WEBVTT - Bloomberg Businessweek Weekend - April 17th, 2021 (Podcast)

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<v Speaker 1>This is Bloomberg Business Week inside from the reporters and

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<v Speaker 1>editors who bring you America's most trusted business magazine, plus

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<v Speaker 1>global business, finance and tech news as it happened, Sloomberg

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<v Speaker 1>Business Week with Carol Messer and Bloomberg Quick Takes. Tim

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<v Speaker 1>Stinovic on Bloomberg Radio. Hi, everyone, Welcome to the weekend

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<v Speaker 1>edition of Bloomberg Business Week. For those of you keeping

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<v Speaker 1>track week fifty seven, working from home still for so

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<v Speaker 1>many Tim and I though both in the office this week,

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<v Speaker 1>and I have to say, over the last week both

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<v Speaker 1>of us reminded that COVID is alive and kicking, and

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<v Speaker 1>concerns about possibly getting it, putting us back home, each

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<v Speaker 1>of us for a few days. Yeah it did. I

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<v Speaker 1>mean a running nose is no longer just a running nose.

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<v Speaker 1>It's a running nose plus waiting a few days than

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<v Speaker 1>a COVID test exactly, Fortunately a negative one on my

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<v Speaker 1>part mine as well. Well. Speaking of the virus, US

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<v Speaker 1>regulators pausing the use of J and J's vaccine as

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<v Speaker 1>they await more information on possible complications coming up this hour,

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<v Speaker 1>how that news may lead to more vaccine hesitancy. We'll

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<v Speaker 1>talk with the EEO of Surgical Solutions and tim Even

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<v Speaker 1>with the J and J setback, companies are plotting their

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<v Speaker 1>way forward. We'll hear from the CEOs of Imax, Hyatt Hotels, Tapestry,

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<v Speaker 1>and Mozilla, and one of the founders of Jet dot Com,

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<v Speaker 1>Nate Faust, on his new startup Olive. All of that

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<v Speaker 1>to come, we begin with this week's Chip Summit at

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<v Speaker 1>the White House. President Biden stop economic and National Security

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<v Speaker 1>advisors hosted more than a dozen chief executive officers to

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<v Speaker 1>talk about the administration's two and a quarter trillion dollar

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<v Speaker 1>infrastructure plan and the global semiconductor shortage. The President says

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<v Speaker 1>there's bipartisan support in Congress for efforts to strengthen the

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<v Speaker 1>U S supply chain and revamp batteries and semiconductors. Chin

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<v Speaker 1>and the rest of the world is not waiting, and

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<v Speaker 1>there's no reason why American should. Among those attending the

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<v Speaker 1>CEOs of four GM, Intel, and Google. In a recent

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<v Speaker 1>story in Bloomberg Business Week explored Intel's new hell Mary

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<v Speaker 1>with a twenty million dollar bet on US manufacturing. We

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<v Speaker 1>talked with Bloomberg Business Week editor Joel Weber and Tom Giles,

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<v Speaker 1>Bloomberg technology executive at look until has the money, UM.

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<v Speaker 1>And they still throw off a lot of cash from

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<v Speaker 1>their existing business. UM. So I have no doubt that

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<v Speaker 1>they're going to throw a lot of money at this problem. UM.

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<v Speaker 1>The challenge for them is that they have slipped in

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<v Speaker 1>production of the most advanced ships and just how quickly

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<v Speaker 1>can you You can throw a lot of money at

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<v Speaker 1>the problem, but how quickly can you get these new

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<v Speaker 1>um fabs, these new chip production plants up and running, um,

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<v Speaker 1>And how quickly can you fix the technology that they've

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<v Speaker 1>fallen behind? That you know, making these chips smaller and

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<v Speaker 1>smaller every cycle becomes harder and harder and harder to

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<v Speaker 1>do at the scale that Intel needs to do it. Remember,

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<v Speaker 1>they're the main supplier to the to the to the

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<v Speaker 1>servers and the computers around the world. UM. And the

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<v Speaker 1>fact of the matter is other companies have just gotten

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<v Speaker 1>faster and better than they are at cranking these things

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<v Speaker 1>out at scale. And that's the that's the real chans

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<v Speaker 1>that they have right now. What's great about this story, UM,

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<v Speaker 1>there's so much and I can only imagine the individuals

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<v Speaker 1>you talk to it because there's so much insight into

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<v Speaker 1>the different CEOs and the different stumbles that Intel did

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<v Speaker 1>after just kind of owning I feel like the semiconductor

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<v Speaker 1>industry you talk specifically, I feel like about a major

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<v Speaker 1>blunder tom and that was the misstep it did with

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<v Speaker 1>Apple by not linking up with them. How much did

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<v Speaker 1>that set them back? Yeah, So when it comes to

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<v Speaker 1>mobile chips um, that is an area where Intel just

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<v Speaker 1>tried and tried again many times to get a told

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<v Speaker 1>in that market. One of the early one of the

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<v Speaker 1>early instances that we talked about in the story is

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<v Speaker 1>when the former CEO, a guy by the name of

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<v Speaker 1>Paul o'dalini, was you know, this is before the smartphone introduction,

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<v Speaker 1>right in the mid two thousands. This is when Steve Jobs,

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<v Speaker 1>the founder of Apple, came to Intel and said, Okay,

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<v Speaker 1>we want to cut a deal with you to make

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<v Speaker 1>chips or our phone and Paul and Paul o'dalini just

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<v Speaker 1>just balked at it. He said he wasn't pleased with

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<v Speaker 1>the terms of that. That ended up being a really um,

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<v Speaker 1>you know, really landmark decision and one that has worked

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<v Speaker 1>against them, mainly because what it did is as this

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<v Speaker 1>business went to other companies, first Stampsung and then later

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<v Speaker 1>this company in Taiwan called Taiwan Semiconductor Manufacturing Company. Will

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<v Speaker 1>you win the contract to supply Apple? A lot comes

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<v Speaker 1>with that, you get, part of you get, You get

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<v Speaker 1>into this ecosystem, and you gained the ability to really

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<v Speaker 1>be the point, the point, the supplier for this incredibly

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<v Speaker 1>you know, fast moving market which was smartphone. I mean

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<v Speaker 1>remember what it was like when when you know, fifteen

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<v Speaker 1>years ago, when these when this was taking off, everybody

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<v Speaker 1>was just rushing to get these and that created a

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<v Speaker 1>lot of business for the semiconductor industry. They us that

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<v Speaker 1>moment which became sort of the beginning of the mobile revolution.

