(TIME) — In person, it can be a little hard to hear Larry Page. That’s because he has vocal-cord nerve damage, one cord paralyzed about 14 years ago, the other left with limited movement after a cold last summer. This rare condition doesn’t slow him down, though it has made his voice raspy and faint. You have to listen carefully. But it’s generally worth it.
Page, 40, is the co-founder and CEO of one of the most successful, ubiquitous and increasingly strange companies on the planet. Google is, of course, in the search business, and, more important for its profitability, it is in the online-advertising business. But it’s also in the mobile-operating-system business, the Web-browser business, the free-e-mail business, the driverless-car business, the wearable-computing business, the online-map business, the renewable-energy business and the business of providing Internet access to remote areas via high-altitude balloons, among countless others. Google’s corporate strategy is one part mainstream services and one part risky long shots.
Page prefers to refer to Google’s more out-there ventures as moon shots. “I’m not proposing that we spend all of our money on those kinds of speculative things,” he says during a rare interview at the Googleplex, the company’s Mountain View, Calif., headquarters. “But we should be spending a commensurate amount with what normal types of companies spend on research and development, and spend it on things that are a little more long-term and a little more ambitious than people normally would. More like moon shots.” This is why Google, in Page’s words, is not a normal type of company.
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