WEBVTT - Harvard Business School Broadcast

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<v Speaker 1>This is Bloomberg Business Week. I'm Carol Masser and I'm

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<v Speaker 1>Jason Kelly. We're here every day bringing you the latest

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<v Speaker 1>news from the world's of business and finance, plus technology, politics, economics,

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<v Speaker 1>all harnessing the power of Bloomberg Business Week reporters and editors,

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<v Speaker 1>not to mention our journalists and analysts and more than

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<v Speaker 1>a hundred and twenty countries. You can download Bloomberg Business

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<v Speaker 1>Week on iTunes, SoundCloud, or Bloomberg dot Com. You can

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<v Speaker 1>also listen to our radio show weekdays at two pm

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<v Speaker 1>Eastern only on Bloomberg Radio. We are live at Harvard

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<v Speaker 1>Business School in Boston. This is pretty exciting. It's very exciting,

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<v Speaker 1>right when you think about top ranked business schools. I mean,

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<v Speaker 1>this is it. And so we're gonna be hearing more

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<v Speaker 1>about the community, about the teaching, some of the classes

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<v Speaker 1>that they're doing, and we're going to talk to some

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<v Speaker 1>of the prominent alumb But before we do that, we've

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<v Speaker 1>got to bring in the editor of Bloomberg Business Week,

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<v Speaker 1>Joel Weber. Because Joel, I mean Business Week magazine. They

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<v Speaker 1>are known for their business school ranking. Yeah, that's been

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<v Speaker 1>like one of the core competencies of the magazine for

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<v Speaker 1>almost for more than thirty years now, right, and we've

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<v Speaker 1>only tried to make it that ranking be more dynamic

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<v Speaker 1>Ammack every year and it's gotten incredibly good now. And

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<v Speaker 1>you have the ability to personalize it based on your interests, right,

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<v Speaker 1>what's important to you, which just speaks to like what

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<v Speaker 1>you know exactly what you would expect to get from

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<v Speaker 1>something that's this dynamic. So you can bring something like

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<v Speaker 1>that to bear in a place like Harvard, And it's

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<v Speaker 1>just amazing to be here, you know, I'm like up

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<v Speaker 1>in this Baker Library and there's a table over there

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<v Speaker 1>that's been there for a hundred and fifty years. It's

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<v Speaker 1>just incredible to have this kind of pedigree here. And

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<v Speaker 1>when we think about what what what we try and

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<v Speaker 1>do a business week, a lot of it is to

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<v Speaker 1>take the story of modern business and then tell it

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<v Speaker 1>with a lens that I kind of think of as

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<v Speaker 1>like a pop business kind of way of interacting with it.

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<v Speaker 1>And when you interact with people at the business schools

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<v Speaker 1>where some of our curriculum enters that classroom, it's sort

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<v Speaker 1>of an incredible experience for them because they can tell

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<v Speaker 1>it's almost like law and order. We're like ripping it

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<v Speaker 1>straight out of the headlines and bringing it into classrooms

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<v Speaker 1>and helping people understand what modern business really great point well,

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<v Speaker 1>and I also love the fact that this is a

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<v Speaker 1>year long franchise. I mean, I feel like back in

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<v Speaker 1>the day it was all about the rankings, but some

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<v Speaker 1>of the continent and have this week really you know,

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<v Speaker 1>you survey the students as you as you were talking about,

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<v Speaker 1>it's very dynamic. It never ends, and this is an

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<v Speaker 1>interest for people ongoing. It's not like it just is

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<v Speaker 1>like once a year. So what we've come come to

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<v Speaker 1>is this cadence that we can't stop talking about this

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<v Speaker 1>stuff enough. And this week's data from the survey that

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<v Speaker 1>we leaned into revealed actually some really interesting stuff about

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<v Speaker 1>student debt, which is usually something we associate more with

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<v Speaker 1>undergrad than graduate schools, and yet we're looking at data

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<v Speaker 1>reveals that the survey respondents have, you know, six figures

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<v Speaker 1>of debt coming out straight out of business school and

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<v Speaker 1>then it hovers there. It's funny that you say that,

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<v Speaker 1>because I think that's actually one of the things we're

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<v Speaker 1>going to dig into with UM. One of the individuals

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<v Speaker 1>who's involved with the NBA NBA program here at Harvard

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<v Speaker 1>about the future of the NBA. You know what is needed?

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<v Speaker 1>What is it that you know, the business community to

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<v Speaker 1>ultimate they want and to bring it back. You know,

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<v Speaker 1>this is the thing that you always hear about. Here

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<v Speaker 1>is going to be r O I right and return investment.

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<v Speaker 1>But what's the initial value and really what is the

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<v Speaker 1>career trajectory that that degree might help you accomplish that

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<v Speaker 1>you wouldn't accomplish without it, Right, That's ultimately why you

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<v Speaker 1>do it. And also because as a place like Harvard reveals,

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<v Speaker 1>there's a network, yes, right, and that network is really

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<v Speaker 1>what it ends up being. All well, it's funny, I mean,

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<v Speaker 1>just to make it a little bit personal for me.

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<v Speaker 1>I mean, I'm back here. I lived here in nineteen

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<v Speaker 1>eighty and eighty one when my dad was a student

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<v Speaker 1>here and I was about five six years old. I

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<v Speaker 1>went to David L. Barrett Elementary School around the corner,

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<v Speaker 1>and I still have public school, and I still do

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<v Speaker 1>think about, you know, the people kiddily that my dad

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<v Speaker 1>keeps in touch with from those days. And I was

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<v Speaker 1>talking about that with some of the faculty. For sure,

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<v Speaker 1>we gotta ask you about this week's issue because it's

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<v Speaker 1>super dynamic. The cover is devoted to Pride. Pride so

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<v Speaker 1>this month bride month, uh, fifty years after Stonewall, So

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<v Speaker 1>we wanted you know that that anniversary is just coming

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<v Speaker 1>up in a matter of days. So this was a

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<v Speaker 1>way to mark that moment, uh and talk about not

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<v Speaker 1>only the progress that's been made, but also some of

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<v Speaker 1>some of the fragility that remains with sort of the

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<v Speaker 1>gay rights. And there's a number of court cases that

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<v Speaker 1>we talked about that will be heard in front of

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<v Speaker 1>the Supreme Court. And you know, every everyone might take

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<v Speaker 1>this for granted that everything's you know, safety these days,

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<v Speaker 1>and it's not. That's what really surprised me to all

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<v Speaker 1>that I thought that there had been so much progress

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<v Speaker 1>on the legal front. You think about the Supreme Court decision,

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<v Speaker 1>and yet there is still a lot of legal framework

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<v Speaker 1>out there that that really restricts the l g B

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<v Speaker 1>t Q community. And then and we're talking about it

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<v Speaker 1>on a federal level, right, there's nothing that really protects it.

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<v Speaker 1>And it's a state by state level at this point,

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<v Speaker 1>and some states obviously have made much more progress than others.

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<v Speaker 1>And that's what you know, you can't take any of

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<v Speaker 1>this for granted. So fifty years later, a lot has

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<v Speaker 1>been done. A lot of the package of stories, and

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<v Speaker 1>especially the cover that we talk about is how far

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<v Speaker 1>businesses come and championing their their workers to make sure

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<v Speaker 1>their workers have rights. But the US is in any

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<v Speaker 1>ways even an anomaly compared to the rest of the world.

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<v Speaker 1>So there's this international aspect that we brought to bear

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<v Speaker 1>on it. And then I thought one of the things

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<v Speaker 1>that was really interesting was this idea of rainbow vacation

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<v Speaker 1>of rainbows on everything all of a sudden right, and

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<v Speaker 1>there's a lot of businesses that deserve that, and also

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<v Speaker 1>ones that are carrying something that there that they made.

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<v Speaker 1>And let's talk about what I think is my favorite

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<v Speaker 1>story in the issue, and we're talking about it over

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<v Speaker 1>dinner at my house last night, which is the Ellen Walmart.

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<v Speaker 1>I think this one is just the perfect concapsulation of it.

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<v Speaker 1>Ben Steverman and Matt Boyle wrote it, and it really

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<v Speaker 1>looks at Ellen who has become almost the Oprah of

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<v Speaker 1>the day, and this it's really phenomenal, how big of

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<v Speaker 1>a business empire she's built, she owns daytime television. It's

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<v Speaker 1>just amazing. And this is a woman when she came

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<v Speaker 1>out as a lasbian basically was dropped. Business didn't want

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<v Speaker 1>to associate with herout all there were bomb threats on

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<v Speaker 1>the studios, and here we are not so not along

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<v Speaker 1>after all that, and in America's biggest retailer is now

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<v Speaker 1>partnered with her to bring out an Ellen line, and

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<v Speaker 1>a retailer that has had a complicated history with this issue.

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<v Speaker 1>For every step forward they've taken, it's at least half

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<v Speaker 1>a step back over time. I think that's really what

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<v Speaker 1>makes the story that compelling is that Walmart Arkansas had

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<v Speaker 1>this real, real legacy that especially in the gay rights community,

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<v Speaker 1>it was not a champion of right. But over time

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<v Speaker 1>it's changed and Walmart has had to wrestle with that.

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<v Speaker 1>And if you're if you're Walmart and you're up against

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<v Speaker 1>the Amazon Amazons of the world, you need every advantage

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<v Speaker 1>you can get. And when you look at Ellen and

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<v Speaker 1>what I mean she is so family friendly, right, That's

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<v Speaker 1>one of the quotes that we got in that story.

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<v Speaker 1>You just associate at every age level this is a

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<v Speaker 1>person who actually just brings goodwill into business and moves

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<v Speaker 1>products product. That's why all together here we are at

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<v Speaker 1>Harvard Business School and I think about so well known

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<v Speaker 1>for their case studies like Walmart alone own and how

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<v Speaker 1>far they've come on this issue in particular, that's a

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<v Speaker 1>case study in its own, a case study that you're

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<v Speaker 1>reading Bloomberg Business Week. Yeah, exactly there, all right, Joel Webber,

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<v Speaker 1>thank you so much, of course. Joell Webber, editor of

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<v Speaker 1>Bloomberg Business Week magazine, which is hitting newsstands as we speak,

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<v Speaker 1>and find the stories to on the Bloomberg and at

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<v Speaker 1>Bloomberg dot com. This is Bloomberg Business Week with Carol

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<v Speaker 1>Messer and Jason Kelly on Bloomberg Radio. We have a

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<v Speaker 1>special guest, Scott Spirling. He's co president of th h L.

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<v Speaker 1>Nice to have you here with us. Thank you and

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<v Speaker 1>your class of nine one? I am class of Was

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<v Speaker 1>that just a couple of years ago? Yes, you know,

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<v Speaker 1>it's so funny. The inflation rate was more than ten

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<v Speaker 1>percent back there than the Lorian cars were just making

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<v Speaker 1>their debut. What do you remember of that era? I

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<v Speaker 1>do remember a couple of years later after I graduated

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<v Speaker 1>and I met my wife here and she was a

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<v Speaker 1>year behind me at school, and we borrowed two thousand

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<v Speaker 1>dollars to buy our first condo, and the interest rate

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<v Speaker 1>was seventeen on the mortgage different iceper square foot was

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<v Speaker 1>about a tenth what it is today, So it was

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<v Speaker 1>a very different time than this today. What was your

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<v Speaker 1>biggest takeaway from from going to school here. You came

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<v Speaker 1>here after graduating undergrad from Purdue, right, So I came

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<v Speaker 1>directly from undergrad from the Midwest. So I had no

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<v Speaker 1>idea what an investment bank did. I had no idea

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<v Speaker 1>what a consulting firm did. I took a summer job

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<v Speaker 1>at McKenzie not because I knew what they did, but

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<v Speaker 1>because it was the highest paying job I could find,

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<v Speaker 1>and I had a lot of student loans. So it

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<v Speaker 1>was a real education for me to come to this place.

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<v Speaker 1>Uh them, the nature of the education here is really

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<v Speaker 1>spectacular and it has been consistent for such a long

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<v Speaker 1>period of time. And the teaching methodology, the case method,

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<v Speaker 1>is one that I think really leave students with the

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<v Speaker 1>ability to start to think about things on their own,

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<v Speaker 1>be willing to engage in that verbal combat if you will.

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<v Speaker 1>I think they've toned it down a little bit, but

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<v Speaker 1>the verbal combat that prepared you for whatever came next.

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<v Speaker 1>When I took first job after graduation at the Boston

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<v Speaker 1>consulting group. Once they here in Boston. One of the

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<v Speaker 1>first things I remarked upon is when where's the case

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<v Speaker 1>where's all the data? And they said, well, that's what

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<v Speaker 1>you have to do. You have to go put that together.

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<v Speaker 1>But the methodology work still use it today. It's interesting. Well,

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<v Speaker 1>and I'm curious about the case studies that are being

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<v Speaker 1>written about some of the company's going public today and

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<v Speaker 1>that they can stay private for so much longer. What

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<v Speaker 1>do you make of that environment? Well, I think there's

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<v Speaker 1>been a real willingness on the part of private investors,

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<v Speaker 1>that particularly venture capital in late stage venture capital firms

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<v Speaker 1>to invest enormous sums of money in these younger companies.

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<v Speaker 1>If you go back years ago, the whole game was

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<v Speaker 1>startup venture capital, and the amount of total capital available

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<v Speaker 1>for a company was constrained in ways that are very

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<v Speaker 1>different in the world of today. So when you have

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<v Speaker 1>a soft bank out there with the Vision Fund willing

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<v Speaker 1>to invest billions of dollars that would have been enormous

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<v Speaker 1>relative to the public market in public offering providing capital.

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<v Speaker 1>So it's been able to fund business models that are

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<v Speaker 1>highly capital consumptive. Now, the valuations that are being put

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<v Speaker 1>on these companies with the business models not yet fully proven.

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<v Speaker 1>You know, I can't really opene on that. I'll let

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<v Speaker 1>my colleagues on the public markets do that, but they

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<v Speaker 1>do have the ability to stay uh private longer. I

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<v Speaker 1>would also note that, well, it's probably a good thing

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<v Speaker 1>for many of the models that are utilizing huge amounts

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<v Speaker 1>of capital um because for a very long time, in

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<v Speaker 1>order to go public, you had to show that you

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<v Speaker 1>were at least uh a little bit free cash flow positive.

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<v Speaker 1>Now you clearly don't have to do that. And so

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<v Speaker 1>how does it change your mode of buying and selling

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<v Speaker 1>at this For us, we're trying to we're buying companies.

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<v Speaker 1>We've always been investors in growth oriented companies. So if

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<v Speaker 1>you go back in our fourty year history, over the

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<v Speaker 1>time I've been with the firm, we've looked for the

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<v Speaker 1>um sectors that have better than GDP growth. We try

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<v Speaker 1>to find sectors that have very good long term secular

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<v Speaker 1>growth drivers to them and try to invest in these

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<v Speaker 1>companies in order to build them into a much better enterprise.

0:11:14.480 --> 0:11:16.840
<v Speaker 1>So we're buying companies that are already proven to be

0:11:17.120 --> 0:11:21.000
<v Speaker 1>free cash flow generative. We're trying to buy them and

0:11:21.040 --> 0:11:24.440
<v Speaker 1>then work with the management teams, bringing our own operating

0:11:24.480 --> 0:11:28.280
<v Speaker 1>expertise to bear so that we can improve all of

0:11:28.320 --> 0:11:31.920
<v Speaker 1>the key business processes of these companies in ways that

0:11:32.000 --> 0:11:34.600
<v Speaker 1>allow them to take market share in order to grow

0:11:34.640 --> 0:11:38.080
<v Speaker 1>their revenues more rapidly and hopefully to be more efficient

0:11:38.120 --> 0:11:42.400
<v Speaker 1>in generating various metrics of profitability, whether it's IBADA, free

0:11:42.400 --> 0:11:44.880
<v Speaker 1>cash flow or net income. And so in this market,

0:11:44.920 --> 0:11:46.800
<v Speaker 1>giving every given everything that's going on in the world,

0:11:46.800 --> 0:11:49.600
<v Speaker 1>do you a buyer a seller? Net? So we're both

0:11:50.679 --> 0:11:52.800
<v Speaker 1>net is hard to say. It depends on the quarter

0:11:52.880 --> 0:11:56.640
<v Speaker 1>that we're looking at. We've been enormous sellers UH. It's

0:11:56.640 --> 0:11:59.120
<v Speaker 1>been a good time to be selling, but we really

0:11:59.200 --> 0:12:02.959
<v Speaker 1>target just a few sectors for buying, and again it's

0:12:02.960 --> 0:12:06.520
<v Speaker 1>sectors that we think have very strong secular growth drivers

0:12:06.559 --> 0:12:09.439
<v Speaker 1>to them right now. And so UM we just announced

0:12:09.760 --> 0:12:13.640
<v Speaker 1>the acquisition of company in the automation space. UM. We

0:12:13.720 --> 0:12:16.760
<v Speaker 1>have acquired a series of companies in that UH space.

0:12:16.840 --> 0:12:20.280
<v Speaker 1>We think that's a twenty year secular growth trend. It's

0:12:20.280 --> 0:12:22.959
<v Speaker 1>been a very lucrative area for us in terms of returns.

0:12:23.480 --> 0:12:26.040
<v Speaker 1>UH Fintech has been an area that we've been very

0:12:26.040 --> 0:12:28.480
<v Speaker 1>big in for a very long period of time. Well,

0:12:28.480 --> 0:12:30.040
<v Speaker 1>what did you Having said that, what do you think

0:12:30.040 --> 0:12:33.640
<v Speaker 1>about Facebook this week? In terms of talking about the cryptocurrency.

0:12:33.760 --> 0:12:36.360
<v Speaker 1>I've never been that big a believer, to be frank,

0:12:36.520 --> 0:12:41.200
<v Speaker 1>in cryptocurrency, which has largely been seen as an investment

0:12:41.280 --> 0:12:46.079
<v Speaker 1>vehicle as opposed to truly a mode of currency exchange. Uh,

0:12:46.120 --> 0:12:48.680
<v Speaker 1>And I think that's the differentiation they're trying to make,

0:12:48.800 --> 0:12:51.720
<v Speaker 1>and we'll see if that works for them. I've you know,

0:12:51.720 --> 0:12:53.760
<v Speaker 1>I'm old fashioned, going back to the night day one

0:12:53.760 --> 0:12:56.040
<v Speaker 1>that I've always believed sovereigns should be the ones who

0:12:56.040 --> 0:13:00.320
<v Speaker 1>issue currency. And but what do I know, what's it

0:13:00.360 --> 0:13:02.680
<v Speaker 1>like raising money out there? Now? What are you hearing

0:13:02.760 --> 0:13:06.040
<v Speaker 1>from investors in general? What's the mood of the institutions

0:13:06.120 --> 0:13:08.480
<v Speaker 1>as it relates to private equity. I think private equity

0:13:08.480 --> 0:13:10.760
<v Speaker 1>has been a really strong performer. You know, we've all

0:13:10.760 --> 0:13:14.559
<v Speaker 1>seen the data. It's outperformed every asset class over uh

0:13:14.880 --> 0:13:20.040
<v Speaker 1>intermediate to long term. It outperforms in periods of extreme

0:13:20.800 --> 0:13:25.200
<v Speaker 1>economic difficulty. So that has increased the popularity of private

0:13:25.240 --> 0:13:28.560
<v Speaker 1>equity over the course of the last decade, in particularly

0:13:28.559 --> 0:13:31.840
<v Speaker 1>over the last four or five years. So um uh,

0:13:31.880 --> 0:13:33.319
<v Speaker 1>you know, it's not been a bad time when we

0:13:33.400 --> 0:13:36.400
<v Speaker 1>put it that way, to be a investor in private equity,

0:13:36.440 --> 0:13:38.360
<v Speaker 1>got just got about thirty seconds here that all the

0:13:38.400 --> 0:13:41.880
<v Speaker 1>macro issues does it shape how you're buying or selling?

0:13:42.559 --> 0:13:45.520
<v Speaker 1>So for six years I've been thinking more within two

0:13:45.559 --> 0:13:48.400
<v Speaker 1>years of a recession, I make all our people, Yeah,

0:13:48.400 --> 0:13:51.679
<v Speaker 1>I make all of our deal teams incorporated a recession

0:13:51.720 --> 0:13:54.880
<v Speaker 1>into their base case. They've been laughing at me because

0:13:54.880 --> 0:13:58.000
<v Speaker 1>I've clearly been wrong. Uh. It seems that we keep

0:13:58.120 --> 0:14:03.640
<v Speaker 1>we see more in more difficult macro issues, and the

0:14:03.679 --> 0:14:08.199
<v Speaker 1>market just tends to get over it really quickly. So again,

0:14:08.280 --> 0:14:11.520
<v Speaker 1>I'm not smart enough to know, you know, whether that's

0:14:11.520 --> 0:14:19.080
<v Speaker 1>a good or a bad thing. But tech did you well? Well.