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<v Speaker 1>Um and you know, as you as you both write

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<v Speaker 1>in the story, you know Intel's predicament didn't come about overnight.

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<v Speaker 1>It's been a consequence of a decade. It's worth of missteps.

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<v Speaker 1>One of my most favorite elements of this story, and

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<v Speaker 1>what I think we do UM especially well with the

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<v Speaker 1>magazine are these sort of like case studies and and

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<v Speaker 1>this one really feels like a management case studies. So

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<v Speaker 1>when when you step back and you know, having covered

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<v Speaker 1>this company for years now, if you approach it through

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<v Speaker 1>that case study, lens, what are some of the big

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<v Speaker 1>management take takeaways? That you think. Um, you know, readers

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<v Speaker 1>will find most interesting here. And please talk about Brian

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<v Speaker 1>Kay Sure. Well, before we talked about Brian credetit, you

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<v Speaker 1>have to go back to Andy Grove. He was one

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<v Speaker 1>of the original founders of Intel and one of its

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<v Speaker 1>longest lasting cdo and he was legendary, um specifically for here.

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<v Speaker 1>He was very demanding, um. He you know, he was,

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<v Speaker 1>he was very discipline um. And he ran Intel. You know,

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<v Speaker 1>he was seen as a one of the early management

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<v Speaker 1>guru um, after whom many of the biggest tech executives

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<v Speaker 1>out there right now patterned their management style. That was

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<v Speaker 1>Tom Giles, Bloomberg Technology Executive editor, along with Bloomberg Business

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<v Speaker 1>Week editor Joel Weber. Intel is such a I feel

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<v Speaker 1>like business school case study, and a lot of it

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<v Speaker 1>has to do with management along the way. Yeah, thereof

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<v Speaker 1>quite a shuffle of executives in recent years as well.

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<v Speaker 1>Absolutely great story. Well coming up, US regulators maintain a

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<v Speaker 1>pause in the use of Johnson and Johnson's vaccine because

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<v Speaker 1>of risks the impact on the public. That's coming up next.

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<v Speaker 1>You're listening to Bloomberg Business Week. This is Bloomberg. This

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<v Speaker 1>is Bloomberg Business Week. With Carol Messer and Bloomberg Quick

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<v Speaker 1>takes Tim Stone of it from Bloomberg Radio. The virus

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<v Speaker 1>a setback this week for Johnson and Johnson's vaccine as

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<v Speaker 1>a CDC panel meant to talk about possible risks and

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<v Speaker 1>decided to maintain a pause on the use of the drug.

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<v Speaker 1>The move Tim reminding us that the path forward is

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<v Speaker 1>a winding one. I have to say when it crossed

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<v Speaker 1>the Bloomberg bit of a shocker, it really was a shocker.

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<v Speaker 1>Markets did seem to shrug it off, and to me,

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<v Speaker 1>it was not just a story about Johnson and Johnson,

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<v Speaker 1>but also a story about the other vaccines that have

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<v Speaker 1>been approved for emergency use authorization, those from Fiser and Maderna,

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<v Speaker 1>the MR and A vaccines. Yeah, absolutely listen. And it's

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<v Speaker 1>just a reminder, like everyone has said, we need a

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<v Speaker 1>portfolio of vaccines to get through this, especially something like

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<v Speaker 1>Johnson and Johnson. Great for emerging markets, it's an easier

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<v Speaker 1>it's a one shot vaccine, but nonetheless a little bit

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<v Speaker 1>of a stumble this week. Well. For more on the

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<v Speaker 1>virus and vaccine roll out one of our go to

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<v Speaker 1>voices throughout the pandemic, ALYSSA wrapped the CEO of the

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<v Speaker 1>healthcare solutions company, Surgical Solutions, It's really amazing that, you know,

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<v Speaker 1>we are very fortunate still to feel this way. Only

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<v Speaker 1>twenty two point three percent of the country is fully

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<v Speaker 1>vaccinated in thirty six four percent or one shot in

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<v Speaker 1>for the CDC, and so we're still less than of

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<v Speaker 1>the population those of us that can jump for joy

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<v Speaker 1>and feel like we are at least, you know, good

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<v Speaker 1>to go for this round. So I feel really bullish

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<v Speaker 1>that everyone who can get it, who is eager to

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<v Speaker 1>get it, should and if it spies room there and

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<v Speaker 1>it takes two shots versus one for at least a

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<v Speaker 1>period of time, so be it do to two and

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<v Speaker 1>just keep going. Well, listen, how's this playing out when

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<v Speaker 1>it comes to to your staff who is on the

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<v Speaker 1>front lines, Because we have talked to you in the

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<v Speaker 1>past about vaccine hesitancy among frontline workers, among healthcare workers,

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<v Speaker 1>but we've also heard about data that show that when

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<v Speaker 1>more people do get vaccinated within social circles, people start

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<v Speaker 1>to get on board if they were hesitant in the beginning.

