Every organization has a culture, and every culture has blind spots: things that it doesn't value and is not good at. Because it doesn't value them, it doesn't bring in people who are good at them. Because it doesn't have people who know about them to remind everybody else about them, it continues not to value them.
The only way out of this is for senior management to realize that their beliefs about how to build a company -- the very foundation of their success to this point -- are now what is limiting them.
In this case, Google has gone massively overboard on hiring engineers, and has neglected designers, UX experts, human factors experts, people who understand the "soft side" of computing. What they need to do is to bring a bunch of such people in and give them power. But their whole hiring process is built around finding the very best engineers; they have no process for hiring "soft side" experts. Worse, they have nobody who even knows how to evaluate such people.
Now if Page realized all this, he could do something about it. But to realize it he has to see the limitations in his existing beliefs about who he wants working at Google, about what skills are important. He has to realize he needs people unlike himself. And he has to make a fundamental change in his vision of what kind of company Google is and how it can be most successful. It is very rare to see a CEO with the level of self-reflection to be able to make changes like that.