google executive chairman and jonathan rosenberg co-authors of a new book.ll have more of that interview with eric schmidt and his former google partner jonathan rosenberg. ♪ >> welcome back to bloomberg west. i'm emily chang. eric schmidt and jonathan rosenberg sat down with bloomberg earlier today and talked about google's culture and its mission to change the world. take a listen. >> people actually believe this stuff and we know because we test for it. we talk to them about it. do they understand what we are trying to do? do they care about changing the world? it easier to manage a company framed that way than something where you're telling people you have to work harder to do this and get this extra set of earnings or whatever. if you set an imaginative model and ask people to think better, higher, push themselves higher, you get it. >> if culture is that critical to google's success, is it something you can put a value on? do investors even have a clue how? at the tail end of this process. you set your vision, you hire the people, build the product. in

chairman whocutive will smith and jonathan rosenberg talked about google's culture and its mission tonge the world. >> people actually believe this stuff and we know because we test for it. when we interview, we asked them if they understand what we are trying to do? do they care about changing the world? it is a lot easier managing a company that is framed that way where you tell people you have to work harder to do this to get this extra set of earnings or whatever. a few set an imaginative model and new get people to push themselves higher, you get it. >> if culture is that critical to google's success, is it something that you can put a value on? if so, do investors have a clue how? >> investors are at the tail end of this process. you set your vision, hire the people, build the product, the product does really well and investors see growth rates and revenue and earnings. they don't care how the formula works as long as it works for the very long term. the model we describe is a generational model. this will work pretty much everywhere. >> they care about it in as much as some com

eric schmidt and jonathan rosenberg. >> coming up, blackberry shifts gears.he ceo counting on a new smartphone to win back business users. you will hear from him in just a few minutes. theisco wraps up competition. we will speak to the company's cfo. ♪ >> you are watching "market makers." the ebola outbreak in africa is getting worse, not just by the day but by the hour. there are 6000 confirmed cases but the actual number is likely to be much higher. the center for disease control says there could be more than a million. the united states has pledged to help combat this deadly disease but a report in bloomberg businessweek shows how unprepared the government is here for a potential outbreak. brendan, where are these failures taking place. there is a drug -- >> there is an idea. the problem is the government has to be a pharmaceutical company. we don't have a choice will stop the government has to be a pharmaceutical company. i will walk you through why. for viagra and lipitor, there are markets and the reason to develop that drug and invested billion dollars

executive chairman of google, eric schmidt, along with senior vice president of products for google jonathan rosenbergally explain how google works in one book? >> we can certainly talk about it. we can talk about how the company is run differently. i knew when i showed up that it was different because a few weeks later somebody just moved into my office because his office was too crowded. i was the ceo. i couldn't think of a way to kick him back out. >> that's hysterical. was it you? >> knew it was different when i started trying to introduce product plans and larry told me my plans were stupid and i shouldn't hem the engineers in, i should just go sit with them and talk about what we should do. >> there's a big question about how -- by the way, everything that thomas and i know about google we learned by watching the internship 47 times on hbo. your strategy's really weird. my dad always said, because he was a little good little league baseball coach. he's like, stop thinking about the positions. i don't care whether they're good at shortstop or second base. i care if they're good athletes and have

google executive chairman eric schmidt and jonathan rosenberg talked about more of the unusual questionshat got us thinking, what creative questions have you been asked or would you ask in an interview? we have some of those responses. >> here we go. you can all answer. if applying at a circus, which job would you choose? >> circus master. the ring master. >> at a circus? >> i would like to sell the beer. >> i want to be the guy who stuffs the clowns in the car. >> i want to drive that car. if you were part of -- i love this one. >> what? >> if you were part of a bicycle, carson, what part would you be and why? >> i would like to be the little bell you ring. >> or the horn. >> or the horn. >> this is great. >> okay. >> so i could -- >> i would be the handle bars. >> the steering wheel. >> i would like to be the little frilly basket in front. >> i just want to be a spoke in the wheel. >> ahh. >> right. >> if you could invite anyone in the world to dinner, who would you invite? >> dead or alive? >> yes. >> hmm. >> okay. this is going nowhere. and name five things -- none of you are hired.

now, google's executive chairman eric schmidt and adviser jonathan rosenberg reveal what it takes to and what makes the company tick. in a new book called "how google works." guys, good morning. good to see you. >> thank you for having us. >> you have been there more than a decade. the adult supervision for the group that was there and you had to go in and forget immediately everything you knew about the corporate world. what shocked you most? >> two days after i started i had my own little office and then someone moved in with me. he said his office was too crowded. and i said, i'm the ceo and he said, what's that? >> no vertical hierarchy in their view. >> no door either. >> no process to planning. i came in and i had lots of experience running product management in companies. so, my job was to create some process. i gave them one of the best plans i could come up with and larry immediately said, that's stupid. don't hand them to the engineers, just go sit with them. >> didn't you threaten to quit early on? >> i think i threatened to quit every two weeks. thankfully eric talked me