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<v Speaker 1>How's it playing out for your employees? Um, we have

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<v Speaker 1>as you would imagine, it's an astute question. We have

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<v Speaker 1>had pockets of perseverance and pockets of hesitancy. So some

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<v Speaker 1>of the hesitancy has not surprisingly detailed with states or

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<v Speaker 1>geographies that are more hesitant in general because of their

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<v Speaker 1>political persuasions, and and where we've seen there being a

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<v Speaker 1>lot of administration of the vaccine, like New York City,

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<v Speaker 1>people are much less hesitant and much higher vaccination rates

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<v Speaker 1>even within our own firm. I think that what's interesting

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<v Speaker 1>is is that how Corona continues to play out is

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<v Speaker 1>also really geo focused. As factually said, it might be

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<v Speaker 1>all along. We've got hospitals in Michigan that are already

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<v Speaker 1>teeming with COVID patients again fearing the second variant is here,

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<v Speaker 1>and there are other places that are like empty with

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<v Speaker 1>COVID right now. It just isn't happening right now. Empty

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<v Speaker 1>might be too strong, but but very low incidents of

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<v Speaker 1>COVID patients, So it's very varied. It's going to be endemic,

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<v Speaker 1>right this is this is part of our world. I mean,

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<v Speaker 1>I was talking to a bunch of CEOs for a

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<v Speaker 1>Bloomberg event and they're like, we need to be ready

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<v Speaker 1>for the next one because it's coming. I mean, how

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<v Speaker 1>do you guys, see, what are the conversations an Lissa,

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<v Speaker 1>you guys are having around that conversations are get the

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<v Speaker 1>first round of vaccinations, preferably preferably with the efficacy, because

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<v Speaker 1>then to tweak around the margins for variants with boosters

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<v Speaker 1>is much easier than if you're starting from phase zero

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<v Speaker 1>and if you in and and of course if you

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<v Speaker 1>have already gotten vaccinated, even if it is a variant

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<v Speaker 1>that isn't perfectly uh protected, maybe it will be a

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<v Speaker 1>diminished immunal response. So you just have to hope that

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<v Speaker 1>this first round of vaccinations is laying the foundation, which

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<v Speaker 1>I actually genuinely believe it is. I'm still thinking about

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<v Speaker 1>J and J here. Do you think this is the

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<v Speaker 1>end of the J and J shot? Even if it

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<v Speaker 1>if it you don't, Okay, So even if it don't,

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<v Speaker 1>I'm not I have no insider information on jans Jan.

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<v Speaker 1>I'm not a board member. But they've administered six point

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<v Speaker 1>a million doses and there were six cases and they

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<v Speaker 1>were all amongst women who experience these low levels of

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<v Speaker 1>blood platelets um in combination with their vaccinations. So do

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<v Speaker 1>I think there will be necessarily additional screens and flags

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<v Speaker 1>when you should not necessarily get the J and J shot. Sure,

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<v Speaker 1>but it's a it's a blood clot, you know, the

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<v Speaker 1>cerebral venice sinus thrombosis c v s T, which hopefully

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<v Speaker 1>they can research further and help screen better for the

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<v Speaker 1>patients who would be a risk or tweet the vaccine

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<v Speaker 1>to not cause that response. But again, I do agree

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<v Speaker 1>with Nate Silver, this is unfortunately statistically insignificant. And you know,

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<v Speaker 1>the risk of getting COVID and having it newly adverse

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<v Speaker 1>health reaction is higher than the risk of having an

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<v Speaker 1>adverse reaction from J and J little and anything else.

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<v Speaker 1>So but when I and when I say and, I

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<v Speaker 1>don't mean that it will be permanently pulled or suspended.

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<v Speaker 1>What I mean is, even if it does get back

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<v Speaker 1>to the point where the agencies are recommending that it

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<v Speaker 1>be given in states, is there a chance that that

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<v Speaker 1>ship sailed when the agency has made this decision to

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<v Speaker 1>make this recommendation and it ultimately lead to people saying, Okay,

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<v Speaker 1>well no thanks to the to the J and J. Instead,

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<v Speaker 1>I'm going to go with the m R and A shots.

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<v Speaker 1>It could, it could any other reality is we also

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<v Speaker 1>don't know what else is in the on the horizon

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<v Speaker 1>to be for emergency approval. I know, Astrosonica on others

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<v Speaker 1>that have been produced globly are not popular or used

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<v Speaker 1>here yet, but there will probably still be additional innovations

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<v Speaker 1>yet that can continue to protect Americans from COVID nineteen,

0:11:57.679 --> 0:12:00.280
<v Speaker 1>this variant or others. So I'm I'm still to bet

0:12:00.280 --> 0:12:02.760
<v Speaker 1>on the technology and the innovators. It's just how I'm

0:12:02.760 --> 0:12:04.920
<v Speaker 1>wired and what I believe in. But I do think that,

0:12:05.559 --> 0:12:07.160
<v Speaker 1>you know, it's it's a tough position to be in

0:12:07.160 --> 0:12:08.680
<v Speaker 1>for j J. I don't think it will be the

0:12:08.720 --> 0:12:11.319
<v Speaker 1>last we see of their vaccine, but even so, whether

0:12:11.360 --> 0:12:14.360
<v Speaker 1>it is or isn't, fortunately we have enough of the

0:12:14.360 --> 0:12:18.720
<v Speaker 1>others being produced and so much more widespread distribution that really,

0:12:19.720 --> 0:12:21.600
<v Speaker 1>you know, if people want to be getting these vaccines

0:12:21.640 --> 0:12:24.200
<v Speaker 1>apprile after April nineteen, which we obviously hope they do,

0:12:24.240 --> 0:12:26.240
<v Speaker 1>they should have no challenge doing so. There are some

0:12:26.280 --> 0:12:28.439
<v Speaker 1>states that are have much higher stats than the national

0:12:28.440 --> 0:12:32.120
<v Speaker 1>averages I've given you fully vaccinated some states anyone over

0:12:32.120 --> 0:12:34.880
<v Speaker 1>sixteen is be knowledgeable for a long time, less populous states,

0:12:34.880 --> 0:12:37.920
<v Speaker 1>but there are states that are closer to herd immunity

0:12:37.960 --> 0:12:39.719
<v Speaker 1>than the country as a whole, So let's all get

0:12:39.720 --> 0:12:41.720
<v Speaker 1>there as quickly as we can. How important is it

0:12:41.760 --> 0:12:44.480
<v Speaker 1>all that we all get quickly globally, get there quickly

