The CREATE quadrant exists to break Google’s dependence on the search cash machine and build new multi decade revenue tracks.
It combines new technology, an infrastructure play, and future platforms into one system that extends Google far beyond ads.
CREATE operationalizes the AI-Infrastructure Supercycle thesis described on BusinessEngineer.ai – turn compute, models, and platforms into profit centers, not just internal costs.
The CREATE quadrant is designed to relieve this pressure. It is the part of the strategy that makes Google less like an ad company with side projects and more like an AI infrastructure and platforms company.
The Creation Strategy: From New Tech To Future Platforms
Your visual shows three tightly coupled elements:
New Tech
Infrastructure Play
Future Platforms
Together they form the Creation Strategy at the center of the diagram.
Historically, these would have been treated as internal enablers. In the CREATE quadrant they are treated as monetizable assets.
This matches the AI-Infrastructure Supercycle thesis on BusinessEngineer.ai: whoever controls efficient, scalable compute and high performance models can sell that capability to the rest of the ecosystem.
2. Infrastructure Play: From Cost Center To Profit Center
The Infrastructure Play node represents the strategic flip:
TPUs offered as a differentiating cloud capability
High throughput APIs as a product line, not a support function
Enterprise grade agentic infra and orchestration
Google is not only using infra internally. It is packaging it as a product. BusinessEngineer.ai frames this as infrastructure coordination – aligning compute, models, and platform surfaces so that external demand reinforces internal advantage.
This is how CREATE starts to generate cash flows that are structurally different from ads.
3. Future Platforms: Building The Next Computing Era
The third element, Future Platforms, is where those assets turn into long horizon businesses:
Agentic commerce where AI agents route demand across the web
Platform layers for autonomous systems and mobility
Next computing interfaces on top of Gemini
Vertical platforms built with partners in health, finance or industry specific stacks
These are not incremental product lines. They are attempts to define the next dominant interaction and transaction layers.
BusinessEngineer.ai treats this as Google’s attempt to avoid being trapped as a legacy layer in someone else’s future stack.
From Current Constraints To Future Revenue
The flow of the diagram is straightforward and important.
Current Constraints
Core dependence and single revenue concentration mean:
This is exactly the shift described in The Google Playbook and the AI-Infrastructure Supercycle series on BusinessEngineer.ai.
Four Pillars Of Create
The bottom bar of your visual maps neatly to four execution pillars.
1. Infrastructure Advantage
TPU, data centers, orchestration layers and Gemini models create an integrated stack that rivals must rent rather than replicate.
2. Strategic Partnerships
Investments and alliances such as Anthropic, industry specific collaborations, and carrier or OEM deals extend Google’s reach into domains where it does not have direct distribution. BusinessEngineer.ai flags this as critical for penetrating regulated and enterprise heavy sectors.
3. Future Platforms
These are the emergent environments where AI is native: agent marketplaces, autonomous fleets, domain specific reasoning hubs. They determine who owns the next era of interaction.
4. Revenue Diversification
New revenue streams reduce dependence on search and ads. In BusinessEngineer.ai language, CREATE is how Google buys strategic resilience against both market and regulatory shocks.
Strategic Logic: Why Create Must Run In Parallel
CREATE cannot wait until Defend, Attack, and Transform are finished.
The BusinessEngineer.ai frameworks are explicit: in supercycles, sequential strategy is too slow. While Google protects the core and reclaims AI leadership, it must also lay track for the next era.
Gennaro is the creator of FourWeekMBA, which reached about four million business people, comprising C-level executives, investors, analysts, product managers, and aspiring digital entrepreneurs in 2022 alone | He is also Director of Sales for a high-tech scaleup in the AI Industry | In 2012, Gennaro earned an International MBA with emphasis on Corporate Finance and Business Strategy.