0:14:19.080 --> 0:14:21.280
<v Speaker 1>Here at Harvard Business School, we're gonna be talking a

0:14:21.320 --> 0:14:25.720
<v Speaker 1>lot about the case method and the educational backbone of

0:14:25.800 --> 0:14:29.400
<v Speaker 1>Harvard Business School. But someone who's really thinking around the

0:14:29.440 --> 0:14:32.720
<v Speaker 1>corner about education is sal Con. He is the founder

0:14:32.720 --> 0:14:36.160
<v Speaker 1>of con Academy. He is an alum of this fine institution,

0:14:36.680 --> 0:14:41.960
<v Speaker 1>and his success in really teaching has led to an

0:14:42.120 --> 0:14:45.440
<v Speaker 1>enormous uptake in the con Academy. He joins us on

0:14:45.440 --> 0:14:48.840
<v Speaker 1>the phone from Mountain View. Sound great to have you

0:14:48.920 --> 0:14:53.440
<v Speaker 1>with us. Thanks for having me. Alright, So so tell

0:14:53.480 --> 0:14:57.280
<v Speaker 1>me a little bit about your experience here at HBS

0:14:57.400 --> 0:15:00.080
<v Speaker 1>and sort of how it's set you on on your

0:15:01.920 --> 0:15:05.440
<v Speaker 1>you know, my my whole decision to go to HBS was, uh,

0:15:05.560 --> 0:15:07.600
<v Speaker 1>you know, I was working in tech. My original background

0:15:07.720 --> 0:15:09.360
<v Speaker 1>was in math and computer science, so I was working

0:15:09.360 --> 0:15:12.200
<v Speaker 1>out in Silicon Valley and then the first dot com

0:15:12.280 --> 0:15:14.520
<v Speaker 1>bubble burst and I thought, hey, it might be a

0:15:14.520 --> 0:15:16.640
<v Speaker 1>good idea to have to spend a couple of years

0:15:16.640 --> 0:15:18.560
<v Speaker 1>and think about my my life and what I want

0:15:18.560 --> 0:15:20.440
<v Speaker 1>to do with my career. And I also wanted to

0:15:20.560 --> 0:15:23.280
<v Speaker 1>broaden what what people kind of thought of me, uh,

0:15:23.320 --> 0:15:25.600
<v Speaker 1>you know, they think could be more than just a techie.

0:15:25.880 --> 0:15:28.920
<v Speaker 1>And so I went to HBS, and I have to

0:15:28.920 --> 0:15:30.880
<v Speaker 1>say it was it was exactly what I hoped it

0:15:30.920 --> 0:15:33.600
<v Speaker 1>would be. It was a very broadening experience and it

0:15:33.640 --> 0:15:36.200
<v Speaker 1>and it really gave me not only the background, but

0:15:36.240 --> 0:15:38.720
<v Speaker 1>I would say the confidence to to to to think

0:15:38.760 --> 0:15:42.920
<v Speaker 1>about how to make make change in systems. Well, you

0:15:42.960 --> 0:15:45.640
<v Speaker 1>definitely have made change. And you know, before we got going, Jason,

0:15:45.680 --> 0:15:47.800
<v Speaker 1>I were talking about I know my daughter has loved

0:15:48.280 --> 0:15:51.600
<v Speaker 1>going to kN Academy looking at videos, especially for math.

0:15:51.760 --> 0:15:55.560
<v Speaker 1>Many times you've had some eighteen million learners use kN

0:15:55.600 --> 0:15:59.920
<v Speaker 1>Academy every month. You're also doing um some new things

0:16:00.360 --> 0:16:02.440
<v Speaker 1>with n W e A talked to us little bit

0:16:02.440 --> 0:16:06.160
<v Speaker 1>about what you guys are up to. Yeah, as you mentioned,

0:16:06.600 --> 0:16:09.240
<v Speaker 1>your daughter is is one of many millions that come

0:16:10.120 --> 0:16:12.160
<v Speaker 1>on a monthly basis. A lot of them just want

0:16:12.600 --> 0:16:16.120
<v Speaker 1>help with one concept or another. But we're seeing more

0:16:16.160 --> 0:16:19.680
<v Speaker 1>frequently teachers using us as a core part of their curriculum.

0:16:19.760 --> 0:16:22.160
<v Speaker 1>And we're seeing if students even put in forty five

0:16:22.200 --> 0:16:26.720
<v Speaker 1>minutes a week, that they're growing faster than than they

0:16:26.760 --> 0:16:30.000
<v Speaker 1>otherwise would have, which is pretty significant. And so we've

0:16:30.040 --> 0:16:33.600
<v Speaker 1>been forging partnerships with various folks. We famously did the

0:16:33.640 --> 0:16:36.080
<v Speaker 1>partnership with College Board a few years ago where a

0:16:36.200 --> 0:16:38.440
<v Speaker 1>con Academy is now the official practice for the S

0:16:38.480 --> 0:16:41.080
<v Speaker 1>A T and the p s A T Exam, which

0:16:41.320 --> 0:16:43.840
<v Speaker 1>most American students take. When we took it, it was

0:16:43.880 --> 0:16:46.040
<v Speaker 1>just this random test. Now it acts as a diagnostic

0:16:46.080 --> 0:16:48.840
<v Speaker 1>for personalized practice on con Academy and math and in

0:16:48.960 --> 0:16:51.160
<v Speaker 1>English and language arts, and then we can we can

0:16:51.200 --> 0:16:54.080
<v Speaker 1>figure out how it helps those students as they go

0:16:54.120 --> 0:16:55.840
<v Speaker 1>from the p s A D through kN Academy to

0:16:55.880 --> 0:16:58.240
<v Speaker 1>the S A T. And so the partnership that you

0:16:58.320 --> 0:17:00.840
<v Speaker 1>just alluded to this is we're trying to do a

0:17:00.920 --> 0:17:03.680
<v Speaker 1>similar notion, but do it at lower grade levels. So

0:17:03.720 --> 0:17:05.879
<v Speaker 1>the N double E A map exam it's not as

0:17:05.960 --> 0:17:07.840
<v Speaker 1>much of a household name as the S A T,

0:17:08.359 --> 0:17:11.720
<v Speaker 1>but it's taken by of all grades three through eight

0:17:11.720 --> 0:17:16.520
<v Speaker 1>students in the country. And uh, until today or recently,

0:17:16.600 --> 0:17:18.720
<v Speaker 1>it was it was just it was a standardized test

0:17:18.760 --> 0:17:21.320
<v Speaker 1>that students would take to benchmark where they are. But

0:17:21.400 --> 0:17:23.879
<v Speaker 1>now it'll act as a diagnostic for con academy and

0:17:23.880 --> 0:17:25.680
<v Speaker 1>then those classrooms are going to be able to put

0:17:25.760 --> 0:17:28.560
<v Speaker 1>hopefully at least at forty five minutes or hour a week,

0:17:28.920 --> 0:17:31.600
<v Speaker 1>and then the districts, the principles of teachers are going

0:17:31.640 --> 0:17:34.159
<v Speaker 1>to get information on where their students are and what

0:17:34.240 --> 0:17:36.199
<v Speaker 1>kind of interventions they can they can make above and

0:17:36.240 --> 0:17:39.040
<v Speaker 1>beyond the software. So we're excited because we think it'll

0:17:39.480 --> 0:17:40.920
<v Speaker 1>you know, our goal is a not for profit, is

0:17:40.960 --> 0:17:43.320
<v Speaker 1>just to move the dial for as many students as possible,

0:17:43.359 --> 0:17:44.959
<v Speaker 1>and we think this is going to be an important

0:17:45.000 --> 0:17:48.040
<v Speaker 1>factor for that. Well. And sal it does feel like

0:17:48.520 --> 0:17:51.119
<v Speaker 1>it's fair to say this has been revolutionary for for

0:17:51.160 --> 0:17:54.520
<v Speaker 1>a lot of families mine included as well in many friends.

0:17:55.000 --> 0:17:58.640
<v Speaker 1>Are we at some sort of catalytic tipping point in

0:17:58.760 --> 0:18:02.399
<v Speaker 1>terms of online learning? What have you sort of learned,

0:18:02.440 --> 0:18:05.239
<v Speaker 1>as it were, from your experience about where we may

0:18:05.280 --> 0:18:10.359
<v Speaker 1>be going in the short term? You know, I do

0:18:10.440 --> 0:18:11.960
<v Speaker 1>think we are at a tipping point. And it's hard

0:18:12.000 --> 0:18:15.440
<v Speaker 1>to say how fast things will tip. You know, they

0:18:15.480 --> 0:18:18.000
<v Speaker 1>tend to to start to tip a little slower than expected,

0:18:18.040 --> 0:18:20.359
<v Speaker 1>but once the tipping happens, it tends to happen quite fast.

0:18:21.040 --> 0:18:23.680
<v Speaker 1>I think you're going to see. So there's the work

0:18:23.760 --> 0:18:25.680
<v Speaker 1>that's happening in classrooms, and I have to sit you know,

0:18:25.720 --> 0:18:29.040
<v Speaker 1>over the last ten years, we have seen you know,

0:18:29.080 --> 0:18:31.200
<v Speaker 1>I used to preach this whole idea of mastery learning

0:18:31.240 --> 0:18:33.879
<v Speaker 1>that the reason why most students are struggling, it has

0:18:33.920 --> 0:18:35.480
<v Speaker 1>nothing to do with their needibility, has nothing to do

0:18:35.520 --> 0:18:38.399
<v Speaker 1>with the concept. It's because a traditional academic model, you

0:18:38.440 --> 0:18:41.320
<v Speaker 1>push students together together at a fixed pace. You get

0:18:41.320 --> 0:18:43.160
<v Speaker 1>a seventy percent on an exam you didn't know thirty

0:18:43.160 --> 0:18:45.679
<v Speaker 1>percent material too bad. You move on to the next concept,

0:18:45.720 --> 0:18:49.119
<v Speaker 1>which builds on that gap, and that keeps happening. And

0:18:49.160 --> 0:18:51.800
<v Speaker 1>that's why we have a situation where seventy percent of

0:18:51.800 --> 0:18:54.399
<v Speaker 1>the kids in America have to take remedial math when

0:18:54.440 --> 0:18:56.560
<v Speaker 1>they show up at at a community college, which is

0:18:56.680 --> 0:18:59.800
<v Speaker 1>a euphemism for for sixth or seventh grade math. And

0:19:00.000 --> 0:19:03.119
<v Speaker 1>so you know as oh, go ahead, no, no, no,

0:19:03.200 --> 0:19:06.960
<v Speaker 1>please finish. Oh. So you know, one of the values

0:19:07.000 --> 0:19:10.040
<v Speaker 1>we think of a con academy is definitely access. Anyone

0:19:10.080 --> 0:19:12.080
<v Speaker 1>in the world could now access things that might have

0:19:12.119 --> 0:19:15.600
<v Speaker 1>been behind closed doors before. And not only can they

0:19:15.600 --> 0:19:16.960
<v Speaker 1>access it, but they should be able to access in

0:19:17.000 --> 0:19:18.680
<v Speaker 1>the ways so they can learn their own time and face.

0:19:18.720 --> 0:19:21.200
<v Speaker 1>So you only know seventy of a concept, don't move

0:19:21.240 --> 0:19:23.200
<v Speaker 1>on to the next one. Take the time necessary to

0:19:23.200 --> 0:19:26.720
<v Speaker 1>get of that concept. So we think we can move

0:19:26.720 --> 0:19:28.640
<v Speaker 1>the dial there. And I think the other tipping point

0:19:28.680 --> 0:19:31.880
<v Speaker 1>is what's going to happen in credentials. Obviously everyone's talking

0:19:31.920 --> 0:19:33.840
<v Speaker 1>about a trillion and a half in the student loans

0:19:33.880 --> 0:19:38.199
<v Speaker 1>that aren't cancelable by bankruptcy. People are questioning the value

0:19:38.320 --> 0:19:41.199
<v Speaker 1>of a college degree, and I think there's going to

0:19:41.240 --> 0:19:44.800
<v Speaker 1>be um we are we are talking to employers about, hey,

0:19:44.840 --> 0:19:47.400
<v Speaker 1>what kind of signals do you need that we can

0:19:47.480 --> 0:19:50.439
<v Speaker 1>provide that that can be as good or better than

0:19:50.440 --> 0:19:53.240
<v Speaker 1>a college degree. Yeah, it's definitely a strong conversation that

0:19:53.280 --> 0:19:55.680
<v Speaker 1>everybody's having right now. Cell Con, thank you so much,

0:19:55.760 --> 0:19:59.040
<v Speaker 1>founder of con Academy, on the phone from California. This

0:19:59.440 --> 0:20:03.240
<v Speaker 1>is Bloomer Business Week with Carol Masser and Jason Kelly

0:20:03.359 --> 0:20:07.040
<v Speaker 1>on Bloomberg Radio Live at Harvard Business School, and we're

0:20:07.080 --> 0:20:10.240
<v Speaker 1>here with John Compson. He runs Bain Capital, a little

0:20:10.240 --> 0:20:12.440
<v Speaker 1>shop we've heard of it, a little over a hundred

0:20:12.440 --> 0:20:15.920
<v Speaker 1>billion dollars under management. Thanks for having us in your hometown.

0:20:16.040 --> 0:20:19.399
<v Speaker 1>Thank you, adopted hometown, I should say, so, take us

0:20:19.480 --> 0:20:23.680
<v Speaker 1>back to your time here at HBS. It's twenty five

0:20:23.760 --> 0:20:25.840
<v Speaker 1>years ago. I guess you know, you forget a lot

0:20:25.880 --> 0:20:27.600
<v Speaker 1>from twenty five years ago, but you don't. You don't

0:20:27.600 --> 0:20:32.280
<v Speaker 1>forget HBS. UM. I remember in the very first class

0:20:32.320 --> 0:20:34.520
<v Speaker 1>I had, I was amazed at global diversity. I mean,

0:20:34.520 --> 0:20:37.040
<v Speaker 1>this is twenty five years ago, UM, And I was

0:20:37.080 --> 0:20:39.919
<v Speaker 1>in a class with people from Korea and China and

0:20:39.960 --> 0:20:43.240
<v Speaker 1>in Africa and of course Europe and Japan and and

0:20:43.280 --> 0:20:45.159
<v Speaker 1>so I was just amazed at the fact that they

0:20:45.200 --> 0:20:48.160
<v Speaker 1>could attract these type of people, UM, from all over

0:20:48.640 --> 0:20:51.040
<v Speaker 1>to sort of get an education altogether in the same

0:20:51.080 --> 0:20:54.640
<v Speaker 1>spot where I learned from their experiences which were quite

0:20:54.640 --> 0:20:57.000
<v Speaker 1>different than mine, having grown up here in the US.

0:20:57.480 --> 0:20:59.960
<v Speaker 1>And I always think about something, John, like those educational

0:21:00.040 --> 0:21:02.240
<v Speaker 1>experiences like the one you had here. You know what,

0:21:02.240 --> 0:21:04.440
<v Speaker 1>what stays with your how it's shaped kind of where

0:21:04.480 --> 0:21:08.040
<v Speaker 1>you are years later. You know, It's it's funny because

0:21:08.200 --> 0:21:11.440
<v Speaker 1>you know, Harvard has a very specific way of doing things. Um.

0:21:11.480 --> 0:21:13.960
<v Speaker 1>They try to take all of their cases and they're

0:21:14.000 --> 0:21:17.040
<v Speaker 1>the case approach, um, And everything is from the prism

0:21:17.040 --> 0:21:19.800
<v Speaker 1>of a leader. Here I am twenty six years old.

0:21:19.840 --> 0:21:21.520
<v Speaker 1>I'm not a leader at least I didn't think of

0:21:21.560 --> 0:21:24.560
<v Speaker 1>myself as a leader. UM. But those cases that you

0:21:24.600 --> 0:21:26.720
<v Speaker 1>do over and over again every day, and all these

0:21:26.760 --> 0:21:32.359
<v Speaker 1>different environments and all these different types of operations, strategy, globalization,

0:21:32.440 --> 0:21:35.040
<v Speaker 1>all these things that we did. Um. We had to

0:21:35.080 --> 0:21:37.560
<v Speaker 1>become a leader every day in that classroom with eighty

0:21:37.600 --> 0:21:41.399
<v Speaker 1>nine other classmates looking at you, challenging you. UM. And

0:21:41.400 --> 0:21:44.119
<v Speaker 1>that that ability to to be able to think on

0:21:44.160 --> 0:21:46.600
<v Speaker 1>your feet, uh, to be able to take a position,

0:21:46.640 --> 0:21:48.240
<v Speaker 1>to have a voice, to have a point of view,

0:21:48.320 --> 0:21:50.960
<v Speaker 1>to back it up with facts. I think those types

0:21:51.000 --> 0:21:53.960
<v Speaker 1>of skills are incredibly important in the in the business

0:21:54.000 --> 0:21:56.000
<v Speaker 1>world as a leader today, for me and it stayed

0:21:56.040 --> 0:21:58.200
<v Speaker 1>with me for the entire time. It's interesting, he said,

0:21:58.240 --> 0:22:00.840
<v Speaker 1>we caught up yesterday with Tony James over a blackstone,

0:22:00.840 --> 0:22:02.480
<v Speaker 1>and the way he said it is, you got to

0:22:02.560 --> 0:22:04.399
<v Speaker 1>learn to hold your own you know, and he was

0:22:04.440 --> 0:22:06.240
<v Speaker 1>about you know, he was about your age when when

0:22:06.240 --> 0:22:09.200
<v Speaker 1>he came through as well, you know, came he came

0:22:09.280 --> 0:22:12.119
<v Speaker 1>right out of underground. And so it's a maturing uh

0:22:12.440 --> 0:22:15.080
<v Speaker 1>for sure. So let's talk a little bit about the

0:22:15.119 --> 0:22:18.320
<v Speaker 1>world that we're living in right now, because it is

0:22:18.400 --> 0:22:21.640
<v Speaker 1>an interesting one to say. At least you're a global investor, Uh,

0:22:21.800 --> 0:22:24.760
<v Speaker 1>you see all sorts of cross winds. I would imagine

0:22:25.080 --> 0:22:27.600
<v Speaker 1>as you look around a week that we hear from

0:22:27.640 --> 0:22:30.480
<v Speaker 1>the Fed, we're looking ahead to to the G twenty.

0:22:30.560 --> 0:22:35.360
<v Speaker 1>How did geopolitics figure into your investment thesis right now? Well,

0:22:35.359 --> 0:22:37.840
<v Speaker 1>it's it's complicated. I mean, I think the level of

0:22:37.880 --> 0:22:41.080
<v Speaker 1>disruption that might arise by virtue of the direction of

0:22:41.080 --> 0:22:43.919
<v Speaker 1>of different sovereign nations about what they intend to do

0:22:44.000 --> 0:22:47.560
<v Speaker 1>to protect IP the trade war courses is on everybody's

0:22:47.600 --> 0:22:52.240
<v Speaker 1>minds um. The element of the overall economic policies of

0:22:52.240 --> 0:22:54.960
<v Speaker 1>of what is going to happen with central banks? You know,

0:22:55.000 --> 0:22:57.560
<v Speaker 1>these were fairly stable over the thirty year career I've

0:22:57.560 --> 0:23:00.400
<v Speaker 1>had in private equity, but they're they're pretty comp located

0:23:00.440 --> 0:23:04.120
<v Speaker 1>today and frankly, the valuations that we've seen haven't really

0:23:04.160 --> 0:23:07.639
<v Speaker 1>incorporated some of that complication. Why is that? Is it

0:23:07.640 --> 0:23:09.760
<v Speaker 1>because there's a lot of money out there time. I

0:23:09.760 --> 0:23:11.360
<v Speaker 1>think there's a ton of money and there's a lot

0:23:11.359 --> 0:23:14.240
<v Speaker 1>of hope um. And I think generally, you know, even

0:23:14.280 --> 0:23:17.560
<v Speaker 1>back when I started in private equity in nine people

0:23:17.600 --> 0:23:19.680
<v Speaker 1>talked about the fear of what was going to transpire,

0:23:19.760 --> 0:23:21.800
<v Speaker 1>but it takes a while before that really to take

0:23:21.920 --> 0:23:25.119
<v Speaker 1>take hold and get reset and valuations UM. So it

0:23:25.160 --> 0:23:28.520
<v Speaker 1>wasn't until where we really solid recession, we really saw

0:23:29.200 --> 0:23:34.040
<v Speaker 1>the downturn, that it actually began to be realized in valuation. UM.