0:12:44.920 --> 0:12:48.480
<v Speaker 1>globally ALYSSA in order to really getting ahead of this

0:12:48.520 --> 0:12:52.240
<v Speaker 1>and beyond it. I think economically it's absolutely crucial, and

0:12:52.280 --> 0:12:55.640
<v Speaker 1>I think pragmatically it's also really important. We live in

0:12:55.640 --> 0:12:59.520
<v Speaker 1>a global marketplace and a global business enterprise, and the

0:13:00.960 --> 0:13:05.480
<v Speaker 1>phony and false yet real I guess that's actually more

0:13:05.480 --> 0:13:08.080
<v Speaker 1>on walls we've put up in this in this last

0:13:08.120 --> 0:13:09.720
<v Speaker 1>year and a half in terms of freedom of movement

0:13:09.720 --> 0:13:12.839
<v Speaker 1>internationally have real consequence. I haven't been able to get

0:13:12.840 --> 0:13:14.880
<v Speaker 1>my oparent from France. On a very personal note, I

0:13:14.920 --> 0:13:16.839
<v Speaker 1>have friends who are not being able to see loved

0:13:16.880 --> 0:13:19.280
<v Speaker 1>ones with the ease in Europe. Though, we need a

0:13:19.440 --> 0:13:22.920
<v Speaker 1>solve globally for these vaccination schedules so that we can

0:13:23.040 --> 0:13:26.319
<v Speaker 1>begin that freedom of movement and goods more easily, absolutely

0:13:26.360 --> 0:13:28.959
<v Speaker 1>as soon as possible will be best for the global economy.

0:13:29.000 --> 0:13:32.640
<v Speaker 1>Otherwise the people negatively impact in the country's negatively impact

0:13:32.640 --> 0:13:36.160
<v Speaker 1>by this are going to get even more acutely you know,

0:13:36.200 --> 0:13:40.480
<v Speaker 1>impacted economically. That was a lista wrap. CEO of Surgical solutions,

0:13:40.480 --> 0:13:42.720
<v Speaker 1>reminding us we need a global solution. It can't just

0:13:42.840 --> 0:13:45.160
<v Speaker 1>be focusing on your country. I mean the borders, and

0:13:45.720 --> 0:13:48.280
<v Speaker 1>the virus doesn't know a border. The problem is we

0:13:48.320 --> 0:13:50.520
<v Speaker 1>do not have a global solution. There are still wide,

0:13:51.360 --> 0:13:53.480
<v Speaker 1>widespread parts of the world that do not have access

0:13:53.520 --> 0:13:56.000
<v Speaker 1>to vaccines yet. I always think about our conversation with

0:13:56.000 --> 0:13:58.520
<v Speaker 1>Nobel Laurie Joseph Steak Let's saying, listen, developed nations, you've

0:13:58.520 --> 0:14:00.160
<v Speaker 1>got to take care of the developing world as well

0:14:00.200 --> 0:14:02.840
<v Speaker 1>when it comes to vaccines and other measures. We'll still ahead.

0:14:02.840 --> 0:14:06.480
<v Speaker 1>On Bloomberg Business Week, what do Amazon, Black Rock, Google,

0:14:06.600 --> 0:14:08.760
<v Speaker 1>and Warren Buffett have in commoned, Well, they all signed

0:14:08.760 --> 0:14:11.840
<v Speaker 1>a letter in opposition of any discriminatory legislation that would

0:14:11.840 --> 0:14:14.040
<v Speaker 1>make it harder for people to vote. This is legislation

0:14:14.080 --> 0:14:16.720
<v Speaker 1>that is happening in almost every state, Carol. It was

0:14:16.720 --> 0:14:19.240
<v Speaker 1>a corporate come together and to go to voice on

0:14:19.360 --> 0:14:23.160
<v Speaker 1>leadership Yales Jeff Snenfeld on companies and those CEO is

0:14:23.160 --> 0:14:26.720
<v Speaker 1>banning together and those that don't. There are implications. This

0:14:26.840 --> 0:14:34.680
<v Speaker 1>is Bloomberg broadcasting from the financial capital of the world

0:14:34.760 --> 0:14:38.240
<v Speaker 1>Bloomberg eleven Frio in New York to Washington d C

0:14:38.400 --> 0:14:43.120
<v Speaker 1>Bloomberg to Boston, Bloomberg one O six one to San Francisco,

0:14:43.200 --> 0:14:46.640
<v Speaker 1>Bloomberg nine sixty to the country Sirius XM Chado one

0:14:46.720 --> 0:14:49.880
<v Speaker 1>nineteen and around the globe the Bloomberg Business app and

0:14:49.920 --> 0:14:55.240
<v Speaker 1>Bloomberg Radio dot com. This is Bloomberg Business Week. This

0:14:55.280 --> 0:14:57.920
<v Speaker 1>week Bloomberg Live hosted an event. It was called Disruption

0:14:57.960 --> 0:15:00.680
<v Speaker 1>the New Economic Driver, and timis part did that event.

0:15:00.800 --> 0:15:03.320
<v Speaker 1>I caught up with Jeffson and Felt, senior Associate Dean

0:15:03.360 --> 0:15:06.080
<v Speaker 1>for Leadership Studies at Yale University School of Management. Well.

0:15:06.080 --> 0:15:08.080
<v Speaker 1>He also spoke with US Carroll in our daily radio

0:15:08.120 --> 0:15:10.440
<v Speaker 1>show about this week's published letter that was signed by

0:15:10.520 --> 0:15:14.520
<v Speaker 1>hundreds of companies and executives opposing quote any discriminatory legislation,

0:15:14.680 --> 0:15:16.920
<v Speaker 1>end quote that would make it harder for people to

0:15:17.000 --> 0:15:19.920
<v Speaker 1>vote well. Full disclosure. Michael R. Bloomberg, founder, Bloomberg ALP

0:15:20.000 --> 0:15:23.400
<v Speaker 1>and Bloomberg Philanthropies was a co signatory. Here's more from

0:15:23.520 --> 0:15:28.280
<v Speaker 1>yalees Jeffson and Felt on the action v CEOs is remarkable.

