Sundar Pichai responds to a co-founder's request by adding a quick event duplication shortcut to Google Calendar; duplicate meetings instantly
A light-hearted exchange on social media between leading tech figures has resulted in a practical update for Google Calendar. Sundar Pichai, CEO of Google, confirmed that the platform now includes a quick event duplication feature, following a suggestion by Stripe co-founder John Collison just over a month ago. Collison had proposed a Ctrl-click shortcut to instantly copy meetings, similar to features in other calendar tools like Microsoft Outlook. The new functionality allows users to duplicate events by holding Ctrl (or Cmd on Mac) and dragging them in Day, Week, or Month view, eliminating multiple steps previously required. This small but impactful update enhances scheduling efficiency, making recurring or similar appointments faster and more convenient for Google Calendar users.
How John Collison small request for Google Calendar sparked an update
On July 5, John Collison took to X (formerly Twitter) with a simple request for Google Calendar. He asked whether the platform could introduce a shortcut to copy events, similar to features available in Microsoft Outlook and other popular calendar tools. Collison suggested a Ctrl-click function that would instantly duplicate meetings or appointments and tagged Sundar Pichai, ensuring the idea reached the right decision-makers at Google.
Unlike most social media requests that disappear into the noise, this one stood out. Pichai responded in kind, announcing that the feature had been implemented in Google Calendar's web version.
by Taboola
by Taboola
Sponsored Links
Sponsored Links
Promoted Links
Promoted Links
You May Like
Learn More - How Donating Sperm May Boost Your Income
SpellRock
Undo
Google Calendar event duplication shortcut: How it works
The new shortcut allows users to hold Ctrl (or Cmd on Mac) and drag an event to another time slot within Day, Week, or Month view, instantly creating a copy.
Key advantages include:
Faster scheduling: Duplicate events without opening multiple menus.
Reduced clicks: Previously, users had to navigate through the three-dot menu to duplicate events—a multi-step process.
Improved productivity: Perfect for busy professionals managing multiple meetings or recurring events.
This shortcut makes event duplication in Google Calendar intuitive and efficient, reflecting Google's focus on enhancing user experience.
Current limitations of the Google calendar new update feature
While the update improves workflow, it's important to note some limitations:
Not available in all views: Users in Schedule or Year view cannot use the drag-and-duplicate feature.
Works only in movable views: The shortcut functions only where events can be dragged or resized directly.
Despite these constraints, the feature saves users valuable time and reduces friction in scheduling tasks.
Google Calendar Shortcut sparks social media buzz as Sundar Pichai responds
Collison's suggestion quickly became a talking point on X. Other tech figures joined the conversation, adding a mix of humor and curiosity. Box CEO Aaron Levie jokingly suggested leveraging influence to improve Waymo's self-driving cars on a congested Silicon Valley route.
For everyday Google Calendar users, the shortcut may seem minor but adds tangible convenience, making repetitive scheduling tasks faster and more intuitive. The incident highlights Sundar Pichai's hands-on approach to social media engagement. Users praised his responsiveness:
'Sundar Pichai is out here doing customer service. I love it.'
'Hi Sundar, can we log out of one Gmail account at a time instead of all accounts at once?'
Pichai's interactions are consistent with past instances. Earlier in 2025, he responded to Quora CEO Adam D'Angelo about Google Meet audio issues, showing Google's commitment to addressing user feedback promptly.
Google Calendar shortcut significance for Google Calendar users
Even though event duplication in Google Calendar may seem like a small feature, it reflects a larger trend: Google is listening to user feedback and rapidly implementing improvements. By allowing quick duplication of meetings, the platform enhances workflow efficiency and provides users with a smoother scheduling experience.
Professionals, teams, and casual users alike benefit from this shortcut, which reduces unnecessary clicks, saves time, and simplifies calendar management.
Also Read |
Who is Igor Babuschkin? Co-founder of Elon Musk's xAI leaving to launch a new AI safety venture
AI Masterclass for Students. Upskill Young Ones Today!– Join Now
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Mint
28 minutes ago
- Mint
ChatGPT boss warns against relying on AI as primary source of information: Here's why
OpenAI released its latest language model, GPT-5, last week, which the company says is significantly better than previous models in areas like accuracy, reasoning, health, and multimodal abilities. However, Nick Turley, Head of ChatGPT, believes the AI chatbot should still be used as a second opinion and not as a primary source of information. In a recent conversation with The Verge, Turley was asked about the continuing problem of hallucination (AI making things up) with GPT-5. While OpenAI claims to have made huge strides in reducing hallucinations, the new model is still prone to errors roughly 10% of the time. Speaking about the persistent challenge, Turley said, 'The thing, though, with reliability is that there's a strong discontinuity between very reliable and 100 percent reliable, in terms of the way that you conceive of the product.' 'Until I think we are provably more reliable than a human expert on all domains, not just some domains, I think we're going to continue to advise you to double check your answer. I think people are going to continue to leverage ChatGPT as a second opinion, versus necessarily their primary source of fact,' he added. Notably, large language models are trained to predict the next likely word based on patterns in their training datasets. This means that when asked about information outside their training data, LLMs often produce plausible-sounding but false answers. Turley acknowledged the problem but stressed that ChatGPT works best when paired with external, verifiable sources like a search engine. 'I still believe that, no question, the right product is LLMs connected to ground truth, and that's why we brought search to ChatGPT and I think that makes a huge difference.' The OpenAI executive further expressed optimism about solving hallucinations: 'I'm confident we'll eventually solve hallucinations, and I'm confident we're not going to do it in the next quarter.' Notably, OpenAI is also reportedly working on developing its browser and the company's CEO Sam Altman recently said in an interview that it is interested in buying Google's Chrome browser if Google is forced to sell its prized possession.