0:23:34.119 --> 0:23:36.360
<v Speaker 1>We saw it in pockets China first quarter of two

0:23:36.400 --> 0:23:38.960
<v Speaker 1>thousand and eighteen. We saw it obviously in the fourth

0:23:39.040 --> 0:23:42.080
<v Speaker 1>quarter last year as well in the US and the

0:23:42.080 --> 0:23:43.920
<v Speaker 1>rest of the global market. So it's out there was

0:23:44.000 --> 0:23:47.199
<v Speaker 1>that evaluation. Everybody's saying, Okay, things are overdone or was

0:23:47.240 --> 0:23:49.080
<v Speaker 1>it a missque by the Fed, or was it? What

0:23:49.240 --> 0:23:50.919
<v Speaker 1>was it? I think there's a lot of short term

0:23:50.960 --> 0:23:53.280
<v Speaker 1>orientation to it, But there's enough fear out there were

0:23:53.320 --> 0:23:56.720
<v Speaker 1>ten years into the to the cycle, and and certainly

0:23:56.880 --> 0:24:00.600
<v Speaker 1>there are these disruptive factors that are out there. Um

0:24:00.640 --> 0:24:03.040
<v Speaker 1>So I do think that people do have fear. So

0:24:03.080 --> 0:24:05.639
<v Speaker 1>when they hear some things that are disruptive, UM, I

0:24:05.640 --> 0:24:09.960
<v Speaker 1>think valuations get reset pretty quickly. And so with that backdrop,

0:24:10.119 --> 0:24:13.359
<v Speaker 1>are you sitting around with your partners and saying, you

0:24:13.400 --> 0:24:16.439
<v Speaker 1>know what, we may need to lean into selling things

0:24:16.920 --> 0:24:19.320
<v Speaker 1>right now or to continue to sell things. Where's the

0:24:19.359 --> 0:24:22.240
<v Speaker 1>balance there? Well? First of all, I believe that the

0:24:22.320 --> 0:24:25.080
<v Speaker 1>valuations peaked certainly the private markets a couple of years ago,

0:24:25.560 --> 0:24:28.399
<v Speaker 1>because the rates have come up to some degree um

0:24:28.560 --> 0:24:30.560
<v Speaker 1>in the U S at least UM. And I do

0:24:30.640 --> 0:24:34.000
<v Speaker 1>think that the industrial cycle, particularly in auto for instance,

0:24:34.040 --> 0:24:37.560
<v Speaker 1>in certain areas of industrials has reset um And certainly

0:24:37.560 --> 0:24:41.919
<v Speaker 1>with the public market reset and valuations for for industrials,

0:24:41.920 --> 0:24:44.440
<v Speaker 1>we're seeing that in the private markets as well. Um

0:24:44.440 --> 0:24:46.760
<v Speaker 1>So we're seeing a great deal of industrial pipeline that's

0:24:46.760 --> 0:24:50.480
<v Speaker 1>coming into to to evaluate. But it's also tricky because

0:24:50.720 --> 0:24:52.879
<v Speaker 1>there will be a cycle during our investment horizons, so

0:24:52.920 --> 0:24:55.160
<v Speaker 1>you need to build that into your investment thesis. Where

0:24:55.200 --> 0:24:57.080
<v Speaker 1>are you guys fying opportunities. I knew you just did it.

0:24:57.119 --> 0:24:59.720
<v Speaker 1>Was it like a nine nine hundred million dollar fund,

0:25:00.040 --> 0:25:02.000
<v Speaker 1>a second fund for life sciences, And I know that's

0:25:02.000 --> 0:25:04.600
<v Speaker 1>something you look at very closely. Yeah, healthcare is a

0:25:04.600 --> 0:25:07.320
<v Speaker 1>big area for us. We invest early stage, we invest

0:25:07.400 --> 0:25:10.480
<v Speaker 1>late stage, we invest through our credit funds, and so

0:25:10.600 --> 0:25:12.920
<v Speaker 1>healthcare has always been a big, big part of our

0:25:13.520 --> 0:25:16.639
<v Speaker 1>of our strategy, but actually healthcare itself in each of

0:25:16.640 --> 0:25:19.399
<v Speaker 1>our verticals, we're going deeper and deeper. So life science

0:25:19.400 --> 0:25:21.040
<v Speaker 1>as an example where we want to be not just

0:25:21.480 --> 0:25:23.480
<v Speaker 1>a biotech early stage investor, we want to be in

0:25:23.480 --> 0:25:27.359
<v Speaker 1>the inflection capital business. So we did this strategic relationship

0:25:27.440 --> 0:25:30.840
<v Speaker 1>with with Visor where we took their entire CNS platform,

0:25:30.880 --> 0:25:32.760
<v Speaker 1>carved it out, put it into a new company, and

0:25:32.760 --> 0:25:35.200
<v Speaker 1>now we're building a company with Visor that's going to

0:25:35.240 --> 0:25:38.879
<v Speaker 1>be a leading CNS player. You don't see biotech venture

0:25:38.880 --> 0:25:41.520
<v Speaker 1>capitalists do that. You don't see private equity traditionally do that.

0:25:41.560 --> 0:25:44.000
<v Speaker 1>But because we're so deep in life sciences, we have

0:25:44.080 --> 0:25:47.480
<v Speaker 1>those capabilities to do late stage inflection capital for left

0:25:47.520 --> 0:25:52.199
<v Speaker 1>science and scale of capital, both the capabilities to understand it,

0:25:52.640 --> 0:25:55.920
<v Speaker 1>capabilities to build companies and then capabilities to deploy large

0:25:55.920 --> 0:25:58.960
<v Speaker 1>scale capital behind that. What are you avoiding right now?

0:26:00.280 --> 0:26:05.280
<v Speaker 1>Anything high priced? Where are you finding things most high priced? No,

0:26:05.480 --> 0:26:08.840
<v Speaker 1>I think that we have been of the view that

0:26:08.880 --> 0:26:11.960
<v Speaker 1>ever since the recovery, where a lot of money has

0:26:12.000 --> 0:26:15.879
<v Speaker 1>gone into UM you know, stability kind of deals, deals

0:26:15.880 --> 0:26:19.000
<v Speaker 1>that are kind of low growth UM deals that basically

0:26:19.359 --> 0:26:22.879
<v Speaker 1>don't have discontinuity and change. They're actually pretty stable. A

0:26:22.920 --> 0:26:25.199
<v Speaker 1>lot of people are going to those safe havens and

0:26:25.280 --> 0:26:28.400
<v Speaker 1>paying up for that stability and leveraging it to very

0:26:28.480 --> 0:26:31.239
<v Speaker 1>high levels, higher and higher every year. And so from

0:26:31.280 --> 0:26:34.679
<v Speaker 1>that perspective, we think there's a real rerating risk for

0:26:34.800 --> 0:26:38.320
<v Speaker 1>stable assets that have been overpriced because of all the liquidity,

0:26:38.440 --> 0:26:40.960
<v Speaker 1>because of all the credit support that they've gotten from

0:26:40.960 --> 0:26:52.119
<v Speaker 1>central banks. So Harvard has one of the largest NBA

0:26:52.200 --> 0:26:54.879
<v Speaker 1>programs in the world. Involved in shaping and running that

0:26:54.960 --> 0:26:58.359
<v Speaker 1>program is our next guest. Jam Rifkin is Senior Associate Dean,

0:26:58.720 --> 0:27:01.440
<v Speaker 1>Chair of the NBA program, professor of the Strategy Unit

0:27:01.480 --> 0:27:03.840
<v Speaker 1>here at Harvard Business School and with us on site

0:27:03.880 --> 0:27:06.359
<v Speaker 1>at Harvard. So nice to be here. Thank you, Carol,

0:27:06.400 --> 0:27:08.480
<v Speaker 1>and welcome to Harvard Business Schools. To treat and welcome

0:27:08.480 --> 0:27:10.159
<v Speaker 1>you both to the campus and thanks for bringing the

0:27:10.160 --> 0:27:12.359
<v Speaker 1>show here. Thank you so much, it's really a delight

0:27:12.400 --> 0:27:14.080
<v Speaker 1>for us. And talk to us a little bit about

0:27:14.160 --> 0:27:16.600
<v Speaker 1>when you do shape the NBA program. We talk so much,

0:27:16.680 --> 0:27:20.639
<v Speaker 1>Jason and I about the world, so many industries, so

0:27:20.720 --> 0:27:23.000
<v Speaker 1>much of what we do, the processes are being disrupted.

0:27:23.200 --> 0:27:25.320
<v Speaker 1>How do you guys apply that to what's going on

0:27:25.440 --> 0:27:27.719
<v Speaker 1>here and what you want to teach your student body. Now,

0:27:27.760 --> 0:27:30.439
<v Speaker 1>it's a great question. Can I put it in the

0:27:30.480 --> 0:27:32.840
<v Speaker 1>context of overall Harvard Business School and what's going on

0:27:32.880 --> 0:27:35.520
<v Speaker 1>in the NBA program. It's very much our flagship, but

0:27:35.560 --> 0:27:37.359
<v Speaker 1>there's a lot of other things going on here that

0:27:37.400 --> 0:27:40.760
<v Speaker 1>I think will help address your question. Um. So, the

0:27:40.840 --> 0:27:43.920
<v Speaker 1>NBA is indeed the flagship about eighteen hundred and fifty students,

0:27:44.480 --> 0:27:47.760
<v Speaker 1>but in addition, we welcome about eleven thousand executives to

0:27:47.840 --> 0:27:50.960
<v Speaker 1>campus each year to hone their leadership skills. We've got

0:27:51.000 --> 0:27:54.760
<v Speaker 1>a doctoral program that trains the next generation of faculty.

0:27:54.960 --> 0:27:58.120
<v Speaker 1>We've got our publishing arm that takes ideas out into

0:27:58.160 --> 0:28:03.160
<v Speaker 1>the world through vehicles like Harvard Business Review and case

0:28:03.160 --> 0:28:05.879
<v Speaker 1>studies to go around the world. And our newest venture,

0:28:05.920 --> 0:28:08.280
<v Speaker 1>which is Harvard Business School Online too. Learners around the

0:28:08.280 --> 0:28:10.480
<v Speaker 1>world as well. I was actually checking that out last week.

0:28:10.840 --> 0:28:12.720
<v Speaker 1>It's really amazing, like more and more people want to

0:28:12.800 --> 0:28:15.040
<v Speaker 1>learn that way. Yeah, and we're trying our best to

0:28:15.080 --> 0:28:17.760
<v Speaker 1>make sure that that is just as engaging. That's what

0:28:17.800 --> 0:28:20.760
<v Speaker 1>happens in our classrooms with case studies. So and how

0:28:20.840 --> 0:28:22.800
<v Speaker 1>do you do that? I mean because that because so

0:28:22.880 --> 0:28:25.919
<v Speaker 1>much of this we hear about business school is about

0:28:26.000 --> 0:28:28.280
<v Speaker 1>that human connection about you know, we just heard from

0:28:28.359 --> 0:28:31.240
<v Speaker 1>John Contenting about being in the room and sort of

0:28:31.280 --> 0:28:33.480
<v Speaker 1>being with those other students. How do you sort of

0:28:33.520 --> 0:28:35.960
<v Speaker 1>transfer that? So I think the key is to make

0:28:36.000 --> 0:28:39.160
<v Speaker 1>sure that there's not just a talking head that is

0:28:39.200 --> 0:28:41.600
<v Speaker 1>coming at you as you see the most massive open

0:28:41.680 --> 0:28:45.400
<v Speaker 1>online courses. Instead, there's a degree of interaction with the

0:28:45.480 --> 0:28:48.880
<v Speaker 1>online content but also with other learners around the world.

0:28:49.440 --> 0:28:52.440
<v Speaker 1>So the interaction with human beings I think is crucial

0:28:52.480 --> 0:28:55.880
<v Speaker 1>to any learning experience. Yeah, that's interesting too, And I

0:28:56.120 --> 0:28:58.560
<v Speaker 1>do think about you know, we increasingly technology kind of

0:28:58.600 --> 0:29:02.000
<v Speaker 1>rolls into everything we do that relationship. I was just

0:29:02.040 --> 0:29:06.040
<v Speaker 1>talking with various CEOs and some leaders at an event

0:29:06.080 --> 0:29:08.600
<v Speaker 1>back at Bloomberg and that whole idea of how technology

0:29:08.640 --> 0:29:10.480
<v Speaker 1>can kind of take you away from having those one

0:29:10.480 --> 0:29:13.160
<v Speaker 1>on one, face to face relationships, and that is so

0:29:13.200 --> 0:29:16.640
<v Speaker 1>crucial today's world. And actually, when we look at the

0:29:16.640 --> 0:29:18.920
<v Speaker 1>priorities we've gone for the direction like what do we

0:29:18.960 --> 0:29:22.120
<v Speaker 1>need to do next for our students, it turns out

0:29:22.200 --> 0:29:25.320
<v Speaker 1>that two of those three, maybe all three of our

0:29:25.320 --> 0:29:29.080
<v Speaker 1>main priorities have to do with relationships human beings. It's

0:29:29.120 --> 0:29:32.080
<v Speaker 1>not sound so simple, and it is about the people

0:29:32.160 --> 0:29:35.520
<v Speaker 1>in a very fundamental way, I think. And so when

0:29:35.600 --> 0:29:40.080
<v Speaker 1>you think about what happens after they leave here career placement,

0:29:40.080 --> 0:29:42.840
<v Speaker 1>I believe also you work up very closely and as

0:29:42.880 --> 0:29:44.920
<v Speaker 1>well a lot of people make a big investment to

0:29:45.240 --> 0:29:47.520
<v Speaker 1>come here in some form or fashion, whether it's as

0:29:47.520 --> 0:29:50.920
<v Speaker 1>an NBA or executive or even you know, learning online.

0:29:51.600 --> 0:29:54.479
<v Speaker 1>How has that changed over time and what are you

0:29:54.760 --> 0:29:58.280
<v Speaker 1>seeing in that evolution in terms of careers. So probably

0:29:58.320 --> 0:30:01.120
<v Speaker 1>the most interesting thing I see among our students is

0:30:01.200 --> 0:30:06.120
<v Speaker 1>that they are interested in purpose in their careers. It's

0:30:06.160 --> 0:30:09.080
<v Speaker 1>not all about the paycheck. The paycheck is important, I do,

0:30:09.560 --> 0:30:13.080
<v Speaker 1>but they're trying to have both purpose and a decent paycheck,

0:30:13.480 --> 0:30:15.720
<v Speaker 1>and I think that changes how they think about their

0:30:15.760 --> 0:30:17.520
<v Speaker 1>careers and how they think about what they're going to

0:30:17.560 --> 0:30:20.880
<v Speaker 1>do here as well. So has that changed the type

0:30:20.920 --> 0:30:24.080
<v Speaker 1>of company that you're inviting onto campus or has it

0:30:24.160 --> 0:30:27.080
<v Speaker 1>changed that part of the equation or now so we

0:30:27.280 --> 0:30:30.280
<v Speaker 1>look for a broad range of companies. Our students actually

0:30:30.560 --> 0:30:33.040
<v Speaker 1>lead us in this. They tell us what they're looking for,

0:30:33.400 --> 0:30:36.560
<v Speaker 1>and we do see significant shifts and how they're searching

0:30:36.600 --> 0:30:40.520
<v Speaker 1>for jobs. So as recently as five years ago, about

0:30:40.560 --> 0:30:43.480
<v Speaker 1>seventy of our students found their jobs through the on

0:30:43.680 --> 0:30:48.360
<v Speaker 1>campus recruiting, the traditional recruiting. Today that's down to about

0:30:48.800 --> 0:30:50.960
<v Speaker 1>and I expect it will go down even lower. So

0:30:51.040 --> 0:30:55.400
<v Speaker 1>they're looking for things that are very much targeted their interests,

0:30:55.440 --> 0:30:59.560
<v Speaker 1>and they're willing to look and create the job search

0:30:59.640 --> 0:31:02.600
<v Speaker 1>themselves to a network search, often through our alumni base,

0:31:03.080 --> 0:31:05.200
<v Speaker 1>define the thing that matches their needs. One they I

0:31:05.200 --> 0:31:06.400
<v Speaker 1>want to ask you, and we picked it off with

0:31:06.400 --> 0:31:09.320
<v Speaker 1>our Joel Weber, editor of Bloomberg Business Magazine. We've got

0:31:09.320 --> 0:31:12.160
<v Speaker 1>a story online this week that's just talking about student

0:31:12.160 --> 0:31:15.479
<v Speaker 1>debt and specifically NBA candidates. And I do think I'm

0:31:15.520 --> 0:31:17.880
<v Speaker 1>curious about the conversations you folks are having here at

0:31:17.920 --> 0:31:20.360
<v Speaker 1>Harvard Business School and Harvard at large. You know, in

0:31:20.480 --> 0:31:23.480
<v Speaker 1>terms of return on investment, where students are looking the

0:31:23.480 --> 0:31:25.680
<v Speaker 1>amount of debt that they have to take on to

0:31:25.760 --> 0:31:28.960
<v Speaker 1>go to a great institution like the Harvard Business School.

0:31:29.560 --> 0:31:32.080
<v Speaker 1>Tell me what you guys are are talking about. So,

0:31:32.200 --> 0:31:34.600
<v Speaker 1>for sure, our students has questions about return on the

0:31:34.680 --> 0:31:37.040
<v Speaker 1>NBA investment and we like that, right. We'd like to

0:31:37.120 --> 0:31:39.840
<v Speaker 1>have people here are thinking about what's the return on investments.

0:31:40.320 --> 0:31:43.000
<v Speaker 1>And they've had good reasons to question the tuition cost

0:31:43.080 --> 0:31:46.280
<v Speaker 1>of risen over time UM. And they also have to

0:31:46.320 --> 0:31:48.600
<v Speaker 1>take off two years two years out of the workforce

0:31:48.840 --> 0:31:50.680
<v Speaker 1>in order to come here. So we have to make

0:31:50.800 --> 0:31:54.000
<v Speaker 1>every day count and we've done a few things to

0:31:54.040 --> 0:31:57.520
<v Speaker 1>try to make sure that we have the NBA program

0:31:57.560 --> 0:31:59.680
<v Speaker 1>being accessible to anyone with its talent and drive to

0:31:59.840 --> 0:32:03.120
<v Speaker 1>be admitted, right, and it's important that we bring in

0:32:03.200 --> 0:32:06.160
<v Speaker 1>anyone who has that down and drive. So we have

0:32:06.320 --> 0:32:10.960
<v Speaker 1>very generous financial aid UM. The typical students, about half

0:32:11.000 --> 0:32:14.080
<v Speaker 1>our students have financial aid. The typical package is about

0:32:14.080 --> 0:32:17.320
<v Speaker 1>eighty thou dollars for the two years they're here and

0:32:17.640 --> 0:32:20.520
<v Speaker 1>UM the revenue of the NBA program is about a

0:32:20.560 --> 0:32:24.240
<v Speaker 1>hundred and forty million dollars. We almost immediately get forty

0:32:24.240 --> 0:32:27.000
<v Speaker 1>million back in financial aid. The other thing we've done

0:32:27.000 --> 0:32:32.800
<v Speaker 1>recently this year is we have frozen the tuition and

0:32:32.920 --> 0:32:35.600
<v Speaker 1>increase financial aid in order to make sure that the

0:32:35.720 --> 0:32:40.720
<v Speaker 1>NBA is affordable and accessible and particularly get the great

0:32:41.080 --> 0:32:44.320
<v Speaker 1>diversity we need on our campus. A lot of what

0:32:44.320 --> 0:32:47.680
<v Speaker 1>our students are doing when they leave here is managing

0:32:48.080 --> 0:32:52.560
<v Speaker 1>diverse workforces, the fire bases, customer bases. We did that

0:32:52.960 --> 0:32:56.120
<v Speaker 1>those human differences reflected in our campus. We're hearing as

0:32:56.120 --> 0:32:59.320
<v Speaker 1>we talked to your alone here on our program today. Yeah. Well,

0:32:59.360 --> 0:33:01.480
<v Speaker 1>and I want to add skew about the product the

0:33:01.520 --> 0:33:03.440
<v Speaker 1>curriculum a little bit, because you guys have stuck to

0:33:03.480 --> 0:33:07.560
<v Speaker 1>this sort of general management approach, not going down the

0:33:07.560 --> 0:33:12.240
<v Speaker 1>specialty route that other of your competitors have. Why so,

0:33:12.320 --> 0:33:15.360
<v Speaker 1>a lot of our competitors have launched these specialized, shorter

0:33:16.000 --> 0:33:21.720
<v Speaker 1>master's programs in data analytics, supply chain management, financial engineering,

0:33:22.320 --> 0:33:24.840
<v Speaker 1>and I think those are great products for a particular

0:33:24.880 --> 0:33:28.080
<v Speaker 1>type of learner. Harvard Business School our mission is to

0:33:28.160 --> 0:33:29.800
<v Speaker 1>educate and used to make a difference in the world.