0:15:28.680 --> 0:15:31.720
<v Speaker 1>It is it is a great affirmation of each other,

0:15:32.000 --> 0:15:34.080
<v Speaker 1>which is what we found on our weekend event. We

0:15:34.160 --> 0:15:37.840
<v Speaker 1>had on forty eight hours notice pulled together these titans

0:15:37.880 --> 0:15:42.320
<v Speaker 1>of industry on Saturday, and we invited a ninety of

0:15:42.320 --> 0:15:44.840
<v Speaker 1>them came out and then while they're Kenn Fraser and

0:15:44.880 --> 0:15:48.200
<v Speaker 1>Ken Chenault invited them UH and then invited them and

0:15:48.240 --> 0:15:52.400
<v Speaker 1>their friends UH to join this petition that was an extension,

0:15:52.400 --> 0:15:55.680
<v Speaker 1>of course, with the seventy two black executives that signed

0:15:55.680 --> 0:16:00.240
<v Speaker 1>a week earlier. And the response was thunderous and of

0:16:00.280 --> 0:16:03.200
<v Speaker 1>it is um you know, it's it's it's kind of

0:16:03.240 --> 0:16:08.320
<v Speaker 1>a strong affirmation of each other, but also a strong

0:16:08.360 --> 0:16:10.720
<v Speaker 1>statements They're not going to be intimidated by anybody says

0:16:10.760 --> 0:16:12.480
<v Speaker 1>give us your money and shut up. You know, it's

0:16:12.480 --> 0:16:15.440
<v Speaker 1>about taxation and representation. Do you say this unfolding in

0:16:15.440 --> 0:16:18.160
<v Speaker 1>front of you, then yes, it It was kind of

0:16:18.200 --> 0:16:22.000
<v Speaker 1>a if you don't mean to offend anybody politically, but

0:16:22.000 --> 0:16:25.680
<v Speaker 1>if you take a look at these voter suppression rules,

0:16:25.760 --> 0:16:29.840
<v Speaker 1>these laws going across forty seven states now it was

0:16:29.880 --> 0:16:32.760
<v Speaker 1>forty two last week and now atty seven, is that

0:16:32.960 --> 0:16:35.520
<v Speaker 1>it's seeing that as as a as a viral disease

0:16:35.560 --> 0:16:39.160
<v Speaker 1>in itself counter it has been this gathering storm of

0:16:39.200 --> 0:16:42.560
<v Speaker 1>CEO support. UH. It is in fact a support of

0:16:42.640 --> 0:16:46.000
<v Speaker 1>defiance in the eyes of those trying to intimidate them.

0:16:46.080 --> 0:16:48.760
<v Speaker 1>It's happened before in Georgia. Some of the Georgia companies,

0:16:48.800 --> 0:16:51.200
<v Speaker 1>like you know, Coke and especially Delta and others who

0:16:51.280 --> 0:16:54.600
<v Speaker 1>got out front on gun safety issues and things suffered

0:16:54.720 --> 0:16:58.280
<v Speaker 1>ridiculous reprisals for the positions they took in terms of

0:16:58.560 --> 0:17:03.760
<v Speaker 1>selective regulator a taunts and actual selected taxation things that

0:17:03.800 --> 0:17:08.359
<v Speaker 1>are unconstitutional, of course, but they still became issues they

0:17:08.400 --> 0:17:10.879
<v Speaker 1>had to wrestle with these things. Are CEOs are saying

0:17:10.880 --> 0:17:13.160
<v Speaker 1>we're not going for that kind of like they did

0:17:13.160 --> 0:17:15.240
<v Speaker 1>when Ken Fraser of merch stood out in front and

0:17:15.280 --> 0:17:19.480
<v Speaker 1>stepped off President Trust's Business Advisory Council, and then then

0:17:19.480 --> 0:17:22.000
<v Speaker 1>you saw that stampede where they all left. But the

0:17:22.040 --> 0:17:25.040
<v Speaker 1>first first seven American history that the business community said

0:17:25.040 --> 0:17:27.400
<v Speaker 1>no to the commander in chiefs called action. I wonder though,

0:17:27.880 --> 0:17:32.160
<v Speaker 1>beyond this statement, beyond this letter, and beyond what these

0:17:32.160 --> 0:17:34.760
<v Speaker 1>companies are saying when it comes to actions and what

0:17:34.840 --> 0:17:38.280
<v Speaker 1>these companies can do to actually compel the state legislatures

0:17:38.359 --> 0:17:41.240
<v Speaker 1>not to move forward with these restrictions. Well, you know,

0:17:41.280 --> 0:17:43.240
<v Speaker 1>that's a really good thing. It's easy, you might say,

0:17:43.280 --> 0:17:46.080
<v Speaker 1>it's easy to sign on. It's really not that easy

0:17:46.320 --> 0:17:48.560
<v Speaker 1>to get out in front and put your names out there.

0:17:48.920 --> 0:17:51.560
<v Speaker 1>It's still people will say talk is cheap. It's not cheap.

0:17:51.600 --> 0:17:54.159
<v Speaker 1>There are repercussions, and it's really great they did this. However,

0:17:54.440 --> 0:17:56.760
<v Speaker 1>what else beyond the talk enough with petitions, you know,

0:17:56.840 --> 0:17:59.480
<v Speaker 1>can have a kaleidoscope of these petitions already is the

0:17:59.520 --> 0:18:02.159
<v Speaker 1>next day age of this is you're seeing that there

0:18:02.200 --> 0:18:06.400
<v Speaker 1>are economic sanctions. Nobody in Georgia wanted, you know, the

0:18:06.440 --> 0:18:08.640
<v Speaker 1>Major League Baseball to move the All Star Game out.

