One day in July 2001, Larry Page decided to fire Google’s project managers. All of them. As at most startups, in Google’s first year there were no management layers between the CEO, Page, and the engineers. But as the company grew, it added a layer of managers, people who could meet with Page and the rest of Google’s senior executives and give the engineers prioritized orders and deadlines. Page, now 28, hated it. Since Google hired only the most talented engineers, he thought that extra layer of supervision was not just unnecessary but also an impediment. He also suspected that Google’s project managers were steering engineers away from working on projects that were personally important to him. For example, Page had outlined a plan to scan all the world’s books and make them searchable online, but somehow no one was working on it. Page blamed the project managers.