Google has become the 21st-century General Electric.
An abundance of cash and engineering talent has taken it so far beyond internet search and advertising that the company defies classification.
Last week, The New York Times wrote about Google’s development of a car that uses artificial-intelligence software to drive itself.
Yesterday, the company blogged about its investment in an offshore wind farm stretching from New Jersey to Virginia.
Google has mapped the world and is digitizing the world’s library. Google News presents the day’s headlines and Google Price Index measures inflation.
CB Insights recently reported that Google had acquired 23 companies this year, compared to zero acquisitions by Microsoft.
Its many subsidiaries include YouTube, the broadcast medium of the 20-somethings and younger. Last week, it announced that HBO, CNBC, Twitter, Netflix and Amazon would join in Google TV, offering web content through the television.
Google’s investment in Zynga indicates that it also plans to become a big play in social gaming.
The possibilities for the enterprise that harnesses information in the information age seem limitless. But at what point does the company become too big, too fragmented to maintain any focus?