0:18:09.400 --> 0:18:14.040
<v Speaker 1>We had, though, commissioned a morning console overnight set of

0:18:14.040 --> 0:18:16.439
<v Speaker 1>interviews of a couple of thousand Americans, and what was

0:18:16.520 --> 0:18:19.320
<v Speaker 1>astounding is that it is very popular in the country

0:18:19.320 --> 0:18:23.680
<v Speaker 1>outside of Georgia, especially with avid baseball fans. And we

0:18:23.720 --> 0:18:28.040
<v Speaker 1>saw yesterday Apple with Will Smith pull out in the

0:18:28.200 --> 0:18:32.159
<v Speaker 1>entertainment sports filmmaking center of Georgia is very strong that

0:18:32.240 --> 0:18:35.440
<v Speaker 1>these kinds of economic hits are profound. But there are

0:18:35.840 --> 0:18:38.520
<v Speaker 1>other issues. There are legislative issues, and there are things

0:18:38.560 --> 0:18:41.280
<v Speaker 1>like you may have seen today. Brad Krp just announced,

0:18:41.280 --> 0:18:45.439
<v Speaker 1>the chairman of Paul Weiss, that they have bounded together

0:18:45.520 --> 0:18:49.159
<v Speaker 1>almost seventy of the nation's largest law firms for swat

0:18:49.160 --> 0:18:53.359
<v Speaker 1>teams instant ready right now to go out to these states. Hey, Jeff,

0:18:53.480 --> 0:18:56.399
<v Speaker 1>just quickly, and it's gonna be quick, only about thirty seconds.

0:18:56.560 --> 0:18:59.399
<v Speaker 1>Is Delta making a mistake, Coca Cola making a mistake

0:18:59.480 --> 0:19:02.480
<v Speaker 1>there in the state of Georgia by not being part

0:19:02.560 --> 0:19:06.480
<v Speaker 1>of this petition or at least this signature um this letter.

0:19:06.640 --> 0:19:09.840
<v Speaker 1>Are they making mistake? Just quickly? Great, great question because

0:19:09.880 --> 0:19:12.959
<v Speaker 1>you know Walmart, Doug McMillan has been very out these

0:19:13.000 --> 0:19:15.280
<v Speaker 1>kinds of issues and said was Jamie Diamond and JP Morgan.

0:19:15.640 --> 0:19:17.600
<v Speaker 1>Is the fact that some didn't sign and think, you know,

0:19:17.680 --> 0:19:19.399
<v Speaker 1>we've been out there and we don't need to be

0:19:19.440 --> 0:19:20.960
<v Speaker 1>the only ones that they don't know who else is

0:19:20.960 --> 0:19:23.080
<v Speaker 1>going to be, so you know, there's no question about

0:19:23.080 --> 0:19:25.760
<v Speaker 1>where they stand on these issues. That's Jeff Snenfeld, Senior

0:19:25.760 --> 0:19:29.080
<v Speaker 1>Associate Dean for Leadership Studies at Yale University School of Management.

0:19:29.080 --> 0:19:31.639
<v Speaker 1>And I think what's interesting is tim, you know, I

0:19:31.680 --> 0:19:33.760
<v Speaker 1>do wonder when we look back in a few years,

0:19:34.000 --> 0:19:37.120
<v Speaker 1>how we look at companies and their leaders and how

0:19:37.160 --> 0:19:39.720
<v Speaker 1>they weighed in on some really important issues of our time,

0:19:39.760 --> 0:19:44.440
<v Speaker 1>whether it's wealth gaps, racism, inequities. I wonder how history

0:19:44.480 --> 0:19:46.879
<v Speaker 1>will judge them. And one thing that really stuck out

0:19:46.920 --> 0:19:48.439
<v Speaker 1>to me about the interview was when you asked him

0:19:48.440 --> 0:19:51.080
<v Speaker 1>about the companies that didn't sign this, because there were

0:19:51.080 --> 0:19:53.080
<v Speaker 1>a lot of companies that that that didn't sign this

0:19:53.200 --> 0:19:55.920
<v Speaker 1>that have been outspoken about this. Be sure to catch

0:19:55.960 --> 0:19:58.320
<v Speaker 1>the full interview. It's available at Bloomberg dot com. And

0:19:58.359 --> 0:20:00.960
<v Speaker 1>here more from that Bloomberg Live event all about disruption

0:20:01.000 --> 0:20:03.480
<v Speaker 1>in the economic impact. You can find that at Bloomberg

0:20:03.520 --> 0:20:06.399
<v Speaker 1>Live dot com. You're listening to Bloomberg Business Week coming

0:20:06.480 --> 0:20:09.880
<v Speaker 1>up next more on leadership and disruption and Carol, more

0:20:09.920 --> 0:20:12.080
<v Speaker 1>from that be Live event that you hosted. Yeah, I

0:20:12.040 --> 0:20:14.119
<v Speaker 1>gotta tell you, I had a dream team of leaders,

0:20:14.119 --> 0:20:17.800
<v Speaker 1>the CEOs of Hyatt Hotels, Imax, Tapestry, and Mozilla, all

0:20:17.800 --> 0:20:20.399
<v Speaker 1>coming from different industries and all very different types of

0:20:20.480 --> 0:20:23.160
<v Speaker 1>leaders and some great interviews. If I may say so myself.

0:20:23.200 --> 0:20:34.880
<v Speaker 1>Thank you. This is Bloomberg. You're listening to Bloomberg Business

0:20:34.920 --> 0:20:38.680
<v Speaker 1>Week with Carol Messer and Bloomberg Quick Takes. Tim Stinovik

0:20:38.920 --> 0:20:43.680
<v Speaker 1>from Bloomberg Radio Bloomberg Live hosted a virtual event this week. Tim.

0:20:43.800 --> 0:20:46.200
<v Speaker 1>It was about disruption as the new economic driver. It

0:20:46.280 --> 0:20:49.840
<v Speaker 1>was a really very timely topic because we've all lived

0:20:49.840 --> 0:20:51.840
<v Speaker 1>through so much over the last twelve to thirteen months

0:20:51.880 --> 0:20:54.600
<v Speaker 1>and we're wondering how it pays off longer term. At

0:20:54.600 --> 0:20:56.560
<v Speaker 1>the event, I got to talk with a diverse lineup

0:20:56.600 --> 0:21:00.440
<v Speaker 1>of CEOs, the CEOs of Imax, Hyatt Hotels, Tapestry, Mozilla.