0:33:29.920 --> 0:33:32.480
<v Speaker 1>And just as you said, Jason, our focus has been

0:33:32.840 --> 0:33:36.160
<v Speaker 1>on general managers, the people who set the overall direction

0:33:36.160 --> 0:33:40.280
<v Speaker 1>of enterprises, and in that context, what we're doing basically,

0:33:40.320 --> 0:33:43.800
<v Speaker 1>as the world zags were zigging, and we're zigging harder

0:33:43.840 --> 0:33:48.680
<v Speaker 1>than ever. The bet. The bet is essentially as specialized

0:33:48.760 --> 0:33:52.920
<v Speaker 1>knowledge becomes more important, the value of managers who can

0:33:52.920 --> 0:33:56.480
<v Speaker 1>look across those specialties and knit the pieces together, the

0:33:56.600 --> 0:33:59.480
<v Speaker 1>value that they have individually, and the value they can

0:33:59.480 --> 0:34:03.680
<v Speaker 1>create in the world. It's bigger and bigger. We do, though,

0:34:03.720 --> 0:34:06.040
<v Speaker 1>I have to say that we do. We do a

0:34:06.120 --> 0:34:10.839
<v Speaker 1>couple our expertise in general management here but with programs

0:34:10.880 --> 0:34:14.040
<v Speaker 1>elsewhere at hard So just yesterday we announced the new

0:34:14.080 --> 0:34:17.440
<v Speaker 1>Masters and Life Sciences, for instance. So you're mixing and

0:34:17.480 --> 0:34:21.560
<v Speaker 1>mounting among the differendum. Jen, thank you so much, great

0:34:21.560 --> 0:34:24.520
<v Speaker 1>to get some into the program overall, thanks for having us.

0:34:24.640 --> 0:34:27.600
<v Speaker 1>Welcome for you here beautiful space. Jan Rifkin is Senior

0:34:27.600 --> 0:34:30.960
<v Speaker 1>Associate Dean and Chair of the NBA program here at

0:34:31.000 --> 0:34:34.880
<v Speaker 1>Harvard Business Corp. You're listening to Bloomberg Business Week with

0:34:34.960 --> 0:34:44.960
<v Speaker 1>Carol Masser and Jason Kelly on Bloomberg Radio. All right, Well,

0:34:45.000 --> 0:34:49.040
<v Speaker 1>our next guest has a fascinating remit of swords, and

0:34:49.080 --> 0:34:51.000
<v Speaker 1>as we've learned a lot about him, I've gotten more

0:34:51.000 --> 0:34:53.120
<v Speaker 1>excited about more and more excited about talking to George

0:34:53.120 --> 0:34:56.040
<v Speaker 1>Seraphim is here. He's a professor here at the Harvard

0:34:56.080 --> 0:35:01.960
<v Speaker 1>Business School, professor of Business Administration. It's been teaching and

0:35:02.000 --> 0:35:04.480
<v Speaker 1>he focuses a lot of his work on E s G.

0:35:04.680 --> 0:35:07.080
<v Speaker 1>And first of all, great to have you here with us.

0:35:07.400 --> 0:35:09.319
<v Speaker 1>Thank you very much, a pleasure to be here. So

0:35:09.480 --> 0:35:11.239
<v Speaker 1>before we get to s G, though, I actually want

0:35:11.239 --> 0:35:15.880
<v Speaker 1>to go to something that's been recently uh in Harvard

0:35:15.880 --> 0:35:19.440
<v Speaker 1>Business it's about money laundering and and and corruption and

0:35:19.560 --> 0:35:22.759
<v Speaker 1>white color crime. And we've talked a lot about that

0:35:22.840 --> 0:35:24.800
<v Speaker 1>on our show and written a lot about it in

0:35:24.840 --> 0:35:28.320
<v Speaker 1>Bloomberg Business Week. It feels like we're at a moment

0:35:28.360 --> 0:35:32.239
<v Speaker 1>where there's a lot of this happening. Why a lot

0:35:32.280 --> 0:35:34.880
<v Speaker 1>of this is happening and no research we have found

0:35:34.920 --> 0:35:38.759
<v Speaker 1>that this is primarily a cultural problem and the leadership problem.

0:35:38.760 --> 0:35:41.920
<v Speaker 1>It is not a compliance and control systems problem. So

0:35:41.960 --> 0:35:44.680
<v Speaker 1>what we have found is that leaders really they don't

0:35:44.719 --> 0:35:48.200
<v Speaker 1>create the type of culture inside an organization where people

0:35:48.239 --> 0:35:50.480
<v Speaker 1>can acting with integrity. Let me give you a very

0:35:50.480 --> 0:35:53.040
<v Speaker 1>concrete example of that. For example, one of the things

0:35:53.040 --> 0:35:55.719
<v Speaker 1>that we have found is that there's a very with

0:35:55.840 --> 0:36:00.200
<v Speaker 1>which perpetrators of white color crime they're punished in side down.

0:36:00.200 --> 0:36:04.560
<v Speaker 1>An organization is declining with the seniority of the perpetrators,

0:36:04.560 --> 0:36:08.319
<v Speaker 1>so more senior people are getting more linear punishments. And

0:36:08.400 --> 0:36:13.400
<v Speaker 1>that is especially true for male perpetrators, but not for

0:36:13.520 --> 0:36:16.920
<v Speaker 1>female perpetrators. So how can you expect to create a

0:36:17.000 --> 0:36:21.320
<v Speaker 1>culture of integrity inside the organization if you're actually playing favorites.

0:36:21.520 --> 0:36:25.200
<v Speaker 1>This is just a simple example of howard physically we're

0:36:25.280 --> 0:36:28.960
<v Speaker 1>coiled um. So many different places to go first I

0:36:29.000 --> 0:36:30.959
<v Speaker 1>want to go to. I would have thought, I guess

0:36:31.000 --> 0:36:33.640
<v Speaker 1>I would have hoped that after the financial crisis that

0:36:33.719 --> 0:36:36.520
<v Speaker 1>we would all be rethinking leadership and we would think

0:36:36.560 --> 0:36:39.040
<v Speaker 1>about a moral compass and we would think about ethics

0:36:39.040 --> 0:36:42.040
<v Speaker 1>and doing the right thing. Has nothing changed after the crisis.

0:36:42.239 --> 0:36:44.719
<v Speaker 1>I do think we're making progress and we're moving the

0:36:44.880 --> 0:36:47.440
<v Speaker 1>right direction. And just to give we're not making progress.

0:36:47.440 --> 0:36:50.200
<v Speaker 1>If men get off and women don't, we're not making

0:36:50.280 --> 0:36:54.799
<v Speaker 1>enough anyway. Absolutely, I think we have long ways to

0:36:54.840 --> 0:36:57.920
<v Speaker 1>go to get there. But I do think that there

0:36:58.000 --> 0:37:02.319
<v Speaker 1>is an increased realization inside business, inside organizations, that these

0:37:02.320 --> 0:37:05.760
<v Speaker 1>are issues that we really need to pay attention and tackle.

0:37:06.200 --> 0:37:08.719
<v Speaker 1>And this is what's happening here at Harvard Business School

0:37:08.800 --> 0:37:11.080
<v Speaker 1>as well. So, for example, In the course that I

0:37:11.160 --> 0:37:15.879
<v Speaker 1>teach with my colleague, Professor Rebecca Henderson, that's called Reimagining Capitalism,

0:37:15.920 --> 0:37:19.759
<v Speaker 1>Business and Big Problems. We introduce to students many of

0:37:19.800 --> 0:37:23.360
<v Speaker 1>those dialemmas and problems and we really make them think

0:37:23.400 --> 0:37:26.200
<v Speaker 1>hard about how they would act and how they will

0:37:26.320 --> 0:37:29.640
<v Speaker 1>manage those types of problems inside organizations. This is a

0:37:29.680 --> 0:37:32.800
<v Speaker 1>course that has gone from two students to three students.

0:37:33.040 --> 0:37:35.640
<v Speaker 1>This is an indication of how we are training a

0:37:35.640 --> 0:37:38.160
<v Speaker 1>new generations. But I have to say that I would

0:37:38.200 --> 0:37:40.080
<v Speaker 1>think that most of us in a study group or

0:37:40.120 --> 0:37:43.560
<v Speaker 1>in an academic situation would do the right thing. But

0:37:43.600 --> 0:37:47.399
<v Speaker 1>what that's adorable, I know, but I really do think.

0:37:47.440 --> 0:37:50.680
<v Speaker 1>But what happens too when you're in this setting and

0:37:50.680 --> 0:37:52.600
<v Speaker 1>then you get out in the real world and everybody

0:37:52.680 --> 0:37:55.600
<v Speaker 1>kind of not everybody, but people forget to do the

0:37:55.680 --> 0:37:59.200
<v Speaker 1>right thing. And this is absolutely a problem of sitting

0:37:59.239 --> 0:38:01.480
<v Speaker 1>in a classroom and say it and trying to make

0:38:01.520 --> 0:38:04.239
<v Speaker 1>the right thing, and then facing all the constraints and

0:38:04.280 --> 0:38:07.680
<v Speaker 1>the realities and you're making a very different choice. Actually,

0:38:07.680 --> 0:38:10.280
<v Speaker 1>this is the part of the case method and putting

0:38:10.280 --> 0:38:12.959
<v Speaker 1>a person in the suits of a protagonist and having

0:38:13.000 --> 0:38:15.759
<v Speaker 1>also the protagonists of the case in the classroom, but

0:38:15.840 --> 0:38:18.719
<v Speaker 1>then you can reflect and have a discussion about what

0:38:18.880 --> 0:38:22.360
<v Speaker 1>is happening. So, for example, in this HBr article, we

0:38:22.440 --> 0:38:26.200
<v Speaker 1>have an interview with eric Usmunsen, who is the CEO

0:38:26.640 --> 0:38:29.520
<v Speaker 1>of the largest waste management company in Norway. We have

0:38:29.560 --> 0:38:32.240
<v Speaker 1>written a case on him and how he was facing

0:38:32.239 --> 0:38:36.040
<v Speaker 1>with ground level and systemic corruption inside the organization. What

0:38:36.080 --> 0:38:39.120
<v Speaker 1>did he do when he took over to turn around

0:38:39.120 --> 0:38:42.320
<v Speaker 1>the organization. So these are the real life situations that

0:38:42.920 --> 0:38:45.080
<v Speaker 1>are getting exposed to and they can be done. And

0:38:45.120 --> 0:38:47.200
<v Speaker 1>that is the case method, right, I mean you're you

0:38:47.239 --> 0:38:49.960
<v Speaker 1>have to look at real life examples. It's not hypothetical.

0:38:50.400 --> 0:38:52.799
<v Speaker 1>Well let's talk a little e. S G. Because you know,

0:38:52.840 --> 0:38:56.279
<v Speaker 1>we heard from Jen Ritkin, the senior says Dean here

0:38:56.320 --> 0:39:00.480
<v Speaker 1>that you are attracting a population that is very interested

0:39:00.520 --> 0:39:04.839
<v Speaker 1>in jobs that allow them to do good. Uh, how

0:39:04.920 --> 0:39:06.920
<v Speaker 1>do they how do they do that? Where are they,

0:39:07.080 --> 0:39:09.120
<v Speaker 1>where they going and what are they learning in order

0:39:09.160 --> 0:39:13.080
<v Speaker 1>to enable them to get there. There are multiple career paths.

0:39:13.120 --> 0:39:16.359
<v Speaker 1>One of them is at the corporate sector. So increasingly

0:39:16.440 --> 0:39:20.760
<v Speaker 1>many more companies are having real integrated corporate as ability

0:39:20.760 --> 0:39:24.280
<v Speaker 1>strategies that they are trying to drive financial performance while

0:39:24.320 --> 0:39:28.239
<v Speaker 1>trying to drive also social impact. Another avenue is within

0:39:28.320 --> 0:39:31.239
<v Speaker 1>the impact investing in s the investing space in the

0:39:31.280 --> 0:39:34.799
<v Speaker 1>investment markets. What started from a niche, I would say,

0:39:34.840 --> 0:39:38.000
<v Speaker 1>and specialized market now has exploded to be within the

0:39:38.040 --> 0:39:40.240
<v Speaker 1>heads fund industry and the private tect of the industry

0:39:40.280 --> 0:39:42.919
<v Speaker 1>and so forth. And of course a third career path

0:39:43.000 --> 0:39:45.440
<v Speaker 1>would be within the consulting world. Right, so all the

0:39:45.440 --> 0:39:48.239
<v Speaker 1>big consulting firms are developing practices and many more that

0:39:48.320 --> 0:39:50.040
<v Speaker 1>I can keep going on, George, we just have about

0:39:50.040 --> 0:39:52.080
<v Speaker 1>thirty forty seconds left here. I do think E s

0:39:52.120 --> 0:39:54.279
<v Speaker 1>G has gone from a niche and just being kind

0:39:54.280 --> 0:39:56.680
<v Speaker 1>of the right or feel good way of investing to

0:39:57.160 --> 0:40:00.000
<v Speaker 1>actually showing performance. Are we seeing that more and more

0:40:00.000 --> 0:40:03.560
<v Speaker 1>war that you can do do good invest in E

0:40:03.719 --> 0:40:06.560
<v Speaker 1>s G but also see those performances that are comparable

0:40:06.560 --> 0:40:09.320
<v Speaker 1>to other asset classes. Yes, And I think the key

0:40:09.360 --> 0:40:12.799
<v Speaker 1>and the key concept is materiality. How those E s

0:40:12.840 --> 0:40:16.120
<v Speaker 1>G issues are becoming financially material and as a result

0:40:16.160 --> 0:40:20.120
<v Speaker 1>affecting the value creational process and the competitiveness of economies,

0:40:20.280 --> 0:40:24.040
<v Speaker 1>of corporations and in general organizations. And this is what

0:40:24.200 --> 0:40:26.760
<v Speaker 1>we have found in our research, that those are becoming

0:40:26.760 --> 0:40:30.080
<v Speaker 1>financially material and as a result, they are affecting growth rates,

0:40:30.120 --> 0:40:34.520
<v Speaker 1>cost of capital, and profitability. Magic, fascinating conversation. Thank you

0:40:34.600 --> 0:40:37.480
<v Speaker 1>so much. Sounds like you have fun teaching and student

0:40:37.480 --> 0:40:40.480
<v Speaker 1>body towards. Seraphim is Professor of Business Administration at Harvard

0:40:40.520 --> 0:40:43.520
<v Speaker 1>Business School. Joining us on site at Harvard. This is

0:40:43.560 --> 0:40:47.480
<v Speaker 1>Bloomberg Business Week with Carol Masser and Jason Kelly on

0:40:47.640 --> 0:40:51.080
<v Speaker 1>Bloomberg Radio. We're live at Harvard Business School and we've

0:40:51.120 --> 0:40:54.239
<v Speaker 1>gotten a chance, Carol to talk to some I'm just

0:40:54.239 --> 0:40:57.840
<v Speaker 1>gonna say, it's a very distinguished alumni here. We're so

0:40:57.920 --> 0:41:03.080
<v Speaker 1>excited to have one here with us in the Baker Library.

0:41:03.200 --> 0:41:06.000
<v Speaker 1>So beautiful here. Kelly Morrel. She's a managing director. She

0:41:06.040 --> 0:41:10.040
<v Speaker 1>works in the Tactical Opportunities Group at Blackstone down in

0:41:10.080 --> 0:41:12.359
<v Speaker 1>New York. She's here with us in Boston. Kelly, great

0:41:12.360 --> 0:41:13.560
<v Speaker 1>to have you with us. Thank you so much for

0:41:13.600 --> 0:41:15.879
<v Speaker 1>having me. All Right, So I have to say we've

0:41:15.880 --> 0:41:18.719
<v Speaker 1>talked to some other alum but you're one who is

0:41:18.760 --> 0:41:23.239
<v Speaker 1>actually here in this century. And not only that, but

0:41:23.360 --> 0:41:26.120
<v Speaker 1>you were here during the financial crisis. I was what

0:41:26.160 --> 0:41:28.680
<v Speaker 1>was that like? So it's an incredibly unique experience. I

0:41:28.680 --> 0:41:32.200
<v Speaker 1>feel like our class in particular, coming out of HBS

0:41:32.320 --> 0:41:34.520
<v Speaker 1>in two thousand nine, you know, there weren't that many

0:41:34.560 --> 0:41:37.200
<v Speaker 1>sort of traditional job opportunities, and so you saw people

0:41:37.280 --> 0:41:41.000
<v Speaker 1>really doing incredibly innovative, slightly different things. A number of

0:41:41.040 --> 0:41:44.200
<v Speaker 1>my classmates ended up starting really sort of renowned companies.

0:41:44.520 --> 0:41:47.880
<v Speaker 1>I did something very very different, took my financial services experience,

0:41:48.200 --> 0:41:50.720
<v Speaker 1>moved down to Washington, d C. And ended up joining

0:41:50.719 --> 0:41:53.440
<v Speaker 1>the Obama administration, where he worked on the bailouts of

0:41:53.560 --> 0:41:57.239
<v Speaker 1>Chrysler and GM during that period of time. Phenomenal experience,

0:41:57.520 --> 0:42:00.440
<v Speaker 1>really sort of unprecedented hopefully once in a lifetime portunity

0:42:00.440 --> 0:42:02.799
<v Speaker 1>to talk about that though, from going from the classroom

0:42:02.920 --> 0:42:04.520
<v Speaker 1>right then also then all of a sudden going to

0:42:04.520 --> 0:42:06.799
<v Speaker 1>the government the practical and having to figure stuff out.

0:42:06.840 --> 0:42:09.200
<v Speaker 1>What was that like? What did you have to think about? Absolutely?

0:42:09.239 --> 0:42:11.480
<v Speaker 1>And so I think, you know, prior to going to HBS,

0:42:11.560 --> 0:42:13.000
<v Speaker 1>you know, I really had spent a lot of time

0:42:13.200 --> 0:42:16.000
<v Speaker 1>working on financial institutions. I was an investment banker of

0:42:16.080 --> 0:42:19.160
<v Speaker 1>Goldman Sachs, and going down to Washington at that point

0:42:19.160 --> 0:42:22.320
<v Speaker 1>in time, it was a really unique experience because you

0:42:22.400 --> 0:42:25.919
<v Speaker 1>had a number of people from different backgrounds, Republicans, independents

0:42:26.000 --> 0:42:29.040
<v Speaker 1>Democrats who really brought their sort of financial and Wall

0:42:29.080 --> 0:42:31.960
<v Speaker 1>Street experience to solving pretty tough problems that no one

0:42:32.000 --> 0:42:34.040
<v Speaker 1>really had the answer to. And so I was part

0:42:34.080 --> 0:42:36.640
<v Speaker 1>of a small team that took GM and Chrysler through bankruptcy.

0:42:36.800 --> 0:42:38.759
<v Speaker 1>When the company's emerged from bankruptcy, I ended up being

0:42:38.760 --> 0:42:42.000
<v Speaker 1>the point person on Chrysler, which basically meant that I

0:42:42.120 --> 0:42:45.400
<v Speaker 1>partnered very very closely with the CEO, the late Sergio

0:42:45.440 --> 0:42:49.080
<v Speaker 1>Marchioni UM and Richard Palmer, who was the CFO at

0:42:49.120 --> 0:42:51.560
<v Speaker 1>that point in time, helping them think through, you know,

0:42:51.600 --> 0:42:55.239
<v Speaker 1>their strategy, their viability plan, how ultimately they were going

0:42:55.239 --> 0:42:57.480
<v Speaker 1>to be successful, and really figure out how do you

0:42:57.560 --> 0:43:01.200
<v Speaker 1>drive value for the shareholders which really were the American

0:43:01.239 --> 0:43:04.120
<v Speaker 1>taxpayers at that point in time. And you stay in

0:43:04.160 --> 0:43:07.719
<v Speaker 1>the essentially the distress restructuring business that when you got

0:43:07.760 --> 0:43:10.560
<v Speaker 1>a c I t a well known name to a

0:43:10.560 --> 0:43:13.560
<v Speaker 1>lot of folks on Wall Street, what was that like?

