
ولد عام في 27 نيسان لعام 1955
حصل على لصنص في الهندسة BSEE عام 1976 من جامعة كاليفورنيا, بركلي.
حصل على المجستير عام 1979 في:
حصل على الدكتوراة عام 1982 من EECS, الموضوع:
The problems of managing distributed software development and tools for solving these problems.
عمل في كل من الشركات التالية في اول مسيرة حياته: Bell Labs, Zilog و Xerox's.
عمل في 1983 في Sun Microsystems و قام بادارة انشطة تطوير الجافا و وصل فيما بعد الى مرتبة CTO.
عام 1997 عين كمدير تنفيذي لشركة نوفل.
دخل اريك شميث كعضو في مجلس ادارة غوغل في اذار عام 2001 و اصبح المدير التنفيذي في اب عام 2001. وظيفته الاساسية هي الادارة اليومية للعمليات مع المؤسسين الشركاء بيج و برين.
انتخب شميت كعضو في مجلس إدارة شركة أبل في 28 آب 2006. وبعدها بثلاث سنوات في يوم 3 آب 2009 اعلن شميت استقالته من منصبه كعضو مجلس الإدارة في آبل بسبب تضارب المصالح وتزايد المنافسة بين جوجل وأبل.
حقائق هامة عنه:
يريد اريك شميت حمايةقطاع الصحف والمجلات باكبر قدر ممكن
في مقابلة له مع مجلة فورتن قال شميت ان الصحف هي عنصر هام جدا و تلعب دور في نشر الديمقراطية. و لا يمكن الاستغناء عنهم, حتى لو بدأ الجميع يدون. المدونين لن يكونوا ابدا بديلا عن الصحف و المجلات و لكن اضافة. و لهذا تبحث غوغل عن حل يبقي الصحف و المجلات على قيد الحياة.
نعم هو رفض عرض اوباما و العمل ك Chief Technical Office في مجلس الوزراء.
أحد حكمه الشهيرة:
I believe everyday that Google is run by culture not by me
Everyone including me is extremely dispensable, because ultimately our company is bigger than the people who make it.
The strategy and the products that we build are a consequence of the culture we have around innovation and focusing on the end user.
It often feels at Google, like people are pretty much doing what they think best, and they tolerate having us around;
We don't really have a five year plan. We have a list of things we think will happen in the next year.
We really focus on what is new, what is exciting and how can you win quickly with your new idea.
It is much easier to have an employee base in which everyone is doing exactly what they want, everyday. They are always excited. They are always working on what they care about.
You are much better off, if you select people to work in your firm who really want to change the world.
We put up with a certain amount of chaos. We don't necessarily know what order the products will come in.
Sometimes there are products that are invented, that we ultimately decide we don't like. But, even in those situations we want to reward the creativity of the people who bought a new idea to us.
The new phrase is Network based organizations. And we think Google is probably the best example of that.
Google is very flat, very non- hierarchical, very much informal in culture and in ideas. Ideas come from everywhere.
The problem as an executive, is that there may be a brilliant idea in your company, but you don't know who to ask.
Part of the job of being a Ceo is to have an environment where people are constantly throwing you their best ideas, as opposed to being afraid to talk to you.
Sometimes the best info is only comes at the last minute, and it is fine to change your mind. Just tell us why.
We say to the engineering management: « It doesn't matter what I think of your product. What matters is whether you end up with users»
مقابلة مع Steven Pearl- Stein من Washington post
عرض PPT من قبل موقع www.mikearauz.com.
