million to aid the effort against the Ebola virus epidemic in West Africa. Page wrote on his Google+ page that "My wife and I just donated $15 million....Our hearts go out to everyone affected."[101][102][103][104]

Awards and accolades[編輯]

1998–2009[編輯]

PC Magazine has praised Google as among the Top 100 Web Sites and Search Engines (1998) and awarded Google the Technical Excellence Award for Innovation in Web Application Development in 1999. In 2000, Google earned a Webby Award, a People's Voice Award for technical achievement, and in 2001, was awarded Outstanding Search Service, Best Image Search Engine, Best Design, Most Webmaster Friendly Search Engine, and Best Search Feature at the Search Engine Watch Awards."[105] In 2002, Page was named a World Economic Forum Global Leader for Tomorrow[106] and along with Brin, was named by the Massachusetts Institute of Technology (MIT)'s Technology Review publication as one of the top 100 innovators in the world under the age of 35, as part of its yearly TR100 listing (changed to "TR35" after 2005).[107]

In 2003, both Page and Brin received a MBA from IE Business School, in an honorary capacity, "for embodying the entrepreneurial spirit and lending momentum to the creation of new businesses."[108] In 2004, they received the Marconi Foundation（英語：Marconi Foundation）'s prize and were elected Fellows of the Marconi Foundation at Columbia University. In announcing their selection, John Jay Iselin, the Foundation's president, congratulated the two men for "their invention that has fundamentally changed the way information is retrieved today.".[109] Page and Brin were also Award Recipients and National Finalists for the EY Entrepreneur of the Year Award in 2003.[110]

Also in 2004, X PRIZE chose Page as a trustee of their board[111] and he was elected to the National Academy of Engineering.[106] In 2005, Brin and Page were elected Fellows of the American Academy of Arts and Sciences.[112]

In 2008 Page received the Communication Award from King Felipe at the Princess of Asturias Awards on behalf of Google.[113]

2009–present[編輯]

In 2009, Page received an honorary doctorate from the University of Michigan during a graduation commencement ceremony.[114] In 2011, he was ranked 24th on the Forbes list of billionaires, and as the 11th richest person in the U.S.[1]

In 2015, Page's "Powerful People" profile on the Forbes site states that Google is "the most influential company of the digital era".[115]

As of July 2014, the Bloomberg Billionaires Index lists Page as the 17th richest man in the world, with an estimated net worth of $32.7 billion.[116] At the completion of 2014, Fortune magazine named Page its "Businessperson of the Year," declaring him "the world’s most daring CEO".[117]

In October 2015, Page was named number one in Forbes' "America's Most Popular Chief Executives", as voted by Google's employees.[118]

In August 2017, Page was awarded honorary citizenship of Agrigento, Italy[119]

References[編輯]

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  110. ^ "15 Local Business Leaders Receive Awards for Their Success in Business And The Community." PR NewsWire, June 23, 2003. Web. April 10, 2015.
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  112. ^ American Academy of Arts & Sciences. amacad.org. 
  113. ^ Prince Of Asturias Awards 2008. 
  114. ^ Larry Page's University of Michigan 2009 Spring Commencement Address=October 06, 2009. 
  115. ^ Powerful People - Larry Page. Forbes.com. Forbes.com LLC. 2015 [February 6, 2015]. 
  116. ^ Bloomberg Billionaires Index. Bloomberg LP. [December 3, 2012]. （原始內容存檔於December 14, 2012）.  已忽略未知參數|df= (幫助)
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  118. ^ America's Most Popular Chief Executives [Infographic]. Forbes. [2015-10-23]. 
  119. ^ Larry Page di Google cittadino onorario di Agrigento - Tlc. ANSA.it. 2017-08-04 [2017-09-27] （意大利語）. 

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