0:43:13.640 --> 0:43:16.479
<v Speaker 1>And then how do you ultimately get to Blackstone? Sure?

0:43:16.600 --> 0:43:19.719
<v Speaker 1>So I really liked this intersection of working on complex

0:43:19.719 --> 0:43:22.840
<v Speaker 1>strategic problems that really sort of had an M and

0:43:22.880 --> 0:43:25.400
<v Speaker 1>a component to them where you could affect change, and

0:43:25.440 --> 0:43:27.839
<v Speaker 1>so I was looking for an opportunity when my time

0:43:27.840 --> 0:43:30.320
<v Speaker 1>at the government came to an end, um to really

0:43:30.360 --> 0:43:33.279
<v Speaker 1>work for a new CEO who had worked on a

0:43:33.280 --> 0:43:36.720
<v Speaker 1>company that also is experiencing, you know, a really strong

0:43:36.800 --> 0:43:39.480
<v Speaker 1>sort of transformation at that point in the company's sort

0:43:39.480 --> 0:43:41.839
<v Speaker 1>of corporate history. So I joined C I T, where

0:43:41.840 --> 0:43:44.000
<v Speaker 1>I worked for the CEO, John Than. C I T

0:43:44.200 --> 0:43:46.440
<v Speaker 1>had gone through bankgrups here during the financial crisis, was

0:43:46.480 --> 0:43:49.360
<v Speaker 1>one of the largest lenders to small and medium sized businesses.

0:43:49.840 --> 0:43:51.920
<v Speaker 1>I joined as part of the management team really to

0:43:52.120 --> 0:43:55.520
<v Speaker 1>effectuate the turnaround. I was the chief strategy officer. We

0:43:55.640 --> 0:43:58.839
<v Speaker 1>ended up doing a ton of really sort of innovative things,

0:43:59.080 --> 0:44:02.240
<v Speaker 1>restructuring the bad and sheet building an internet bank from scratch,

0:44:02.280 --> 0:44:04.920
<v Speaker 1>taking it from zero dollars in deposits to fifteen billion

0:44:04.880 --> 0:44:08.160
<v Speaker 1>in deposits. We exited a number of non core markets UM,

0:44:08.200 --> 0:44:11.759
<v Speaker 1>including exiting twenty six different geographies. UM. We bought a

0:44:11.760 --> 0:44:14.640
<v Speaker 1>bank on the West Coast, and one of the last

0:44:14.680 --> 0:44:18.440
<v Speaker 1>things that I did was sell a large aircraft leasing business. Uh.

0:44:18.480 --> 0:44:20.919
<v Speaker 1>And I think I can say this, but Blackstone tac

0:44:20.960 --> 0:44:24.280
<v Speaker 1>Ops actually was a bitter on it. They didn't win UM,

0:44:24.320 --> 0:44:26.000
<v Speaker 1>but I got to know the team really well during

0:44:26.040 --> 0:44:28.400
<v Speaker 1>that time, but they got you when the deal closed,

0:44:28.400 --> 0:44:31.560
<v Speaker 1>perhaps the best prize. When the deal closed, they actually

0:44:31.560 --> 0:44:33.920
<v Speaker 1>called me and persuaded me to join their team. And

0:44:34.000 --> 0:44:36.600
<v Speaker 1>so you're you're working for David Blitzer, who we've actually

0:44:36.600 --> 0:44:38.799
<v Speaker 1>had on our program in the context of you know,

0:44:38.880 --> 0:44:41.600
<v Speaker 1>this little basketball team owns down in Philadelphia, but also

0:44:41.640 --> 0:44:44.719
<v Speaker 1>in the context of tactical opportunities. It's a different sort

0:44:44.719 --> 0:44:47.399
<v Speaker 1>of group within Blackstone, it is, and so we really

0:44:47.400 --> 0:44:50.920
<v Speaker 1>think of ourselves a sort of Blackstones opportunistic investing platform.

0:44:51.320 --> 0:44:54.400
<v Speaker 1>And so the fund was founded in really on the

0:44:54.440 --> 0:44:57.120
<v Speaker 1>heels of the financial crisis to take advantage of sort

0:44:57.120 --> 0:45:00.000
<v Speaker 1>of an imbalance and the supply and demand of certain

0:45:00.080 --> 0:45:02.279
<v Speaker 1>types of assets. The banks at that point in time

0:45:02.320 --> 0:45:04.200
<v Speaker 1>had a lot of non core assets that they were

0:45:04.200 --> 0:45:07.360
<v Speaker 1>looking to sell. Traditional buyers of those assets were like

0:45:07.400 --> 0:45:10.279
<v Speaker 1>the prop desks of Goldman, Sacks and Morgan Stanley, which

0:45:10.280 --> 0:45:13.080
<v Speaker 1>really had been sort of eliminated or heavily regulated out

0:45:13.320 --> 0:45:16.280
<v Speaker 1>following Dodd Frank in the Vocal Rule, and so Blacks

0:45:16.280 --> 0:45:18.120
<v Speaker 1>And at that point in time, partnering with one of

0:45:18.120 --> 0:45:21.759
<v Speaker 1>our large LPs, saw a really interesting and unique opportunity

0:45:21.800 --> 0:45:24.560
<v Speaker 1>to take advantage of that type of dislocation and thus

0:45:24.680 --> 0:45:27.320
<v Speaker 1>tack ops was born. Well, so in this environment today,

0:45:27.360 --> 0:45:29.680
<v Speaker 1>I mean, what are the opportunities for you folks? Are

0:45:29.680 --> 0:45:32.400
<v Speaker 1>you buying new companies to add to the existing portfolio

0:45:32.600 --> 0:45:35.520
<v Speaker 1>with the environment lest sure? Something about seconds? Sure? So

0:45:35.520 --> 0:45:37.680
<v Speaker 1>I think it's interesting to note that tack ops actually

0:45:37.680 --> 0:45:40.600
<v Speaker 1>looks at a number of different market dislocations. So we're

0:45:40.600 --> 0:45:43.400
<v Speaker 1>seeing things not only in sort of traditional private equity

0:45:43.480 --> 0:45:46.520
<v Speaker 1>looking at smaller growth oriented companies. We're also seeing a

0:45:46.560 --> 0:45:49.960
<v Speaker 1>lot of interesting opportunities looking at preferred equity and different

0:45:49.960 --> 0:45:53.120
<v Speaker 1>sizes of the capital structure that are differentiating and unique.

0:45:53.440 --> 0:45:55.719
<v Speaker 1>Kelly Morella is still with US managing director, head of

0:45:55.760 --> 0:45:59.080
<v Speaker 1>asset Management and the Tactical Operations Group Opportunities Group. I

0:45:59.120 --> 0:46:01.759
<v Speaker 1>should say at black don't just call it TAPS, it's

0:46:02.000 --> 0:46:05.840
<v Speaker 1>so where are the opportunities right now? Sure? So you know,

0:46:05.920 --> 0:46:08.160
<v Speaker 1>we're actually saying a number of different sort of market

0:46:08.160 --> 0:46:11.320
<v Speaker 1>dislocations across the investment spectrum. So one of the unique

0:46:11.320 --> 0:46:13.600
<v Speaker 1>things about tach ops that we really have a very

0:46:13.640 --> 0:46:15.480
<v Speaker 1>flexible investment mandate. You can go in a lot of

0:46:15.480 --> 0:46:18.719
<v Speaker 1>different places. Exactly, we can invest in any industry, any geography,

0:46:18.719 --> 0:46:20.719
<v Speaker 1>and really any part of the capital structure. So we're

0:46:20.760 --> 0:46:24.799
<v Speaker 1>finding really unique sort of differentiate opportunities, not necessarily looking

0:46:24.840 --> 0:46:27.440
<v Speaker 1>at common equity or at debt, but really looking at

0:46:27.480 --> 0:46:30.960
<v Speaker 1>sort of preferred or other very heavily structured securities that

0:46:31.040 --> 0:46:34.000
<v Speaker 1>provide us downside protection. Does it matter the industry or

0:46:34.040 --> 0:46:36.920
<v Speaker 1>it doesn't necessarily matter the industry across the board and

0:46:36.960 --> 0:46:39.239
<v Speaker 1>you guys, I mean one of the flexibilities you have

0:46:39.320 --> 0:46:42.279
<v Speaker 1>too is you get money sometimes for longer durations, and

0:46:42.440 --> 0:46:44.800
<v Speaker 1>you have these partnerships with your investors that are a

0:46:44.840 --> 0:46:46.640
<v Speaker 1>little bit different. We do, Yeah, we do have a

0:46:46.680 --> 0:46:48.960
<v Speaker 1>number of sort of separately managed accounts which are slightly

0:46:49.000 --> 0:46:52.000
<v Speaker 1>different than some of the traditional private equity funds. But

0:46:52.040 --> 0:46:54.319
<v Speaker 1>you're right, we can hold some of our investments for

0:46:54.360 --> 0:46:57.080
<v Speaker 1>a longer duration. Um, we can do things in terms

0:46:57.080 --> 0:46:59.560
<v Speaker 1>of co invests that are always a little bit slightly different.

0:46:59.800 --> 0:47:01.759
<v Speaker 1>Not one of the benefits of tack ops, Kelly, I

0:47:01.760 --> 0:47:03.800
<v Speaker 1>think about how much time at Bloomberg we talk about

0:47:03.840 --> 0:47:05.879
<v Speaker 1>these big macro issues that are out there, whether it's

0:47:05.920 --> 0:47:08.040
<v Speaker 1>trade with the Fed's going to do with the economic

0:47:08.160 --> 0:47:10.759
<v Speaker 1>situation is going to be. How does that factor into

0:47:10.800 --> 0:47:12.560
<v Speaker 1>your discussions that you guys have It back at Black

0:47:12.840 --> 0:47:15.560
<v Speaker 1>absolutely so. I think one of the challenges actually and

0:47:15.640 --> 0:47:17.440
<v Speaker 1>having a portfolio as large as the one that we

0:47:17.480 --> 0:47:19.960
<v Speaker 1>have in tac OPS and really as diverse as it is.

0:47:20.280 --> 0:47:23.160
<v Speaker 1>You know, we touch a number of different geographies, everything

0:47:23.200 --> 0:47:27.160
<v Speaker 1>from Argentina to Indonesia to New Zealand Australia. Busy keeps

0:47:27.160 --> 0:47:29.520
<v Speaker 1>you quite busy. But because of that, we're always monitoring

0:47:29.560 --> 0:47:32.400
<v Speaker 1>a number of different macro factors, whether it's GDP, growth,

0:47:32.719 --> 0:47:35.360
<v Speaker 1>effects rates, you know, what's happening in the oil markets,

0:47:35.400 --> 0:47:38.560
<v Speaker 1>because all of those ultimately will impact our existing portfolio,

0:47:38.800 --> 0:47:41.600
<v Speaker 1>but they also create opportunities for us on the investment side. Right,

0:47:42.040 --> 0:47:45.120
<v Speaker 1>Kelly Morele, Managing Director, works in the tac OPS group

0:47:45.200 --> 0:47:47.080
<v Speaker 1>over at Black Stand down to New York with us

0:47:47.080 --> 0:47:51.680
<v Speaker 1>here at Harvard Business School, her alma Manity or Double Harvard. Right,

0:47:52.560 --> 0:47:56.040
<v Speaker 1>great to have you with us here in Boston. You're

0:47:56.120 --> 0:47:59.800
<v Speaker 1>listening to Bloomberg Business Week with Carol Masser and Jason

0:48:00.640 --> 0:48:04.480
<v Speaker 1>on Bloomberg Radio. We're live at Harvard Business School. What

0:48:04.680 --> 0:48:08.280
<v Speaker 1>a day it has been. We've had a veritable parade

0:48:08.480 --> 0:48:12.759
<v Speaker 1>of alum and faculty experts and we're not done yet.

0:48:12.800 --> 0:48:16.280
<v Speaker 1>Bill Kerr is Professor of Business Administration here at HBS.

0:48:16.360 --> 0:48:21.040
<v Speaker 1>He's on site with us in the gorgeous Baker Library built.

0:48:21.120 --> 0:48:23.440
<v Speaker 1>Great to have you with us, Thank you. Yeah, we

0:48:23.560 --> 0:48:25.880
<v Speaker 1>love it. I don't think I've ever seen this amount

0:48:25.880 --> 0:48:29.200
<v Speaker 1>of equipment. Well, so tell us a little bit about

0:48:29.200 --> 0:48:31.560
<v Speaker 1>the workplace, because I think we spend a lot of

0:48:31.600 --> 0:48:35.600
<v Speaker 1>time talking about artificial intelligence, we talk about machine learning.

0:48:35.840 --> 0:48:38.120
<v Speaker 1>You know, what impact will this have on our world

0:48:38.160 --> 0:48:39.840
<v Speaker 1>when it comes to work? How do you see it?

0:48:39.880 --> 0:48:41.480
<v Speaker 1>How do you teach about it? Yeah? I think we

0:48:41.680 --> 0:48:44.640
<v Speaker 1>we start with actually two trends that are impacting the workplace.

0:48:44.840 --> 0:48:50.080
<v Speaker 1>One is the technology side, artificial intelligence, advanced cognitive technologies,

0:48:50.320 --> 0:48:53.040
<v Speaker 1>increasingly robots and how they're going to enter the service

0:48:53.080 --> 0:48:55.040
<v Speaker 1>sector and so forth. The other one big one is

0:48:55.080 --> 0:48:58.600
<v Speaker 1>for us to demographics, so an aging workforce and the

0:48:58.680 --> 0:49:01.760
<v Speaker 1>challenges that's going to pose on the number of workers

0:49:01.800 --> 0:49:04.120
<v Speaker 1>we have and the responsibilities that they look at. So

0:49:04.160 --> 0:49:05.919
<v Speaker 1>we're trying to think about things in both the short

0:49:06.000 --> 0:49:09.160
<v Speaker 1>run horizon, what are companies doing right now to increase

0:49:09.160 --> 0:49:11.799
<v Speaker 1>their access to workers and then over that twenty thirty

0:49:11.840 --> 0:49:15.239
<v Speaker 1>year period, how is it going to likely reshape the workplace?

0:49:15.360 --> 0:49:17.640
<v Speaker 1>And then what can businesses start to do to get

0:49:17.680 --> 0:49:19.480
<v Speaker 1>a bit ahead of that curve. So one of the

0:49:19.480 --> 0:49:21.759
<v Speaker 1>things that we've talked a lot about, and it's very

0:49:21.800 --> 0:49:25.360
<v Speaker 1>familiar to you, is the case method here at HBS.

0:49:25.560 --> 0:49:29.799
<v Speaker 1>It's not hypothetical, it's not theoretical. You're teaching real examples.

0:49:29.920 --> 0:49:32.080
<v Speaker 1>How do you teach this in real examples? What are

0:49:32.120 --> 0:49:33.839
<v Speaker 1>some cases that you look at? But I think we're

0:49:33.840 --> 0:49:36.440
<v Speaker 1>still finding our way to the Opton way of teaching

0:49:36.480 --> 0:49:39.680
<v Speaker 1>that true to Harvard Business Schools form. A lot of

0:49:39.680 --> 0:49:43.319
<v Speaker 1>our work is set inside a company, an organization is

0:49:43.360 --> 0:49:44.759
<v Speaker 1>this could be a vote of phone, It could be

0:49:44.800 --> 0:49:46.480
<v Speaker 1>a Procter and Gamble, could be an a T and T,

0:49:46.640 --> 0:49:49.239
<v Speaker 1>a Walmart. It starts with what are some of the

0:49:49.239 --> 0:49:51.680
<v Speaker 1>things that they are seeing on the horizon, and then

0:49:51.719 --> 0:49:55.360
<v Speaker 1>how are they starting to make actions right now towards

0:49:55.360 --> 0:49:59.000
<v Speaker 1>things like the gig economy, towards access to workforces, towards

0:49:59.000 --> 0:50:02.000
<v Speaker 1>the adoption of technolo alogy into various processes. And then

0:50:02.080 --> 0:50:04.120
<v Speaker 1>what do they see on the horizon and how are

0:50:04.120 --> 0:50:06.279
<v Speaker 1>they getting ready for that future? Well, Bill, I do

0:50:06.360 --> 0:50:08.920
<v Speaker 1>wonder you know, we don't go through a conversation without

0:50:09.000 --> 0:50:12.400
<v Speaker 1>somehow often bringing up the Amazon factor. And I do

0:50:12.440 --> 0:50:15.320
<v Speaker 1>wonder in your teaching. Are you often using that Amazon

0:50:15.719 --> 0:50:19.360
<v Speaker 1>and Jeff Bezos as the benchmark? We don't use I

0:50:19.360 --> 0:50:22.920
<v Speaker 1>mean the Amazon, how do you The Amazon factor certainly

0:50:22.960 --> 0:50:26.160
<v Speaker 1>comes up, as is the whole reshaping of the future

0:50:26.160 --> 0:50:29.040
<v Speaker 1>of commerce. You can start with the implications for the

0:50:29.120 --> 0:50:32.160
<v Speaker 1>stores and the retailers and go work your way all

0:50:32.200 --> 0:50:35.279
<v Speaker 1>the way back up the supply chains. The manufacturers look

0:50:35.320 --> 0:50:38.120
<v Speaker 1>for a place where the data and analytics and the

0:50:38.160 --> 0:50:41.840
<v Speaker 1>sort of predictive power of technologies reshaping things. The supply

0:50:42.000 --> 0:50:44.200
<v Speaker 1>chain going into retail is a big one that that

0:50:44.320 --> 0:50:46.960
<v Speaker 1>shadow looms large. But a lot of times we want

0:50:47.000 --> 0:50:50.040
<v Speaker 1>to not think about what Amazon should or shouldn't do

0:50:50.040 --> 0:50:52.759
<v Speaker 1>does come up. We're instead looking at companies that have

0:50:52.960 --> 0:50:56.239
<v Speaker 1>fifty hundred thousand or maybe ten thousand workers, and they

0:50:56.239 --> 0:51:00.000
<v Speaker 1>are being impacted by the technologies that are coming to life,

0:51:00.120 --> 0:51:03.800
<v Speaker 1>the chat bots, the futures of AI analytics, the robots

0:51:03.800 --> 0:51:06.520
<v Speaker 1>that are going to be entering the fast food front

0:51:06.560 --> 0:51:09.680
<v Speaker 1>front restaurants in the future gig economy. So how are

0:51:09.719 --> 0:51:13.080
<v Speaker 1>they where they can't really funnily shape the technology, but

0:51:13.120 --> 0:51:15.520
<v Speaker 1>are instead needing to keep up with it and transform

0:51:15.560 --> 0:51:18.319
<v Speaker 1>their workplace. Well, and I feel like we're having some

0:51:18.440 --> 0:51:23.960
<v Speaker 1>pretty blood societal discussions about this. Right now, back to education.

0:51:24.040 --> 0:51:26.799
<v Speaker 1>You know, we were talking with SALCN earlier about how

0:51:26.960 --> 0:51:30.680
<v Speaker 1>people are educated. He's a proud HBS alum, as you know.

0:51:30.800 --> 0:51:34.000
<v Speaker 1>So there's that factor of it. And and how do

0:51:34.080 --> 0:51:37.840
<v Speaker 1>you think about educating workers in real time? Because I

0:51:37.840 --> 0:51:40.560
<v Speaker 1>would imagine one of the things you're talking about is

0:51:40.640 --> 0:51:44.160
<v Speaker 1>essentially retraining a workforce in real time. Yeah, I think

0:51:44.160 --> 0:51:46.080
<v Speaker 1>you're I think you're hitting it right on the head.

0:51:46.280 --> 0:51:48.680
<v Speaker 1>You go out to we got a lot of big

0:51:48.760 --> 0:51:51.319
<v Speaker 1>questions is to are we gonna, you know, have five

0:51:51.719 --> 0:51:53.680
<v Speaker 1>million jobs more? Are we going to be down to

0:51:53.840 --> 0:51:57.080
<v Speaker 1>billion jobs? Very smart people can come to very different

0:51:57.080 --> 0:51:59.600
<v Speaker 1>conclusions about that. But if you start to come back

0:51:59.600 --> 0:52:01.960
<v Speaker 1>to doay A, there's two things that we know for certain.

0:52:02.320 --> 0:52:05.000
<v Speaker 1>One is that it's going to be very pervasive and ubiquitous.

0:52:05.040 --> 0:52:08.120
<v Speaker 1>This isn't technological change is happening in one sector and

0:52:08.120 --> 0:52:11.440
<v Speaker 1>it's an isolated issue across all sectors were experiencing this.