Time of India
36 minutes ago
- Time of India
World's richest village: 5000 Crores as bank deposits and more; What makes it so rich
It is likely unimaginable to think that a rural village could have thousands of crores of deposits in its banks situated in its muddy lanes. This is not just a kids tale from bedtime story, but a reality from a village in Gujarat! Far from fitting the typical image of a village, this small settlement in Gujarat's Kutch region pulses with unexpected financial strength and modern facilities. What makes the village exceptional isn't a sudden resource windfall, but the lasting relationship its residents maintain with their roots. Over the years, industrious Non‑Resident Indians (NRIs), particularly from the Patel community, have channeled their earned prosperity back into the village, not just for family upkeep, but to strengthen its very foundation. The richest village in the world ! Madhapar, a village in the Kutch district of Gujarat is often regarded as one of the richest villages globally when measured by bank deposits. With approximately 7,600 households and nearly 17 bank branches, the villagers collectively have deposited an astounding sum of around ₹5,000 crore. On average, the per-person deposit works out to about ₹15 lakh, according to a CNBCTV18 report. How did this small village become so financially strong A significant share of Madhapar's residents have family members living abroad, in the UK, USA, Canada, Africa, and Gulf nations, many of whom have established successful careers overseas. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Could This NEW Collagen Blend Finally Reduce Your Cellulite? Vitauthority Learn More Undo Rather than letting go of their roots, these NRIs consistently send money home, investing in education, healthcare, infrastructure, and community wellbeing. Adding to this connection, an organization called the Madhapar Village Association was established in London in 1968 to keep NRI families connected with their native village. There's even an office in the village to aid in the smooth communication, coordination, and community projects back home. Madhapur village has all the facilities Madhapar today has much more than bank branches. It has schools, colleges, health centres, gardens, lakes, and dams. There's even a modern gaushala cow shelter, amenities rarely expected in a rural setting. Village Madhapur (Photo: Kirat @X) Madhapar's roots go all the way back to the 12th century, when it was established by the Mistri community of Kutch, skilled artisans known for building temples and historical landmarks throughout Gujarat. Over time, people from various other communities also made Madhapar their home, making it diverse culturally. Beyond money, Madhapar embodies the combination of tradition and vision. Founded centuries ago by the Mistri community of Kutch, known for their craftsmanship and temple-building, the village has retained its cultural roots even as it embraces progress.
Indian Express
an hour ago
- Indian Express
CEOs want their companies to adopt AI. But do they get it themselves?
In March, Andy Katz-Mayfield, co-founder of the razor brand Harry's, started inviting junior employees to monthly meetings usually reserved for his most senior leaders. The purpose was for lower-level workers to show off how they were using generative artificial intelligence to improve the supply chain, finance and marketing. But Katz-Mayfield had another purpose, too: getting the top executives comfortable with using AI themselves. 'Building familiarity with these tools opens people's eyes,' said Katz-Mayfield, who is also a CEO of Harry's parent company, Mammoth Brands. 'Through demos and stuff, people are like: 'Oh, that's cool. I didn't think about that, but I now realize why this is important for my team.'' Executives refer to the promise of AI with grandiose comparisons: the dawn of the internet, the Industrial Revolution, Carl Friedrich Gauss' discovery of number theory. But while boards and top executives may mandate using AI to make their businesses more efficient and competitive, many of those leaders haven't fully integrated it into their own workdays. As with most technological advances, younger people have taken to AI more quickly than their elders. And the work that people do earlier in their careers — inserting data into spreadsheets, creating decks, coming up with designs — also lends itself to playing around with the technology. Top executives, on the other hand, are often several steps removed from the mechanics. Once they're in the C-suite, days are filled with meetings. Less doing, more approving. So to nudge high-level managers, CEOs who have fully embraced AI are trying new tactics. Some have told senior leaders to use Gemini, Google's AI assistant, before defaulting to Google search. Some are carving out time at corporate retreats to play around with generative AI tools like Creatify. At Mayer Brown, a law firm in Chicago, chair Jon Van Gorp has shared with the partners how he uses a generative AI tool built for legal professionals to help draft contracts and distill the most salient points from his own writing. At a fashion startup called Daydream, Friday lunches are devoted to employees' sharing how they're using generative AI tools; the chief technology officer has shared her Gemini prompts from the week. Mammoth's chief technology officer, Sandeep Chouksey, 41, is well aware of AI and has been playing around with ChatGPT since it came out nearly three years ago. But he found that watching the engineers on his team helped him understand the technology better. He figured his peers needed to get their eyes on it, too, and suggested inviting employees who were working closely with AI to the leadership meetings. The work of senior executives 'doesn't lend itself to actually experimenting with the technology,' Chouksey said. 