In Conversation with Sundar Pichai

CEO of Alphabet Inc. & Google

1. Q: Sundar, as the CEO of Alphabet and Google, what are your key priorities in leading the company today, especially in a fast-changing tech world?

As the CEO of Alphabet and Google, my foremost responsibility is to ensure that our company continues to build helpful products that improve the lives of billions of people globally. Right now, we are at a pivotal moment in technology, particularly with the rise of artificial intelligence. AI has the potential to revolutionize how we work, learn, create, and solve problems. So, one of my top priorities is leading our efforts in developing AI responsibly and ethically, ensuring it’s inclusive and beneficial to all.

Google has been at the forefront of innovation for decades, and to maintain that momentum, we must continue investing in cutting-edge research. This includes expanding our capabilities in AI, quantum computing, cloud infrastructure, and sustainable technologies. But technology alone is not enough. It’s equally important that we integrate these advances into our core products—like Search, Maps, and YouTube—in ways that are helpful, intuitive, and respectful of privacy.

Another major focus is fostering a workplace culture that encourages creativity, collaboration, and psychological safety. We’re a global company with a diverse employee base, and making sure everyone feels empowered to innovate is essential. We also need to stay ahead of global regulatory expectations and ensure our platforms are secure and trustworthy.

Finally, long-term sustainability is central to our mission. We are committed to operating on carbon-free energy 24/7 by 2030, which requires a deep reimagining of data centers, energy sourcing, and logistics. So in short, innovation, responsibility, trust, culture, and sustainability are the key pillars of how I lead today.

2. Q: What are the biggest challenges you’ve encountered while leading a massive, global tech company like Alphabet?

Leading a company like Alphabet is both a privilege and an immense responsibility. One of the biggest challenges is navigating the complexity that comes with scale. We operate across every continent, in multiple languages, under vastly different regulatory frameworks, and in a highly dynamic technological landscape. Balancing global consistency with local sensitivity is a continuous effort.

Another major challenge is maintaining agility. When you’re a startup, change is rapid and relatively easy. But at our size, change takes careful coordination. We’re constantly working on streamlining internal processes, cutting down silos, and ensuring alignment across diverse teams. It’s a daily exercise in balancing innovation with operational excellence.

Then there’s public trust. Technology plays a central role in society today—from how people access information, to how they work, learn, and express themselves. As a result, we’re under constant scrutiny, and rightly so. Issues like misinformation, data privacy, platform accountability, and ethical AI are areas where we face complex trade-offs. Leading through these challenges requires transparency, humility, and a commitment to doing the right thing—even when it’s not easy or popular.

Another often overlooked challenge is internal talent development. With so many brilliant minds at Google, it’s critical to ensure that leaders are empowered, employees feel heard, and everyone sees a path for growth. During periods of uncertainty, like economic downturns or technological transitions, maintaining morale and clarity of vision becomes even more critical.

Ultimately, the role demands a high level of resilience, empathy, and foresight. The world doesn’t wait, and neither can we.

3. Q: Could you share some of the personal challenges you faced on your journey from Chennai to becoming CEO of one of the world’s most influential companies?

My journey from Chennai to Silicon Valley has been shaped by a combination of curiosity, perseverance, and the support of my family. I grew up in a modest two-room apartment in Chennai. We didn’t have a refrigerator or television for many years, and I didn’t even have regular access to a computer until I was in college. My father, an electrical engineer, instilled in me a fascination with technology—he would talk about transistors and gadgets at the dinner table. I think that early exposure sparked something in me.

When I moved to the U.S. for graduate studies at Stanford, it was a huge shift—culturally, financially, and socially. I had never been on a plane before, and suddenly I was immersed in one of the most innovative environments in the world. Adjusting wasn’t easy. I felt out of place at times, struggled with homesickness, and was hyper-aware of how little I had compared to others. But I found solace in learning. Stanford gave me access to resources, professors, and a community that opened up new worlds for me.

After joining Google in 2004, I faced another challenge—transitioning from a technical individual contributor to a leader. At first, I didn’t speak up much in meetings. I was quiet, observant, and focused on doing the work. But over time, I realized that leadership wasn’t about being the loudest voice in the room. It was about listening, thinking deeply, and empowering others. That realization helped me build teams that went on to develop products like Chrome, which became a pivotal success for the company.

There were certainly setbacks along the way. Not every product succeeded. Not every decision was perfect. But I learned from each experience. I leaned into uncertainty and found that discomfort often precedes growth. That mindset has stayed with me.

I often tell people that where you start in life shouldn’t determine how far you go. My story is not unique—there are millions of talented individuals who just need the right opportunity. I’m fortunate that I had people who believed in me, and I carry that responsibility forward in everything I do as a leader.

4. Q: What inspired you to pursue a career in technology, especially coming from a background that didn’t involve early access to digital tools?

My fascination with technology began early, though not in the way many might imagine. Growing up in Chennai, we didn’t have a computer or a television in the house. But we did have a rotary phone, and I was amazed by it. I remember memorizing long strings of numbers and being intrigued by how something so simple to use could be so complex underneath. My father was an electrical engineer, and although we didn’t have a lot of money, he made sure to share with me how things worked—power systems, circuits, gadgets. That foundational curiosity shaped much of my thinking.