0:52:11.800 --> 0:52:13.880
<v Speaker 1>And second, it's coming at a pace that we've not

0:52:13.960 --> 0:52:17.080
<v Speaker 1>experienced before, and so we don't have the institution set

0:52:17.160 --> 0:52:20.239
<v Speaker 1>up to make that workforce transition the way we have

0:52:20.320 --> 0:52:23.360
<v Speaker 1>in the past, where the next generation learned this, you know,

0:52:23.400 --> 0:52:25.840
<v Speaker 1>the technology, and then they went into the workplace, and

0:52:25.840 --> 0:52:28.160
<v Speaker 1>then we sort of retooled. Over the next twenty years,

0:52:28.320 --> 0:52:30.239
<v Speaker 1>businesses are going to have to take a much more

0:52:30.320 --> 0:52:34.200
<v Speaker 1>direct role in workplace reskilling and training for their own

0:52:34.239 --> 0:52:37.040
<v Speaker 1>self interests, but also for society, and they're gonna have

0:52:37.120 --> 0:52:39.399
<v Speaker 1>to work a lot more with the partners in the ecosystem,

0:52:39.560 --> 0:52:43.360
<v Speaker 1>the community, colleges, universities to make sure that they're producing

0:52:43.360 --> 0:52:45.880
<v Speaker 1>the graduates that they need. Bill, what kind of jobs

0:52:46.280 --> 0:52:49.080
<v Speaker 1>are we not going to need people to do anymore

0:52:49.080 --> 0:52:50.840
<v Speaker 1>in the future. I don't know, there's five years, I

0:52:50.880 --> 0:52:53.000
<v Speaker 1>don't know, it's ten years. What jobs do you look

0:52:53.000 --> 0:52:54.840
<v Speaker 1>at that say there's no longer we're gonna need a

0:52:54.840 --> 0:52:57.080
<v Speaker 1>person to do that. It's very hard to actually pick

0:52:57.120 --> 0:52:58.759
<v Speaker 1>it out in a job by job. We tend to

0:52:58.760 --> 0:53:00.960
<v Speaker 1>think of it more as a task by task kind

0:53:00.960 --> 0:53:03.120
<v Speaker 1>of role. So what kind of tasks? Yeah, So if

0:53:03.120 --> 0:53:06.520
<v Speaker 1>you think about technology would change over the last century,

0:53:06.880 --> 0:53:09.399
<v Speaker 1>the task that it was most principally connected to are

0:53:09.440 --> 0:53:12.000
<v Speaker 1>things that were at a very either routine or kind

0:53:12.000 --> 0:53:14.920
<v Speaker 1>of manual roll to it. And then with the computer,

0:53:14.960 --> 0:53:17.319
<v Speaker 1>it really went into things that are calculations, you know

0:53:17.440 --> 0:53:20.279
<v Speaker 1>that they had to be crunched, the number crunching. As

0:53:20.320 --> 0:53:22.600
<v Speaker 1>we look at the next wave of technologies, they're gonna

0:53:22.600 --> 0:53:26.120
<v Speaker 1>increase me going into non routine cognitive tasks, so things

0:53:26.200 --> 0:53:30.279
<v Speaker 1>that require an element of you know, calculating the predictions

0:53:30.320 --> 0:53:33.680
<v Speaker 1>of something or what are some likely scenarios that stuff

0:53:33.680 --> 0:53:35.080
<v Speaker 1>that the machine is going to be able to do

0:53:35.160 --> 0:53:39.040
<v Speaker 1>better and better likewise some forms of first line customer service,

0:53:39.239 --> 0:53:42.719
<v Speaker 1>networking optimization, so forth, the machines is going to become

0:53:42.760 --> 0:53:45.279
<v Speaker 1>better at at handling those things. And then kind of

0:53:45.280 --> 0:53:47.120
<v Speaker 1>the next level the arc is going to be going

0:53:47.160 --> 0:53:50.040
<v Speaker 1>in add a little roticts to that that can come

0:53:50.080 --> 0:53:52.840
<v Speaker 1>more into the service sectors and in other ways that

0:53:53.080 --> 0:53:56.480
<v Speaker 1>in a physical relationship or manual tasks. It starts to

0:53:56.840 --> 0:53:58.680
<v Speaker 1>impact us. But I think if you go through all

0:53:58.680 --> 0:54:00.839
<v Speaker 1>those points, it's not that we're really going to see

0:54:00.840 --> 0:54:04.719
<v Speaker 1>too many occupations entirely disappear. The work's going to change, right,

0:54:05.239 --> 0:54:08.360
<v Speaker 1>So I'm gonna steal a page for the playbook of

0:54:08.360 --> 0:54:10.040
<v Speaker 1>our colleague Tom Keene here, and I want to go

0:54:10.120 --> 0:54:14.080
<v Speaker 1>back to your your dissertation, your PhD dissertation where you

0:54:14.120 --> 0:54:18.600
<v Speaker 1>talked about you find it a little bit of research.

0:54:18.640 --> 0:54:20.279
<v Speaker 1>But I mean it's interesting to think about because I'm

0:54:20.280 --> 0:54:22.200
<v Speaker 1>going to read the tide the role of immigrant scientists

0:54:22.200 --> 0:54:26.480
<v Speaker 1>and entrepreneurs and international technology transfer. That is very relevant

0:54:26.600 --> 0:54:29.759
<v Speaker 1>right now as we think about global talent, and I

0:54:29.800 --> 0:54:33.319
<v Speaker 1>know you've recently written a book about global talent as well,

0:54:33.400 --> 0:54:36.000
<v Speaker 1>The Gift of Global Talent. Talk to us about that,

0:54:36.160 --> 0:54:39.319
<v Speaker 1>especially in the world we're living in politically. Yeah, so

0:54:39.520 --> 0:54:42.280
<v Speaker 1>you can think part of our workplace is thinking about

0:54:42.280 --> 0:54:44.840
<v Speaker 1>how do we make sure frontline workers have the opportunities

0:54:44.880 --> 0:54:48.800
<v Speaker 1>for the future. There's another level of thinking about the innovators,

0:54:48.840 --> 0:54:51.239
<v Speaker 1>the people that are coming up with these new technologies

0:54:51.239 --> 0:54:54.399
<v Speaker 1>and shaping that. How well positioned are we to be

0:54:54.960 --> 0:54:58.879
<v Speaker 1>grabbing that workforce and engaging them for the best uses.

0:54:59.200 --> 0:55:01.799
<v Speaker 1>So a few numbers back actually when I when I

0:55:01.840 --> 0:55:05.040
<v Speaker 1>first started this journey with that thesis, about one out

0:55:05.040 --> 0:55:07.600
<v Speaker 1>of every ten inventors at that point was for and born.

0:55:08.080 --> 0:55:09.959
<v Speaker 1>Today the numbers won't have every three and a half.

0:55:10.360 --> 0:55:13.799
<v Speaker 1>So it is a big contribution that's happening across many

0:55:13.840 --> 0:55:16.919
<v Speaker 1>different technology fields. And so we have to make sure

0:55:16.960 --> 0:55:20.600
<v Speaker 1>we have an immigration structure that is able to you know,

0:55:20.719 --> 0:55:24.000
<v Speaker 1>attract and bring in and thank prank is not as

0:55:24.040 --> 0:55:26.680
<v Speaker 1>crude as the immigration structure we have today. And then

0:55:26.680 --> 0:55:29.040
<v Speaker 1>if you are a business, if you think about your

0:55:29.040 --> 0:55:31.640
<v Speaker 1>ability to stay at that frontier of technology, it's moving

0:55:31.680 --> 0:55:33.759
<v Speaker 1>so fast and so important, how are you going to

0:55:33.840 --> 0:55:36.440
<v Speaker 1>make sure you understand and have access to the places

0:55:36.440 --> 0:55:38.239
<v Speaker 1>that this is creatible? So then how do you see,

0:55:38.320 --> 0:55:40.560
<v Speaker 1>especially when we talk so much now it feels like

0:55:40.560 --> 0:55:43.799
<v Speaker 1>about a US China tech cold war, how do you

0:55:43.840 --> 0:55:46.880
<v Speaker 1>see it playing out and what my China's role be

0:55:47.000 --> 0:55:49.759
<v Speaker 1>in the future. I think we're gonna first see an

0:55:49.800 --> 0:55:53.160
<v Speaker 1>ever increasing role of China in the global economy. They

0:55:53.160 --> 0:55:56.160
<v Speaker 1>have been on a on ascendency for for a while.

0:55:56.520 --> 0:55:58.319
<v Speaker 1>I don't look at the future and say that we

0:55:58.400 --> 0:56:01.040
<v Speaker 1>necessarily have to be at loggerhead with each other. In

0:56:01.120 --> 0:56:04.120
<v Speaker 1>some places like the internet domains, it's clear that some

0:56:04.200 --> 0:56:07.720
<v Speaker 1>different ecosystems have developed, and if you're in the Ali

0:56:07.760 --> 0:56:10.720
<v Speaker 1>Bob or the ten cent kind of ecosystems, that's different

0:56:10.760 --> 0:56:13.320
<v Speaker 1>than if you're in so the U S and Western Europe.

0:56:13.840 --> 0:56:15.920
<v Speaker 1>Parts of those are going to continue to advance, and

0:56:15.960 --> 0:56:19.000
<v Speaker 1>I think we can allow for various, you know, shots

0:56:19.000 --> 0:56:21.239
<v Speaker 1>on goals of how things are gonna are gonna work there.

0:56:21.560 --> 0:56:23.880
<v Speaker 1>More importantly for us is that today about one of

0:56:23.920 --> 0:56:28.000
<v Speaker 1>every tent of our inventors has a Chinese ethnicity or background.

0:56:28.239 --> 0:56:30.120
<v Speaker 1>A lot of that is immigration of some of its

0:56:30.120 --> 0:56:33.040
<v Speaker 1>second generation. And so we need to understand how we

0:56:33.120 --> 0:56:36.080
<v Speaker 1>can be attractive to people that we want to migrate

0:56:36.120 --> 0:56:39.799
<v Speaker 1>towards the United States and towards towards the Western economies,

0:56:40.080 --> 0:56:42.520
<v Speaker 1>and think about the ways that they can be influence

0:56:42.600 --> 0:56:45.800
<v Speaker 1>on our our labs and our universities, also our startup

0:56:45.800 --> 0:56:48.440
<v Speaker 1>companies and so forth. Well, you think about the economic momentum, right,

0:56:48.480 --> 0:56:50.480
<v Speaker 1>I mean, this is where it comes from. Yeah, it's uh.

0:56:50.560 --> 0:56:53.080
<v Speaker 1>I mean, in the long run, innovation is the main

0:56:53.120 --> 0:56:56.920
<v Speaker 1>thing that moves the economy forward, really creates that progress.

0:56:57.239 --> 0:57:00.480
<v Speaker 1>You get some things like capital accumulation finally a matter,

0:57:00.560 --> 0:57:02.160
<v Speaker 1>but those are more in the short run things. The

0:57:02.160 --> 0:57:04.600
<v Speaker 1>innovation is the long run horizon, and this is the

0:57:04.640 --> 0:57:08.440
<v Speaker 1>real catalyst that's pushing them. Statistics are amazing. Bill Kerr,

0:57:08.520 --> 0:57:12.040
<v Speaker 1>Professor of Business Administration here at Harvard Business School. His

0:57:12.040 --> 0:57:15.400
<v Speaker 1>book The Gift of Global Talent, How Migration Shapes Business,

0:57:15.400 --> 0:57:20.400
<v Speaker 1>Economy and Society incredibly timely, as is your thesis right now,

0:57:20.440 --> 0:57:23.120
<v Speaker 1>going back to your m I t days. This is

0:57:23.160 --> 0:57:27.080
<v Speaker 1>Bloomberg Business Week with Carol Messer and Jason Kelly on

0:57:27.240 --> 0:57:30.800
<v Speaker 1>Bloomberg Radio. You are listening to Bloomberg Business Week. We're

0:57:30.840 --> 0:57:34.560
<v Speaker 1>live at Harvard Business School. What a day it has been.

0:57:34.720 --> 0:57:40.000
<v Speaker 1>We've had a veritable parade of alum and faculty experts,

0:57:40.240 --> 0:57:42.680
<v Speaker 1>and we're not done yet. Bill Kerr is Professor of

0:57:42.760 --> 0:57:46.240
<v Speaker 1>Business Administration here at HBS. He's on site with us

0:57:46.280 --> 0:57:50.040
<v Speaker 1>in the gorgeous Baker Library built. Great to have you

0:57:50.040 --> 0:57:53.120
<v Speaker 1>with us. Thank you. Yeah, we love it. I don't

0:57:53.160 --> 0:57:56.640
<v Speaker 1>think I've ever seen this amount of equipment. So I

0:57:56.720 --> 0:57:58.400
<v Speaker 1>tell us a little bit about the workplace, because I

0:57:58.400 --> 0:58:02.400
<v Speaker 1>think we spend a lot of time talking about artificial intelligence.

0:58:02.440 --> 0:58:05.400
<v Speaker 1>We talk about machine learning. You know, what impact will

0:58:05.440 --> 0:58:07.439
<v Speaker 1>this have on our world when it comes to work?

0:58:07.480 --> 0:58:09.480
<v Speaker 1>How do you see it? How do you teach about it? Yeah?

0:58:09.520 --> 0:58:11.640
<v Speaker 1>I think we we start with actually two trends that

0:58:11.680 --> 0:58:16.280
<v Speaker 1>are impacting the workplace. One is the technology side, artificial intelligence,

0:58:16.280 --> 0:58:20.720
<v Speaker 1>advanced cognitive technologies, increasingly robots and how they're going to

0:58:20.840 --> 0:58:22.880
<v Speaker 1>enter the service sector and so forth. The other one

0:58:22.920 --> 0:58:25.960
<v Speaker 1>big one is for us to demographics, so an aging

0:58:26.000 --> 0:58:29.360
<v Speaker 1>workforce and the challenges that's going to impose on the

0:58:29.440 --> 0:58:31.800
<v Speaker 1>number of workers we have and the responsibilities that they

0:58:31.840 --> 0:58:33.680
<v Speaker 1>look at. So we're trying to think about things in

0:58:33.720 --> 0:58:36.640
<v Speaker 1>both the short run horizon. What are companies doing right

0:58:36.680 --> 0:58:39.360
<v Speaker 1>now to increase their access to workers? And then over

0:58:39.400 --> 0:58:41.800
<v Speaker 1>that twenty thirty year period, how is it going to

0:58:41.920 --> 0:58:45.240
<v Speaker 1>likely reshape the workplace? And then what can businesses start

0:58:45.240 --> 0:58:47.040
<v Speaker 1>to do to get a bit ahead of that curve.

0:58:47.320 --> 0:58:49.480
<v Speaker 1>So one of the things that we've talked a lot about,

0:58:49.600 --> 0:58:51.880
<v Speaker 1>and it's very familiar to you, is the case method

0:58:52.080 --> 0:58:56.640
<v Speaker 1>here at HBS. It's not hypothetical, it's not theoretical. You're

0:58:56.640 --> 0:59:00.280
<v Speaker 1>teaching real examples. How do you teach this in real poles?

0:59:00.320 --> 0:59:01.880
<v Speaker 1>What are some cases that you look at? Well, I

0:59:01.920 --> 0:59:04.400
<v Speaker 1>think we're still finding our way to the opten way

0:59:04.400 --> 0:59:07.720
<v Speaker 1>of teaching that true to Harvard Business Schools form. A

0:59:07.760 --> 0:59:10.840
<v Speaker 1>lot of our work is set inside a company, an

0:59:10.920 --> 0:59:12.920
<v Speaker 1>organization is This could be a vote of phone, It

0:59:12.920 --> 0:59:14.560
<v Speaker 1>could be a Procter and gamble, could be an a

0:59:14.600 --> 0:59:17.280
<v Speaker 1>T and T, a Walmart. It starts with what are

0:59:17.320 --> 0:59:19.480
<v Speaker 1>some of the things that they are seeing on the horizon,

0:59:19.800 --> 0:59:22.720
<v Speaker 1>and then how are they starting to make actions right

0:59:22.760 --> 0:59:26.840
<v Speaker 1>now towards things like the gig economy, towards access to workforces,

0:59:27.080 --> 0:59:30.400
<v Speaker 1>towards the adoption of technology into various processes, and then

0:59:30.480 --> 0:59:32.520
<v Speaker 1>what do they see on the horizon and how are

0:59:32.520 --> 0:59:35.080
<v Speaker 1>they getting ready for that future? Well, Bill, I do wonder.

0:59:35.240 --> 0:59:38.120
<v Speaker 1>You know, we don't go through a conversation without somehow

0:59:38.320 --> 0:59:41.120
<v Speaker 1>often bringing up the Amazon factor. And I do wonder

0:59:41.120 --> 0:59:44.160
<v Speaker 1>in your teaching, are you often using that Amazon and

0:59:44.240 --> 0:59:47.880
<v Speaker 1>Jeff Bezos as the benchmark? We don't use I mean

0:59:47.920 --> 0:59:51.800
<v Speaker 1>the Amazon? How do you The Amazon factor certainly comes up,

0:59:51.880 --> 0:59:55.200
<v Speaker 1>as is the whole reshaping of the future of commerce.

0:59:55.360 --> 0:59:58.040
<v Speaker 1>You can start with the implications for the stores and

0:59:58.080 --> 1:00:00.800
<v Speaker 1>the retailers and go work your way all the way

1:00:00.840 --> 1:00:03.800
<v Speaker 1>back up the supply chains to the manufacturers. Look for

1:00:03.840 --> 1:00:06.760
<v Speaker 1>a place where the data and analytics and the sort

1:00:06.760 --> 1:00:10.640
<v Speaker 1>of predictive power of technologies reshaping things. The supply chain

1:00:10.680 --> 1:00:13.200
<v Speaker 1>going into retail is a big one that that shadow

1:00:13.320 --> 1:00:15.480
<v Speaker 1>looms large. But a lot of times we want to

1:00:15.520 --> 1:00:18.600
<v Speaker 1>not think about what Amazon should or shouldn't do does

1:00:18.680 --> 1:00:21.680
<v Speaker 1>come up. We're instead looking at companies that have fifty

1:00:21.720 --> 1:00:24.440
<v Speaker 1>thou a hundred thousand, or maybe ten thousand workers and

1:00:24.480 --> 1:00:27.560
<v Speaker 1>they are being impacted by the technologies that are coming

1:00:27.920 --> 1:00:31.600
<v Speaker 1>to life, the chat bots, the futures of AI analytics,

1:00:31.600 --> 1:00:33.720
<v Speaker 1>the robots that are going to be entering the fast

1:00:33.760 --> 1:00:37.640
<v Speaker 1>food front front restaurants in the future, gig economy. So

1:00:37.720 --> 1:00:41.360
<v Speaker 1>how are they where they can't really funnily shape the technology,

1:00:41.400 --> 1:00:43.360
<v Speaker 1>but are instead needing to keep up with it and

1:00:43.400 --> 1:00:46.440
<v Speaker 1>transform their workplace. Well, and I feel like we're having

1:00:46.560 --> 1:00:51.240
<v Speaker 1>some pretty blood societal discussions about this right now. Back

1:00:51.280 --> 1:00:54.400
<v Speaker 1>to education. You know, we were talking with salcn earlier

1:00:54.440 --> 1:00:57.920
<v Speaker 1>about how people are educated. He's a proud HBS alum

1:00:58.560 --> 1:01:01.360
<v Speaker 1>as you know, So there's that factor of it. And

1:01:01.360 --> 1:01:05.920
<v Speaker 1>and how do you think about educating workers in real time?