'I knew that the other leaders needed to see what I was seeing — all the bottom-up work that was happening.' Chuck Whitten is witnessing how company executives are gradually wrapping their heads around the AI phenomenon. He is the global head of digital practices at Bain & Co., a management consulting firm where his job is to advise CEOs about technology. They understand the importance of integrating AI into their companies, he said, but don't yet have a feel for the technology itself. He was in their shoes not too long ago. In 2021, he left Bain after 22 years to become co-chief operating officer at Dell Technologies. He was in that job when ChatGPT rolled out. He describes it as a 'lightning bolt' moment. Part of the reason he returned to Bain was realizing that senior leaders needed assistance entering the 'golden age of artificial intelligence,' he said. 'I think the majority that I see are just experimenting with the basics, sort of trying Copilot or ChatGPT for the occasional email, draft or quick fact check,' Whitten said. 'This is not a tool you can delegate down the hall to the chief information officer. They need to be hands-on in both where the technology is going and how they can apply it today.' According to a survey of 456 CEOs by Gartner, a research and advisory firm, released in May, 77% of the executives thought AI is transformative for business, but fewer than half thought their technology officers were up to the task of navigating the current digital landscape. Every CEO is trying to 'figure out whether they're set up for the future or not and how the world looks on the other side of this technology transformation,' said Tom Pickett, CEO of Headspace, a wellness app. 'They're facing this constant change, which just leads to stress and everyday anxiety.' Pickett, 56, has dealt with his own anxiety by using AI chatbots as much as possible. He joined the company last August and said chatbots had helped him get up to speed in his role. He uses ChatGPT or Gemini to do research and receive advice about business moves, such as potential partnerships with other companies. He said it helped him 'learn 10 times as much or test 10 times as many ideas in a very lightweight way.' In the past, he said, 'I would have had to ask the resident expert or somebody who worked with that company to really give me a debrief,' Pickett said. 'And instead, in five minutes, I'm like, 'Oh, OK, I get this.'' (He said he had also consulted people in his company, but now 'the conversations are more productive.') Sarah Franklin, CEO of Lattice, a human resources software platform, said it can be difficult to get executives to use new tools, and in internal meetings she regularly asks, 'Did you test that message with ChatGPT?' Franklin, who previously was chief marketing officer at Salesforce, has been using generative AI tools since they came on the market. But the technology is moving quickly, and everyone is trying to figure it out on the go. 'Nobody has 10 years of agentic AI experience right now. They at best have six months. So nobody is fully prepared,' Franklin, 49, said. 'What we have right now in the world is a lot of optimism combined with a lot of FOMO.' Fear of missing out can be the mother of innovation, it seems. In January, Greg Schwartz, CEO of StockX, was scrolling the social platform X when he saw several users posting projects that they had made with various AI coding apps. He downloaded the apps. He hadn't written a line of code in years. But using the apps got his mind racing. During a corporate retreat in March, he decided to push 10 senior leaders to play around with these tools, too. He gave everyone in the room, including the heads of supply chain, marketing and customer service, 30 minutes to build a website with the tool Replit and make a marketing video with the app Creatify. 'I'm just a tinkerer by trait,' Schwartz, 44, said. 'I thought that was going to be more engaging and more impactful than me standing in front of the room.' There was a 'little bit of shock' when he presented the exercise, he said. But he tried to remind people it was a fun activity. They weren't being graded. Their discomfort is normal, said Ethan Mollick, a professor at the University of Pennsylvania's Wharton School and author of the newsletter One Useful Thing and the book 'Co-Intelligence: Living and Working With AI.' 'AI is weird and off-putting,' Mollick said. 'There's a lot of psychological resistance to using the systems even for people who know they should be doing it.' Many organizations, he added, have a 'real failure of imagination and vision' when it comes to the power of these systems. 'The main issue is that leaders have to take a leading role,' Mollick said. 'They all say AI is the future, use AI to do stuff. And then they don't make any decisions or choices.' About half of companies do not have road maps for integrating AI, according to a Bain survey. Whitten at Bain said that about only 20% of companies were scaling their AI bets and that most didn't have benchmarks for how workers should use AI. At Mammoth Brands, Katz-Mayfield said that he and his team had discussed providing incentives to employees who use AI but that they hadn't needed to. The energy around experimenting is working for the company. In the last meeting it had five demos on the docket but didn't get to all of them because senior leaders were 'asking so many questions and wanting to see different things.' 'If the leadership team is excited and engaged in that stuff,' Katz-Mayfield said, 'that's probably more than half the battle.'