0:21:00.560 --> 0:21:02.480
<v Speaker 1>You talked about how disruption has led to change and

0:21:02.600 --> 0:21:05.879
<v Speaker 1>innovation at the companies and across the industries. First up,

0:21:05.920 --> 0:21:08.480
<v Speaker 1>though you've got their thoughts on the outlook some thirteen

0:21:08.520 --> 0:21:11.639
<v Speaker 1>months in on the pandemic. We started with Hyatt CEO

0:21:11.880 --> 0:21:14.520
<v Speaker 1>Mark Coplemasian. I would say that, you know, we've we've

0:21:14.520 --> 0:21:17.920
<v Speaker 1>been enjoying some very positive momentum since the end of

0:21:18.000 --> 0:21:21.360
<v Speaker 1>January this year in the United States. Um China went

0:21:21.400 --> 0:21:25.119
<v Speaker 1>through a shutdown and has reopened again and is growing

0:21:25.240 --> 0:21:30.480
<v Speaker 1>significantly post reopening. But I would say that the as

0:21:30.520 --> 0:21:35.720
<v Speaker 1>much as we see booking activity steadily increase, we're also

0:21:35.920 --> 0:21:43.080
<v Speaker 1>positioned to be ready for potential retraction. And the only

0:21:43.080 --> 0:21:45.840
<v Speaker 1>reason we are is not because I have crystal ball.

0:21:46.280 --> 0:21:48.000
<v Speaker 1>The one thing I've learned over this past years that

0:21:48.000 --> 0:21:53.000
<v Speaker 1>that's not possible. But we've become conditioned to just recognize

0:21:53.040 --> 0:21:57.440
<v Speaker 1>that the path forward is not able to be predicted

0:21:57.840 --> 0:22:02.040
<v Speaker 1>much past becoming weaker, so and so we remain ready

0:22:02.119 --> 0:22:05.440
<v Speaker 1>to pivot if we need to. There's no evidence that

0:22:05.440 --> 0:22:08.680
<v Speaker 1>that's a problem at this moment. But you know, there

0:22:08.720 --> 0:22:12.160
<v Speaker 1>are more surges that we're seeing due to the new

0:22:12.280 --> 0:22:17.520
<v Speaker 1>variants um that are now the dominant caseload in many countries,

0:22:18.240 --> 0:22:21.200
<v Speaker 1>quickly becoming the the primary one of the United States.

0:22:21.240 --> 0:22:26.240
<v Speaker 1>So we we remain ready for a retrenchment, but so

0:22:26.280 --> 0:22:29.480
<v Speaker 1>far we've seen positive momentum. Joanne Crave Voice Rot come

0:22:29.480 --> 0:22:31.360
<v Speaker 1>on in on this. You're the c of Tapestry. Tell

0:22:31.400 --> 0:22:33.680
<v Speaker 1>us about your brands, whether it's coach, Kate Spade or

0:22:33.720 --> 0:22:36.440
<v Speaker 1>Stuart Whitzman. What are you looking for in the next

0:22:36.480 --> 0:22:39.840
<v Speaker 1>six months to a year. Well, I will say we're optimistic,

0:22:39.960 --> 0:22:42.760
<v Speaker 1>but the the operative word, you know, over the past

0:22:42.960 --> 0:22:47.520
<v Speaker 1>year has really been agility. Um, you know, echoing marks comments.

0:22:47.960 --> 0:22:51.239
<v Speaker 1>We had very little visibility coming through the pandemic as

0:22:51.280 --> 0:22:53.760
<v Speaker 1>to what the trends would be, and our focus as

0:22:53.800 --> 0:22:56.159
<v Speaker 1>a as a company has been to get closer to

0:22:56.200 --> 0:22:59.760
<v Speaker 1>our consumer, to lean into digital and data and analytics

0:22:59.760 --> 0:23:02.320
<v Speaker 1>tolls that are becoming more available. We were seeing some

0:23:02.440 --> 0:23:06.280
<v Speaker 1>of these disruptions happened pre pandemic and really embracing that

0:23:06.640 --> 0:23:09.479
<v Speaker 1>and then becoming a leaner and more agile organization so

0:23:09.520 --> 0:23:11.760
<v Speaker 1>that we can be more responsive as we see these

0:23:11.800 --> 0:23:14.960
<v Speaker 1>trends unfold. I will tell you that a year ago,

0:23:15.119 --> 0:23:18.159
<v Speaker 1>we weren't talking about or thinking about the opportunity to

0:23:18.200 --> 0:23:21.320
<v Speaker 1>see a vaccine roll out quickly, and we are here now.

0:23:22.000 --> 0:23:25.320
<v Speaker 1>There has been a setback, particularly with the news today,

0:23:25.359 --> 0:23:28.080
<v Speaker 1>but we continue to be optimistic. You know. I think

0:23:28.080 --> 0:23:31.359
<v Speaker 1>our customers are optimistic. They're they're looking forward to getting

0:23:31.359 --> 0:23:35.199
<v Speaker 1>out and embracing the physical world again. And we've been

0:23:35.280 --> 0:23:37.800
<v Speaker 1>encouraged by the amount of support and the amount of

0:23:37.840 --> 0:23:40.720
<v Speaker 1>engagement we've seen all the way through the pandemic with

0:23:40.760 --> 0:23:44.080
<v Speaker 1>our brands, and and we think we're well positioned and

0:23:44.240 --> 0:23:46.240
<v Speaker 1>believe we're well positioned as we come out of the

0:23:46.240 --> 0:23:49.680
<v Speaker 1>pandemic to continue to serve our customers. Let's turn out

0:23:49.680 --> 0:23:52.119
<v Speaker 1>a rich Gil Fund, he's the IMAX CEO, and rich

0:23:52.280 --> 0:23:55.280
<v Speaker 1>you and into COVID early because of your exposure in Asia.