1:01:05.960 --> 1:01:08.120
<v Speaker 1>Because I would imagine one of the things that you're

1:01:08.160 --> 1:01:12.280
<v Speaker 1>talking about is essentially retraining a workforce in real time. Yeah,

1:01:12.280 --> 1:01:13.960
<v Speaker 1>I think you're I think you're hitting it right on

1:01:14.080 --> 1:01:16.800
<v Speaker 1>the head. You go out to we got a lot

1:01:16.800 --> 1:01:19.120
<v Speaker 1>of big questions is to are we gonna, you know,

1:01:19.160 --> 1:01:21.680
<v Speaker 1>have five million jobs more? Are we going to be

1:01:21.800 --> 1:01:24.960
<v Speaker 1>down to billion jobs? Very smart people can come to

1:01:25.040 --> 1:01:27.560
<v Speaker 1>very different conclusions about that. But if you start to

1:01:27.600 --> 1:01:29.800
<v Speaker 1>come back to today, there's two things that we know

1:01:29.920 --> 1:01:31.960
<v Speaker 1>for certain. One is that it's going to be very

1:01:32.000 --> 1:01:35.440
<v Speaker 1>pervasive and ubiquitous. This isn't technological change is happening in

1:01:35.480 --> 1:01:39.080
<v Speaker 1>one sector and it's an isolated issue across all sectors

1:01:39.080 --> 1:01:41.720
<v Speaker 1>were experiencing this. And second, it's coming at a pace

1:01:41.840 --> 1:01:44.160
<v Speaker 1>that we've not experienced before, and so we don't have

1:01:44.240 --> 1:01:48.160
<v Speaker 1>the institution set up to make that workforce transition the

1:01:48.200 --> 1:01:50.880
<v Speaker 1>way we have in the past, where the next generation

1:01:51.000 --> 1:01:53.320
<v Speaker 1>learned this, you know, the technology, and then they went

1:01:53.320 --> 1:01:55.720
<v Speaker 1>into the workplace and then we sort of retooled. Over

1:01:55.760 --> 1:01:57.800
<v Speaker 1>the next twenty years, businesses are going to have to

1:01:57.800 --> 1:02:01.400
<v Speaker 1>take a much more direct role in workplace reskilling and

1:02:01.440 --> 1:02:04.760
<v Speaker 1>training for their own self interests, but also for society,

1:02:04.920 --> 1:02:06.280
<v Speaker 1>and they're gonna have to work a lot more with

1:02:06.280 --> 1:02:10.160
<v Speaker 1>the partners in the ecosystem, the community, colleges, universities to

1:02:10.240 --> 1:02:13.240
<v Speaker 1>make sure that they're producing the graduates that they need. Bill,

1:02:13.320 --> 1:02:16.120
<v Speaker 1>what kind of jobs are we not going to need

1:02:16.280 --> 1:02:18.480
<v Speaker 1>people to do anymore in the future. I don't know,

1:02:18.600 --> 1:02:20.600
<v Speaker 1>there's five years, I don't know, it's ten years. What

1:02:20.760 --> 1:02:22.680
<v Speaker 1>jobs do you look at that say there's no longer

1:02:22.680 --> 1:02:24.760
<v Speaker 1>we're gonna need a person to do that. It's very

1:02:24.760 --> 1:02:26.720
<v Speaker 1>hard to actually pick it out in a job by job.

1:02:26.760 --> 1:02:28.320
<v Speaker 1>We tend to think of it more as a task

1:02:28.440 --> 1:02:31.120
<v Speaker 1>by task kind of role. So what kind of tasks? Yeah,

1:02:31.200 --> 1:02:34.080
<v Speaker 1>so if you think about technology would change over the

1:02:34.160 --> 1:02:37.480
<v Speaker 1>last century, the task that it was most principally connected

1:02:37.520 --> 1:02:39.840
<v Speaker 1>to were things that were at a very either routine

1:02:39.920 --> 1:02:42.600
<v Speaker 1>or kind of manual role to it. And then with

1:02:42.760 --> 1:02:45.480
<v Speaker 1>the computer, it really went into things that are calculations,

1:02:45.520 --> 1:02:47.720
<v Speaker 1>you know that they had to be crunched, the number crunching.

1:02:48.520 --> 1:02:50.800
<v Speaker 1>As we look at the next wave of technologies, they're

1:02:50.800 --> 1:02:54.120
<v Speaker 1>gonna increase me going into non routine cognitive tasks, So

1:02:54.240 --> 1:02:58.000
<v Speaker 1>things that require an element of you know, calculating the

1:02:58.040 --> 1:03:01.760
<v Speaker 1>predictions of something or what are some likely scenarios. That's

1:03:01.760 --> 1:03:03.360
<v Speaker 1>stuff that the machine is going to be able to

1:03:03.400 --> 1:03:06.400
<v Speaker 1>do better and better likewise some forms of first line

1:03:06.440 --> 1:03:10.720
<v Speaker 1>customer service, networking optimization, so forth, the machines is going

1:03:10.760 --> 1:03:13.600
<v Speaker 1>to become better at handling those things. And then kind

1:03:13.600 --> 1:03:15.280
<v Speaker 1>of the next level the arc is going to be

1:03:15.320 --> 1:03:18.240
<v Speaker 1>going in add a little rotics to that that can

1:03:18.280 --> 1:03:21.120
<v Speaker 1>come more into the service sectors and in other ways

1:03:21.160 --> 1:03:24.800
<v Speaker 1>that in a physical relationship or manual task it starts

1:03:24.840 --> 1:03:26.920
<v Speaker 1>to impact us. But I think if you go through

1:03:26.960 --> 1:03:28.960
<v Speaker 1>all those points. It's not that we're really going to

1:03:29.040 --> 1:03:32.720
<v Speaker 1>see too many occupations entirely disappear. The work's going to change,

1:03:32.960 --> 1:03:36.720
<v Speaker 1>right So I'm gonna steal a page for the playbook

1:03:36.720 --> 1:03:38.520
<v Speaker 1>of our colleague Tom Keene here, and I'm gonna go

1:03:38.560 --> 1:03:42.480
<v Speaker 1>back to your your dissertation, your PhD dissertation where you

1:03:42.520 --> 1:03:46.520
<v Speaker 1>talked about as you find it, well, a little bit

1:03:46.520 --> 1:03:48.320
<v Speaker 1>of research, but I mean it's interesting to think about

1:03:48.320 --> 1:03:50.160
<v Speaker 1>because I'm gonna read the tide the role of immigrant

1:03:50.160 --> 1:03:54.280
<v Speaker 1>scientists and entrepreneurs and international technology transfer. That is very

1:03:54.360 --> 1:03:58.040
<v Speaker 1>relevant right now as we think about global talent, and

1:03:58.080 --> 1:04:01.440
<v Speaker 1>I know you've recently written a book about global talent

1:04:01.480 --> 1:04:03.920
<v Speaker 1>as well, The Gift of Global Talent. Talk to us

1:04:03.920 --> 1:04:07.439
<v Speaker 1>about that, especially in the world we're living in politically. Yeah,

1:04:07.520 --> 1:04:10.360
<v Speaker 1>So you can think part of our workplace is thinking

1:04:10.360 --> 1:04:12.720
<v Speaker 1>about how do we make sure frontline workers have the

1:04:12.720 --> 1:04:16.120
<v Speaker 1>opportunities for the future. There's another level of thinking about

1:04:16.280 --> 1:04:18.840
<v Speaker 1>the innovators, the people that are coming up with these

1:04:18.880 --> 1:04:22.240
<v Speaker 1>new technologies and shaping that. How well positioned are we

1:04:22.400 --> 1:04:26.680
<v Speaker 1>to be grabbing that workforce and engaging them for the

1:04:26.720 --> 1:04:29.880
<v Speaker 1>best uses. So a few numbers back, Actually, when I

1:04:29.960 --> 1:04:33.040
<v Speaker 1>when I first started this journey with that thesis. About

1:04:33.080 --> 1:04:35.360
<v Speaker 1>one out of every ten inventors at that point was

1:04:35.400 --> 1:04:37.960
<v Speaker 1>for and born. Today the numbers won't have every three

1:04:37.960 --> 1:04:41.320
<v Speaker 1>and a half. So it is a big contribution that's

1:04:41.320 --> 1:04:44.760
<v Speaker 1>happening across many different technology fields. And so we have

1:04:44.840 --> 1:04:47.600
<v Speaker 1>to make sure we have an immigration structure that is

1:04:47.640 --> 1:04:51.800
<v Speaker 1>able to you know, attract and bring in and thank Frank,

1:04:51.920 --> 1:04:54.600
<v Speaker 1>is not as crude as the immigration structure we have today.

1:04:54.880 --> 1:04:56.920
<v Speaker 1>And then if you are a business, if you think

1:04:56.960 --> 1:04:59.560
<v Speaker 1>about your ability to stay at that frontier of technology,

1:04:59.600 --> 1:05:02.000
<v Speaker 1>it's moving so fast and so important. How are you

1:05:02.000 --> 1:05:04.320
<v Speaker 1>going to make sure you understand and have access to

1:05:04.360 --> 1:05:06.160
<v Speaker 1>the places that this is creating? Well? So, then how

1:05:06.160 --> 1:05:08.480
<v Speaker 1>do you see, especially when we talk so much now

1:05:08.520 --> 1:05:11.400
<v Speaker 1>it feels like about a US China tech cold war,

1:05:11.800 --> 1:05:14.200
<v Speaker 1>how do you see it playing out? And what might

1:05:14.320 --> 1:05:17.040
<v Speaker 1>China's role be in the future. I think we're gonna

1:05:17.240 --> 1:05:20.200
<v Speaker 1>first see an ever increasing role of China in the

1:05:20.240 --> 1:05:24.040
<v Speaker 1>global economy. They have been on a on ascendency for

1:05:24.040 --> 1:05:26.160
<v Speaker 1>for a while. I don't look at the future and

1:05:26.240 --> 1:05:28.560
<v Speaker 1>say that we necessarily have to be at loggerheads with

1:05:28.600 --> 1:05:32.000
<v Speaker 1>each other in some places like the internet domains, It's

1:05:32.040 --> 1:05:35.680
<v Speaker 1>clear that some different ecosystems have developed, and if you're

1:05:35.680 --> 1:05:38.400
<v Speaker 1>in the Ali Bab or the ten cent kind of ecosystems,

1:05:38.440 --> 1:05:41.000
<v Speaker 1>that's different than if you're in the U S and

1:05:41.040 --> 1:05:44.200
<v Speaker 1>Western Europe. Parts of those are going to continue to advance,

1:05:44.240 --> 1:05:46.760
<v Speaker 1>and I think we can allow for various, you know,

1:05:47.040 --> 1:05:49.080
<v Speaker 1>shots on goals of how things are gonna are going

1:05:49.120 --> 1:05:51.760
<v Speaker 1>to work there. More importantly for us is that today

1:05:51.800 --> 1:05:54.480
<v Speaker 1>about one of every tent of our inventors has a

1:05:54.560 --> 1:05:57.240
<v Speaker 1>Chinese ethnicity or back out. A lot of that is

1:05:57.280 --> 1:06:00.280
<v Speaker 1>immigration of some of its second generation. And so we

1:06:00.320 --> 1:06:03.400
<v Speaker 1>need to understand how we can be attractive to people

1:06:03.440 --> 1:06:06.000
<v Speaker 1>that are want to migrate towards the United States and

1:06:06.040 --> 1:06:09.680
<v Speaker 1>towards towards the Western economies, and think about the ways

1:06:09.720 --> 1:06:12.040
<v Speaker 1>that they can be influence on our our labs and

1:06:12.080 --> 1:06:15.280
<v Speaker 1>our universities, also our startup companies and so forth. Well,

1:06:15.280 --> 1:06:17.240
<v Speaker 1>you think about the economic momentum, right, I mean, this

1:06:17.280 --> 1:06:19.280
<v Speaker 1>is where it comes from. Yeah, it's I mean, in

1:06:19.320 --> 1:06:22.320
<v Speaker 1>the long run, innovation is the main thing that moves

1:06:22.360 --> 1:06:26.080
<v Speaker 1>the economy forward, really creates that progress. You get some

1:06:26.160 --> 1:06:29.400
<v Speaker 1>things like capital accumulation, find they matter, but those are

1:06:29.440 --> 1:06:31.480
<v Speaker 1>more the short run things. The innovation is the long

1:06:31.560 --> 1:06:34.400
<v Speaker 1>run horizon, and this is the real catalyst that's pushing them.

1:06:34.640 --> 1:06:38.720
<v Speaker 1>Statistics are amazing. Bill Kerb, Professor of Business Administration here

1:06:39.080 --> 1:06:42.080
<v Speaker 1>at Harvard Business School. His book The Gift of Global Talent,

1:06:42.360 --> 1:06:46.600
<v Speaker 1>How Migration Shapes Business, Economy and Society, incredibly timely, as

1:06:46.680 --> 1:06:49.600
<v Speaker 1>is your thesis right now, going back to your m

1:06:49.640 --> 1:06:52.000
<v Speaker 1>I T days. Great to have you with us. Well,

1:06:52.080 --> 1:06:55.240
<v Speaker 1>coming up, we have got a very special conversation with

1:06:55.400 --> 1:07:01.240
<v Speaker 1>a notable alumnus of this fine institution, Jonathan Nelson Providence Equity.

1:07:01.400 --> 1:07:03.360
<v Speaker 1>We're going to talk to him about his time here.

1:07:03.480 --> 1:07:06.600
<v Speaker 1>He has been awarded accolades by this school, has also

1:07:06.640 --> 1:07:09.920
<v Speaker 1>made his way into some very impressive deals of his values.

1:07:10.000 --> 1:07:12.040
<v Speaker 1>In part that's something we want to dig into. We

1:07:12.040 --> 1:07:13.760
<v Speaker 1>also want to talk about the media world with him

1:07:13.760 --> 1:07:16.680
<v Speaker 1>in the telecom. There's so much happening at this point,

1:07:16.800 --> 1:07:18.800
<v Speaker 1>so we'll get into that. We will, indeed, but first

1:07:18.840 --> 1:07:21.040
<v Speaker 1>let's get back to Charlie Pellett. He's got an update

1:07:21.120 --> 1:07:23.320
<v Speaker 1>on what's going on in the world of business. Hey Charlie, Well,

1:07:23.360 --> 1:07:25.560
<v Speaker 1>hello there, I thank you very much. Great conversation. We've

1:07:25.560 --> 1:07:27.919
<v Speaker 1>got the dial, the SMP and NES stank all moving

1:07:28.000 --> 1:07:31.040
<v Speaker 1>higher today. Record on the SMP up twenty seven to

1:07:31.120 --> 1:07:33.560
<v Speaker 1>twenty nine fifty four. That was a gain of one percent.

1:07:33.840 --> 1:07:36.240
<v Speaker 1>The Dow up nine tenths of one percent today up

1:07:36.240 --> 1:07:38.840
<v Speaker 1>by two hundred forty nine points now, the stack up

1:07:38.880 --> 1:07:40.960
<v Speaker 1>sixty four, that was a gain of eight tenths of

1:07:41.000 --> 1:07:43.720
<v Speaker 1>one percent. Tenure down one thirty second. The yield now

1:07:43.800 --> 1:07:47.919
<v Speaker 1>two point zero two percent. Gold up two percent today,

1:07:48.000 --> 1:07:52.760
<v Speaker 1>surging twenty seven dollars the ounce to eighty seven. West

1:07:52.800 --> 1:07:56.760
<v Speaker 1>Texas Intermedia Crude up six percent fifty seven twenty one

1:07:57.080 --> 1:08:01.080
<v Speaker 1>um West Texas Intermedia Crude. Chevron phil Ups Chemical Company,

1:08:01.080 --> 1:08:04.640
<v Speaker 1>a joint venture between Chevron and Phillip sixty six, has

1:08:04.680 --> 1:08:08.120
<v Speaker 1>offered to acquire Nova Chemicals Corps for more than fifteen

1:08:08.160 --> 1:08:11.560
<v Speaker 1>billion dollars including debt. This is a Reuter's report which

1:08:11.560 --> 1:08:14.800
<v Speaker 1>signs people familiar with the matter of the Index of

1:08:14.920 --> 1:08:18.840
<v Speaker 1>Leading Economic Indicators any KG on the economic outlook flatlined

1:08:18.920 --> 1:08:22.839
<v Speaker 1>in May. And with that story, here's Bloomberg's vinnidel Judais.

1:08:23.200 --> 1:08:26.400
<v Speaker 1>The leading indicators showed no change the first month, without

1:08:26.400 --> 1:08:29.679
<v Speaker 1>an increase since January, reflecting week factor you order swooning

1:08:29.680 --> 1:08:33.439
<v Speaker 1>stocks and bouncy jobless claims a sustained pattern of flat

1:08:33.560 --> 1:08:37.200
<v Speaker 1>negative readings, and we're nowhere near that good signal recession ahead.

1:08:37.400 --> 1:08:39.920
<v Speaker 1>The last time we saw that pattern in two thousand seven,

1:08:40.120 --> 1:08:44.439
<v Speaker 1>just before the Great Recession. Bloomberg Radio City Group CEO

1:08:44.520 --> 1:08:50.120
<v Speaker 1>Michael Corbatt says he would consider joining Facebook's Libra cryptocurrency projects.

1:08:50.120 --> 1:08:53.519
<v Speaker 1>Speaking at a Fortune magazine conference, Corbatt said, quote, to

1:08:53.640 --> 1:08:56.719
<v Speaker 1>my knowledge, the social media company did not approach any

1:08:56.760 --> 1:09:01.320
<v Speaker 1>of City's banking competitors on the project. Again, recapping here

1:09:01.439 --> 1:09:04.160
<v Speaker 1>on a search for oil today up six percent, fifty

1:09:04.240 --> 1:09:07.080
<v Speaker 1>seven twenty two for a barrel of West Texas enemy

1:09:07.080 --> 1:09:10.479
<v Speaker 1>to accrude, and a record for the SMP five index

1:09:10.520 --> 1:09:15.240
<v Speaker 1>up twenty seven points. Hired today by one. I'm Charlie Pellett,

1:09:15.600 --> 1:09:24.519
<v Speaker 1>and that's Bloomberg Business Flash. All right. We welcome everybody

1:09:24.520 --> 1:09:27.639
<v Speaker 1>on Bloomberg Television. Of course, our listeners to at Bloomberg Radio.

1:09:27.680 --> 1:09:30.240
<v Speaker 1>A real treat someone who doesn't talk a lot to

1:09:30.280 --> 1:09:32.519
<v Speaker 1>the media about Luckily we have him here at Harvard

1:09:32.520 --> 1:09:35.400
<v Speaker 1>Business School. He's a Harvard Business School alum. Jonathan Nelson

1:09:35.479 --> 1:09:38.040
<v Speaker 1>is founder and CEO of Providence Equity. Nice to have

1:09:38.080 --> 1:09:40.280
<v Speaker 1>you here with us. Yes, thanks, thanks for having me

1:09:41.000 --> 1:09:46.280
<v Speaker 1>on campus. Failed do you come back often? Uh? Well, uh,

1:09:46.400 --> 1:09:51.559
<v Speaker 1>as part of responsibilities for the Board of Dean's Advisors. Yes,

1:09:52.040 --> 1:09:53.599
<v Speaker 1>although I have to tell you we do not meet

1:09:53.600 --> 1:09:57.599
<v Speaker 1>in the library where we are sitting pretty neat and uh,

1:09:58.520 --> 1:10:01.400
<v Speaker 1>it's probably more I haven't been in a library in

1:10:01.400 --> 1:10:04.559
<v Speaker 1>a long time. Sadly. That may be more comment of

1:10:05.000 --> 1:10:09.080
<v Speaker 1>m point in career as opposed to what's happened in

1:10:09.160 --> 1:10:11.920
<v Speaker 1>media generally. But it could be either, Well, we know

1:10:12.040 --> 1:10:15.200
<v Speaker 1>you were back in because you were recognized with an

1:10:15.240 --> 1:10:18.120
<v Speaker 1>Alumni Achievement award, and it was that was largely around

1:10:18.160 --> 1:10:21.639
<v Speaker 1>sort of the values with which you have carried yourself

1:10:21.720 --> 1:10:25.360
<v Speaker 1>since you have left here. Talk about that and talk

1:10:25.439 --> 1:10:27.960
<v Speaker 1>about what you learned here and how you translated it

1:10:28.320 --> 1:10:32.920
<v Speaker 1>into your career. Well, first, the award, you know, I

1:10:33.000 --> 1:10:38.599
<v Speaker 1>was humbled by it and surprised. The Dean was clear

1:10:39.000 --> 1:10:44.560
<v Speaker 1>that UM. It was not because Prominence Equity had succeeded

1:10:44.600 --> 1:10:49.960
<v Speaker 1>in my role in that UM as its founder, UM,

1:10:50.080 --> 1:10:53.920
<v Speaker 1>but the values that I had expressed UM in life

1:10:53.920 --> 1:10:59.880
<v Speaker 1>and in business. And I was so impressed by HBO

1:11:00.280 --> 1:11:03.519
<v Speaker 1>that A they were keeping track of such things uh,

1:11:03.520 --> 1:11:08.240
<v Speaker 1>and be that they were um acknowledging it, rewarding it,

1:11:08.720 --> 1:11:11.240
<v Speaker 1>and so I was for those reasons. I was very

1:11:11.280 --> 1:11:16.160
<v Speaker 1>proud of of the war to particularly when I saw

1:11:16.200 --> 1:11:18.840
<v Speaker 1>the people that had come before me or with me

1:11:18.920 --> 1:11:24.320
<v Speaker 1>that year, and so I'm I hope my kids are

1:11:24.360 --> 1:11:27.840
<v Speaker 1>happy about it and it did bring them here. Well,

1:11:27.880 --> 1:11:29.720
<v Speaker 1>you know, in this world where I think people are

1:11:29.800 --> 1:11:33.759
<v Speaker 1>questioning the values of various individuals, whether it's political leaders,

1:11:33.800 --> 1:11:36.640
<v Speaker 1>whether it's corporate leaders, tell us about those values and

1:11:36.680 --> 1:11:43.040
<v Speaker 1>how um, Jonathan, it's impacted your investment strategy? Oh gosh, well, UM,

1:11:43.080 --> 1:11:48.200
<v Speaker 1>it's probably never been a good business rategy talk about politics,

1:11:48.200 --> 1:11:53.200
<v Speaker 1>but you are asking in part at large? Yeah, well now,

1:11:53.240 --> 1:11:55.519
<v Speaker 1>but there is that there are some serious issues better

1:11:55.640 --> 1:12:03.400
<v Speaker 1>here because um uh CEOs and their boards are wondering. Uh.