Later, in school, I gravitated toward math and science. I wasn’t entirely sure what I wanted to become—engineer, scientist, inventor—but I knew I wanted to build things. When I got into IIT Kharagpur, it felt like a big leap. From there, I was fortunate to receive a scholarship to study materials science and semiconductor physics at Stanford. That experience changed everything. It exposed me to the heart of Silicon Valley and gave me a front-row seat to the evolution of the internet and computing.

But it wasn’t just the machines or software that inspired me. It was the idea that technology could democratize access to opportunity. I saw people build startups from their garages. I saw how a good idea—combined with the right tools—could reach millions in a matter of months. That impact resonated with me. Coming from a place where access to even a landline was rare, I understood the power of technology to bridge gaps.

When I joined Google in 2004, I found myself drawn to product development. My first major project was the Google Toolbar, which made Search accessible on any browser. Later, I led Chrome, despite skepticism about why Google needed its own browser. What kept me going was a simple belief: better tools help people do more. And the browser, to me, was the most important tool for internet access.

In a way, I’ve always seen technology as a force multiplier. It’s not just about writing code—it’s about what that code enables. Whether it’s helping a child in rural India learn online, or empowering a small business to reach customers across the globe, that’s the part of technology that truly excites me.

5. Q: Many aspiring professionals look up to you. What mindsets, habits, or values do you credit for your success?

I’ve always believed in a growth mindset—the idea that talent is just a starting point, and that effort, curiosity, and persistence matter far more. I wasn’t always the top student in class, but I was curious and driven. I liked asking questions, digging deeper, and understanding how things worked. That trait stayed with me as I transitioned into college, graduate school, and eventually into my career.

Another important habit I’ve developed over time is active listening. Early in my career, especially in the U.S., I was more reserved. I didn’t always speak up in meetings. But that made me a good listener, and I learned that listening—truly listening—is a superpower in leadership. It allows you to see nuances, appreciate diverse viewpoints, and build better solutions.

I also try to stay grounded. No matter where life has taken me, I haven’t forgotten where I started. My parents made sacrifices to support my education. My teachers in India encouraged me even when resources were limited. That keeps me humble and reminds me that leadership is about service. It’s about creating platforms and cultures where others can thrive.

Consistency is another key. The problems we face today are complex, and solutions take time. Whether it’s developing a product or building a team, it’s easy to get discouraged or distracted. But sticking with something, even when it’s hard or uncertain, often pays off.

And finally, I believe in optimism—not blind optimism, but a deep belief that progress is possible. The world is full of challenges—climate change, inequality, misinformation—but it’s also full of opportunity. If we approach problems with compassion and innovation, we can make a difference. That belief has guided me throughout my journey.

6. Q: How do you ensure Google stays innovative and competitive in such a fast-paced, global tech environment?

Innovation at Google is built into our DNA, but it requires constant nurturing. One of the most important ways we stay innovative is by fostering a culture where people feel safe to take risks. That concept of psychological safety—where employees can propose ideas, challenge assumptions, or even fail without fear of judgment—is foundational. Some of our most successful products, like Gmail or Google Maps, started as internal experiments or side projects.

We also encourage a long-term view. At Alphabet, we have multiple “bets”—from Waymo in autonomous vehicles to DeepMind in AI—that are not about immediate returns but about shaping the future. This balance between our core businesses and future technologies helps us stay ahead of the curve.

Another key is listening to our users. Innovation doesn’t always come from the lab; it often comes from observing how real people use our products and where they face friction. Whether it’s simplifying Search, making YouTube safer, or building AI tools that serve real-world needs, our goal is to stay close to the user.

We also prioritize diversity in our teams and ideas. Innovation thrives when people from different backgrounds come together. It helps us challenge bias, build inclusive products, and anticipate needs we might otherwise miss. As a global company, we need to reflect the world we serve.

Finally, we invest deeply in research and infrastructure. Our AI and cloud teams are among the best in the world, and we continuously support open-source contributions and academic partnerships. But at the end of the day, staying innovative is less about having the most resources and more about having the right mindset—a mindset of curiosity, humility, and courage to imagine what’s next.

7. Q: What message would you like to share with young leaders, especially those coming from underrepresented or modest backgrounds like yours?

I often tell young people: your background does not define your future. Growing up in Chennai, I didn’t have many of the resources that are now taken for granted. But what I did have was a supportive family, a thirst for learning, and a belief that things could get better. That belief—that the future can be different if you work toward it—is powerful.

To those from underrepresented backgrounds, I’d say: don’t count yourself out. Often, we limit ourselves more than others do. We think we’re not ready, not good enough, not qualified. But growth happens outside your comfort zone. Apply for that job, speak up in that meeting, share your idea—it could lead to something incredible.

Also, seek mentors. I wouldn’t be where I am without the people who believed in me, challenged me, and gave me opportunities. Sometimes, mentorship doesn’t come in formal ways. It could be a teacher, a manager, or someone you follow online. Learn from them. And when you’re in a position to help others, pay it forward.

Be patient with yourself. Success isn’t linear. There will be setbacks, and that’s okay. What matters is how you respond. Learn from every experience, stay resilient, and keep going.

Finally, never lose sight of your values. Integrity, empathy, and kindness are as important as intelligence or skill. At Google, we often say: “Focus on the user and all else will follow.” In life, too, if you focus on doing good work and treating people well, everything else tends to fall into place.