1:12:03.479 --> 1:12:05.960
<v Speaker 1>And by the way, I think justifiably, so how do

1:12:06.040 --> 1:12:11.760
<v Speaker 1>they fit in UM as leaders influencers? And you know,

1:12:11.840 --> 1:12:17.120
<v Speaker 1>we have political leaders UM which without being partisan, is

1:12:17.800 --> 1:12:23.839
<v Speaker 1>UM tending to more divisive than uniting. And that's troublesome. UM.

1:12:23.880 --> 1:12:26.040
<v Speaker 1>There are other forms of leadership. It could be faith

1:12:26.040 --> 1:12:29.559
<v Speaker 1>based for some, it could. There are plenty of worthy

1:12:29.640 --> 1:12:34.559
<v Speaker 1>social causes we are and then companies are figuring out

1:12:34.560 --> 1:12:37.120
<v Speaker 1>their own path. You see some very large companies that

1:12:37.160 --> 1:12:42.240
<v Speaker 1>are actually taking positions on important issues problematic These are

1:12:42.240 --> 1:12:46.360
<v Speaker 1>not easy for big companies. Many of them are on

1:12:46.439 --> 1:12:49.960
<v Speaker 1>the defensive, so that it's hard, particularly in the areas

1:12:50.920 --> 1:12:57.479
<v Speaker 1>media and technology and communications educated. It's it's tricky, UM.

1:12:57.560 --> 1:13:00.640
<v Speaker 1>And then I think the vast majority of the eos

1:13:00.680 --> 1:13:04.719
<v Speaker 1>are doing it quietly. They are making their mark. They're

1:13:04.800 --> 1:13:08.320
<v Speaker 1>doing it UH in their companies and and how they

1:13:08.320 --> 1:13:12.200
<v Speaker 1>spend their time out. UM. That's the model that I

1:13:12.280 --> 1:13:14.880
<v Speaker 1>subscribe to. I'm proud of the work of our portfolio

1:13:14.960 --> 1:13:21.360
<v Speaker 1>companies UH and my partners. We are fortunate that in UH,

1:13:21.479 --> 1:13:24.200
<v Speaker 1>in the media business where we focus and have for

1:13:24.360 --> 1:13:29.800
<v Speaker 1>thirty years. Actually this is our thirty anniversary UM, that

1:13:30.080 --> 1:13:35.759
<v Speaker 1>we have a chance to convene people to UM get

1:13:35.760 --> 1:13:39.760
<v Speaker 1>a message out. UH we do. The Ambassador Theater Group

1:13:39.880 --> 1:13:42.840
<v Speaker 1>is a good example. We this is live theater. But

1:13:43.000 --> 1:13:45.040
<v Speaker 1>by the way, that in itself is remarkable in a

1:13:45.680 --> 1:13:49.439
<v Speaker 1>world where media is fast paced and digital that is

1:13:49.479 --> 1:13:53.080
<v Speaker 1>the other end of the spectrum. But we regularly every

1:13:53.160 --> 1:13:55.880
<v Speaker 1>day of the week convene people. And I look at

1:13:55.920 --> 1:14:01.000
<v Speaker 1>the causes that we have increased awareness, whether it refugee camps,

1:14:01.000 --> 1:14:04.120
<v Speaker 1>in Europe. A program that UM we've run in one

1:14:04.160 --> 1:14:08.720
<v Speaker 1>of our theaters which has had high impact, whether it's

1:14:08.760 --> 1:14:13.120
<v Speaker 1>improving the acting on affordability of tickets so that younger

1:14:13.160 --> 1:14:16.040
<v Speaker 1>audiences can go and experience theater, which is I think

1:14:16.080 --> 1:14:20.400
<v Speaker 1>it's very important affordability of tickets. Were setting aside tickets

1:14:20.439 --> 1:14:24.120
<v Speaker 1>for every show in Europe so that we can increase

1:14:24.640 --> 1:14:28.280
<v Speaker 1>UM audience participation. And by the way, when you go

1:14:28.320 --> 1:14:32.880
<v Speaker 1>to a theater that is UM, it's both a modern

1:14:32.960 --> 1:14:37.320
<v Speaker 1>and a time honored version of community. I mean literally

1:14:37.439 --> 1:14:40.479
<v Speaker 1>experienced it unlike all other media, well except for sports,

1:14:40.479 --> 1:14:44.120
<v Speaker 1>which we hope we talk about this afternoon as a group,

1:14:44.439 --> 1:14:46.680
<v Speaker 1>we'll talk about live entertainment because that's an area where

1:14:46.720 --> 1:14:48.519
<v Speaker 1>you see a lot of opportunities. And I was thinking,

1:14:48.520 --> 1:14:50.679
<v Speaker 1>for the first year, I went to two Broadway shows

1:14:50.680 --> 1:14:52.400
<v Speaker 1>with my family. I haven't done it a long time, No,

1:14:52.560 --> 1:14:54.600
<v Speaker 1>I know, but I mean, what is it And you

1:14:54.680 --> 1:15:00.000
<v Speaker 1>see that though as an investment opportunity live entertainment, Well,

1:15:00.040 --> 1:15:04.799
<v Speaker 1>we have UM twenty seconds at background where we started

1:15:04.800 --> 1:15:08.439
<v Speaker 1>in media, and it's still one of the three legs

1:15:08.439 --> 1:15:11.920
<v Speaker 1>on the stool of providence. It was in distribution. So

1:15:11.960 --> 1:15:14.760
<v Speaker 1>if you think of media. There is distribution, which is satellite,

1:15:15.040 --> 1:15:20.439
<v Speaker 1>cable television and now telcos and and streaming, which probably

1:15:20.520 --> 1:15:24.320
<v Speaker 1>can't have a conversation without talking about director consumer. And

1:15:24.360 --> 1:15:28.240
<v Speaker 1>then we moved into content, and so we're still in both.

1:15:28.400 --> 1:15:32.280
<v Speaker 1>We're still in distribution, which is today mobile and cable.

1:15:33.280 --> 1:15:40.720
<v Speaker 1>We were in satellite and in content. Uh. Content. For us,

1:15:41.760 --> 1:15:45.559
<v Speaker 1>the white hot center of valuable content is not just

1:15:45.720 --> 1:15:48.640
<v Speaker 1>TV or and by the way, those definitions really are

1:15:48.680 --> 1:15:51.800
<v Speaker 1>stretched because you typically don't watch on a TV. It's

1:15:51.800 --> 1:15:57.719
<v Speaker 1>a tablet um is sports. Sports is most valuable live,

1:15:58.240 --> 1:16:01.360
<v Speaker 1>which is interesting because you can't time shifted. The value

1:16:01.360 --> 1:16:04.760
<v Speaker 1>of a program drops off dramatically when you don't air

1:16:04.880 --> 1:16:07.640
<v Speaker 1>it at the time it's played. Many of us have

1:16:07.720 --> 1:16:09.800
<v Speaker 1>tried to go in a cocoon when you couldn't watch

1:16:10.200 --> 1:16:13.080
<v Speaker 1>a sport, and you know, I want the game, and

1:16:13.120 --> 1:16:15.120
<v Speaker 1>so you don't look at your phone. Typically I don't

1:16:15.160 --> 1:16:18.000
<v Speaker 1>want to know the score, and even if you succeed

1:16:18.080 --> 1:16:22.200
<v Speaker 1>in isolating yourself, the experience is not the same. You

1:16:22.240 --> 1:16:24.559
<v Speaker 1>know that all the fans that you share a passion

1:16:24.600 --> 1:16:29.600
<v Speaker 1>with already know the answer, and so it's devalued. We

1:16:29.760 --> 1:16:35.360
<v Speaker 1>love that about sports um because of its power it's

1:16:35.439 --> 1:16:40.680
<v Speaker 1>passion and it's like one of the antidotes to UM

1:16:40.880 --> 1:16:44.000
<v Speaker 1>piracy because by the way, just like live theater, you

1:16:44.040 --> 1:16:47.200
<v Speaker 1>can pirate it and it's not worth anything. Sports is

1:16:47.439 --> 1:16:51.840
<v Speaker 1>like that. And so you've invested experientially in really interesting ways.

1:16:51.880 --> 1:16:54.360
<v Speaker 1>Iron Man, you know something that that we've talked a

1:16:54.360 --> 1:16:58.599
<v Speaker 1>lot about diving certification. That's a great interest to Carol Masser,

1:16:58.720 --> 1:17:02.479
<v Speaker 1>a very good UH diver. So what's next? How do

1:17:02.560 --> 1:17:06.040
<v Speaker 1>you continue this investment thesis and experiences? You know, it's

1:17:06.520 --> 1:17:10.360
<v Speaker 1>it's unending. UM. There's no such thing as figuring out

1:17:10.400 --> 1:17:12.479
<v Speaker 1>what's around the corner and then go, you know, I

1:17:12.520 --> 1:17:16.920
<v Speaker 1>figured that out and so I'm done. That's been an

1:17:17.000 --> 1:17:22.120
<v Speaker 1>unending exercise. Uh. We've been pretty good at that. But

1:17:22.280 --> 1:17:26.360
<v Speaker 1>you can't stand still. And by the way you're leaning in,

1:17:26.479 --> 1:17:28.840
<v Speaker 1>I can't say what I think is right around the corner.

1:17:28.840 --> 1:17:35.240
<v Speaker 1>We're working on it now. Live is obviously a big

1:17:35.280 --> 1:17:39.679
<v Speaker 1>part of it, that's no secret. UH. And I think

1:17:39.720 --> 1:17:45.479
<v Speaker 1>that this notion that UH media will belong to only

1:17:45.520 --> 1:17:50.479
<v Speaker 1>the largest companies, uh No, what is true and often

1:17:50.520 --> 1:17:53.760
<v Speaker 1>confused with as franchise. What it takes to be of

1:17:53.800 --> 1:17:59.080
<v Speaker 1>scale has increased, but there's plenty of room for disruptors,

1:17:59.120 --> 1:18:03.519
<v Speaker 1>because if you us a CEO of a franchise media company,

1:18:04.960 --> 1:18:08.839
<v Speaker 1>their leadership will tell you privately that they feel threatened

1:18:09.520 --> 1:18:14.280
<v Speaker 1>as they never have been before. Franchises are fragile, and

1:18:14.720 --> 1:18:18.360
<v Speaker 1>that's good news for folks like us who are starting

1:18:18.400 --> 1:18:22.560
<v Speaker 1>companies or investing in small companies and need to compete

1:18:22.600 --> 1:18:27.559
<v Speaker 1>with bohemus. And sometimes it's mutualistic, it works well together.

1:18:28.320 --> 1:18:32.200
<v Speaker 1>That's been true in content and distribution for us. It's

1:18:32.200 --> 1:18:36.280
<v Speaker 1>true even in new media, so it's pretty exciting for us.

1:18:38.320 --> 1:18:44.120
<v Speaker 1>Our basic thesis is that as networks get better and better,

1:18:45.120 --> 1:18:48.439
<v Speaker 1>so that's phones as tablets, it's our life, that's what

1:18:48.560 --> 1:18:52.080
<v Speaker 1>you mean. Yeah, that's what I mean by network. Yes,

1:18:52.160 --> 1:18:55.320
<v Speaker 1>so that's how you consume. Used to be a TV

1:18:55.400 --> 1:18:58.479
<v Speaker 1>in the living room going back decades, but just to

1:18:58.520 --> 1:19:02.840
<v Speaker 1>make the point, and today it's anywhere doing anything, commuting

1:19:03.080 --> 1:19:06.600
<v Speaker 1>at home. Actually most viewing at home is now on

1:19:06.680 --> 1:19:14.760
<v Speaker 1>a on a untethered tablet. Interesting. Uh, that in our

1:19:14.880 --> 1:19:18.760
<v Speaker 1>view has to raise the value of content that is

1:19:18.800 --> 1:19:26.960
<v Speaker 1>easier to access whenever, wherever it's convenient. It's relatively inexpensive. Uh,

1:19:27.200 --> 1:19:31.320
<v Speaker 1>content should be increase in value in the same way

1:19:31.320 --> 1:19:35.000
<v Speaker 1>that networks are more valuable. So think of it this way.

1:19:35.439 --> 1:19:41.960
<v Speaker 1>Netflix will spend fifteen billion dollars on original content this year.

1:19:42.800 --> 1:19:48.280
<v Speaker 1>That's an astounding number. That number was zero. So it's

1:19:48.280 --> 1:19:51.360
<v Speaker 1>good to be in content creation. So do you invest

1:19:51.400 --> 1:19:54.960
<v Speaker 1>on the content side or the distribution side, or both both,

1:19:55.479 --> 1:19:58.879
<v Speaker 1>both heavily weighted towards one or the other, or equally.

1:19:59.400 --> 1:20:02.360
<v Speaker 1>Now it has varied over time. I mean many years

1:20:02.400 --> 1:20:08.400
<v Speaker 1>ago it was exclusively distribution. Today it's about um there

1:20:08.600 --> 1:20:11.559
<v Speaker 1>is And we've been on both sides of this fence

1:20:11.720 --> 1:20:15.000
<v Speaker 1>for a long time, and it's very interesting to talk

1:20:15.080 --> 1:20:19.599
<v Speaker 1>to participants who historically have only been in content creation,

1:20:19.840 --> 1:20:22.840
<v Speaker 1>not in distribution or vice versa. And of course the

1:20:22.880 --> 1:20:25.519
<v Speaker 1>grass is always greener on the other side. To a CEO,

1:20:25.680 --> 1:20:28.200
<v Speaker 1>I really want to be doing that, not just what

1:20:28.240 --> 1:20:32.720
<v Speaker 1>I'm doing. The truth is that while they're different disciplines,

1:20:33.400 --> 1:20:40.120
<v Speaker 1>the relationship is mutualistic. Think of network. Think of mobile,

1:20:40.439 --> 1:20:43.519
<v Speaker 1>which is going from four G to five G. It

1:20:43.680 --> 1:20:48.200
<v Speaker 1>is not worth much just because it's faster. It's only

1:20:48.240 --> 1:20:52.639
<v Speaker 1>worth as much as the value of the content writing

1:20:52.680 --> 1:20:55.360
<v Speaker 1>on that network. Now, in the beginning, it was just

1:20:55.600 --> 1:20:58.880
<v Speaker 1>a conversation, it was voice, and then it became data,

1:20:59.040 --> 1:21:03.160
<v Speaker 1>and then it became then pictures and then video. But

1:21:03.280 --> 1:21:08.679
<v Speaker 1>now that it's high death multiple angle screens, that makes

1:21:08.720 --> 1:21:12.280
<v Speaker 1>your network more valuable. That's the reason you invest. You're

1:21:12.320 --> 1:21:16.000
<v Speaker 1>looking for a return on that investment, and so that

1:21:16.040 --> 1:21:18.880
<v Speaker 1>sounds like a good thing for the network. And dependent

1:21:18.960 --> 1:21:25.040
<v Speaker 1>on content. Content is the same phenomenon. From the opposite perspective.

1:21:25.680 --> 1:21:32.040
<v Speaker 1>Your content, I believe is worth more. The easier, the better, faster,

1:21:32.680 --> 1:21:37.800
<v Speaker 1>more convenient it is for consumers, it opens it increases

1:21:38.920 --> 1:21:42.120
<v Speaker 1>your reachable audience. That has to be a good thing.

1:21:42.680 --> 1:21:45.640
<v Speaker 1>You learned that lesson with Hulu r We learned that

1:21:45.760 --> 1:21:49.599
<v Speaker 1>lesson in spades in Hulu. What do you think that Hulu?

1:21:49.640 --> 1:21:51.920
<v Speaker 1>All right? You would early investor helped make it happen

1:21:52.800 --> 1:21:55.320
<v Speaker 1>multiple owners. Now it's back under one owner. How do

1:21:55.360 --> 1:22:01.559
<v Speaker 1>you is that good? What do you think of that? Well? Uh,

1:22:01.640 --> 1:22:06.240
<v Speaker 1>it feels like the child that left home early but

1:22:06.680 --> 1:22:10.559
<v Speaker 1>before we were ready. Uh no, it is. We're actually

1:22:10.640 --> 1:22:14.800
<v Speaker 1>very uh proud of what we've done there. I saw

1:22:14.920 --> 1:22:19.479
<v Speaker 1>Jason Carlier, the first CEO we recruited not from the

1:22:19.479 --> 1:22:22.880
<v Speaker 1>world of tv UM, who did a great job and

1:22:23.000 --> 1:22:26.640
<v Speaker 1>it was pioneering work. When we started, everyone told us.

1:22:26.680 --> 1:22:30.040
<v Speaker 1>We were nuts. Uh, it wouldn't work. By the way,

1:22:30.080 --> 1:22:33.360
<v Speaker 1>that doesn't That's often associated with things that work out well.

1:22:35.760 --> 1:22:38.519
<v Speaker 1>But it doesn't mean you're that's a good strategy because

1:22:38.800 --> 1:22:42.599
<v Speaker 1>it doesn't always work out. It's often Uh what about

1:22:42.600 --> 1:22:45.360
<v Speaker 1>T Mobile? You were also early investor in a company

1:22:45.360 --> 1:22:49.799
<v Speaker 1>that ultimately became T Mobile. Um, you know the government,

1:22:49.840 --> 1:22:51.720
<v Speaker 1>the Justice Department, is pushing for it to get rid

1:22:51.760 --> 1:22:54.920
<v Speaker 1>of some assets. What do you think about that? Is

1:22:54.920 --> 1:22:57.760
<v Speaker 1>that necessary in terms of competition? Well, by the way,

1:22:57.760 --> 1:23:00.080
<v Speaker 1>I'm really proud of the work we did. Whether there

1:23:00.160 --> 1:23:03.080
<v Speaker 1>was a little company is called Voice Dream and we

1:23:03.160 --> 1:23:05.960
<v Speaker 1>started literally when I when I say we start companies,

1:23:06.000 --> 1:23:08.880
<v Speaker 1>we do that. We're unafraid of it in our spaces

1:23:09.080 --> 1:23:12.559
<v Speaker 1>that where we are focused. We don't do it regularly,

1:23:12.560 --> 1:23:14.840
<v Speaker 1>but we do it. And just about every fun you'll

1:23:14.880 --> 1:23:19.880
<v Speaker 1>find one or two, uh greenfield total startups. Hulu was one,

1:23:20.760 --> 1:23:24.240
<v Speaker 1>what became Tiboo was another. And we literally went up

1:23:24.280 --> 1:23:28.360
<v Speaker 1>against the biggest telcos in the country buying spectrum its.

1:23:28.360 --> 1:23:30.840
<v Speaker 1>Starting from scratch, we had the number of employees that

1:23:30.880 --> 1:23:34.800
<v Speaker 1>could count on one hand became twenty thousand by the

1:23:34.840 --> 1:23:37.719
<v Speaker 1>time we sold to George Telecom. But that was fun.

1:23:38.200 --> 1:23:41.200
<v Speaker 1>It really was. Honestly, we have to leave it there.

1:23:41.439 --> 1:23:46.280
<v Speaker 1>Oh okay, disappointed. Disappointed means are gonna have to come back.

1:23:46.280 --> 1:23:49.400
<v Speaker 1>I'm gonna have to come back. And it's nice to

1:23:49.400 --> 1:23:52.680
<v Speaker 1>be bad. Thanks for listening to Bloomberg Business Week. You

1:23:52.680 --> 1:23:55.839
<v Speaker 1>can subscribe to the podcast on iTunes, SoundCloud, or Bloomberg

1:23:55.880 --> 1:23:58.080
<v Speaker 1>dot com. You can also listen to our radio show

1:23:58.160 --> 1:24:01.280
<v Speaker 1>every weekday at two pm Eastern only on Bloomberg Radio