0:23:55.320 --> 0:23:58.000
<v Speaker 1>How are things going? Are people going back to theaters

0:23:58.520 --> 0:24:02.399
<v Speaker 1>where people feel safe, Carol, And in fact they are safe.

0:24:02.720 --> 0:24:05.840
<v Speaker 1>They're coming back to theaters in some cases even in

0:24:05.880 --> 0:24:09.840
<v Speaker 1>record numbers. So UM China, for example, we were we

0:24:09.920 --> 0:24:13.520
<v Speaker 1>operate in eighty four countries and in China we typically

0:24:13.560 --> 0:24:17.040
<v Speaker 1>do about ten percent of the Chinese box office on

0:24:17.040 --> 0:24:19.960
<v Speaker 1>one percent of the screen. So Chinese New Year is

0:24:20.000 --> 0:24:22.600
<v Speaker 1>the biggest movie going time of the year in China.

0:24:22.600 --> 0:24:27.080
<v Speaker 1>It's around February, and this year was up thirty over

0:24:27.119 --> 0:24:30.359
<v Speaker 1>the record which was two thousand and nineteen. UM. In

0:24:30.440 --> 0:24:34.040
<v Speaker 1>Japan we had a film called Demon Slayer, which became

0:24:34.080 --> 0:24:37.800
<v Speaker 1>the highest grossing film in the history of Japan, highest

0:24:37.800 --> 0:24:42.400
<v Speaker 1>grossing IMAX film as well, despite capacity limitations a couple

0:24:42.440 --> 0:24:45.000
<v Speaker 1>of months ago. So there's no question in my mind

0:24:45.359 --> 0:24:47.520
<v Speaker 1>where it's safe, it's going to bounce back, and it

0:24:47.560 --> 0:24:50.439
<v Speaker 1>already is in a big way. Um. You look at

0:24:50.480 --> 0:24:54.760
<v Speaker 1>North America, we just had Godzilla versus Kang which, as

0:24:54.840 --> 0:24:58.159
<v Speaker 1>you know, open way stronger than people thought to around

0:24:58.200 --> 0:25:01.679
<v Speaker 1>fifty million dollars it's for this weekend. Europe is a

0:25:01.680 --> 0:25:05.640
<v Speaker 1>little slower, a little bit more troubling, as is Latin America.

0:25:05.960 --> 0:25:07.639
<v Speaker 1>So I think you really have to look at this

0:25:07.720 --> 0:25:11.399
<v Speaker 1>on a region by region basis. And again, as as

0:25:11.400 --> 0:25:14.080
<v Speaker 1>as others were just saying, I don't think you could

0:25:14.080 --> 0:25:16.920
<v Speaker 1>get too high or too low. One of my favorite

0:25:16.920 --> 0:25:19.720
<v Speaker 1>business sayings. It's never as good as it looks or

0:25:19.760 --> 0:25:21.600
<v Speaker 1>as bad as it seems. So I think you have

0:25:21.760 --> 0:25:24.600
<v Speaker 1>to look as a trend wise it's getting better, and

0:25:24.680 --> 0:25:28.560
<v Speaker 1>not get too distracted by the short term news. Mittel Baker,

0:25:28.640 --> 0:25:31.119
<v Speaker 1>you're the CEA of Mozilla. Has your company benefit from

0:25:31.119 --> 0:25:33.679
<v Speaker 1>the past year and everyone going online and doing a

0:25:33.720 --> 0:25:36.640
<v Speaker 1>lot of browsing online or we've seen in the last

0:25:36.800 --> 0:25:40.400
<v Speaker 1>year is change in habits. You know, the title disruption

0:25:40.440 --> 0:25:44.440
<v Speaker 1>I think is quite real here because even online people's

0:25:44.480 --> 0:25:47.280
<v Speaker 1>habits are changing, how they're what they're doing. You can

0:25:47.280 --> 0:25:50.359
<v Speaker 1>see that. And so I would say, you know, Mozilla,

0:25:50.440 --> 0:25:54.840
<v Speaker 1>our goal is a better internet. Uh, and the reason

0:25:54.880 --> 0:25:57.240
<v Speaker 1>that our organization exists is to build a better internet.

0:25:57.280 --> 0:25:59.520
<v Speaker 1>We do it through the market, so or a software vendor,

0:25:59.560 --> 0:26:02.439
<v Speaker 1>you know, like others, but our our actual motivation is

0:26:02.720 --> 0:26:05.920
<v Speaker 1>something quite different. And so if Firefox has done quite

0:26:05.920 --> 0:26:08.560
<v Speaker 1>well in the last year, and in the bigger picture,

0:26:08.600 --> 0:26:11.720
<v Speaker 1>I'd say, you know, both the good and the bad

0:26:11.800 --> 0:26:14.520
<v Speaker 1>of the current state of the Internet have been magnified,

0:26:15.000 --> 0:26:18.240
<v Speaker 1>and so obviously in the larger picture, we'd say we'd

0:26:18.240 --> 0:26:20.920
<v Speaker 1>really succeeded because we're all living online and doing things

0:26:20.960 --> 0:26:24.400
<v Speaker 1>online we hadn't imagined before. But also the issues with

0:26:24.760 --> 0:26:28.000
<v Speaker 1>the nature of online life and the way our engagement

0:26:28.080 --> 0:26:33.000
<v Speaker 1>works are so obvious, and so you know, with Firefox

0:26:33.040 --> 0:26:35.200
<v Speaker 1>we try to address that now even more. How do

0:26:35.240 --> 0:26:37.119
<v Speaker 1>you search things? How do you find what you want?

0:26:37.240 --> 0:26:39.600
<v Speaker 1>How do you find with pocket you know, content that's

0:26:39.640 --> 0:26:43.080
<v Speaker 1>worth your time, not clickbait. How to test out ways

0:26:43.119 --> 0:26:46.560
<v Speaker 1>of engagement that aren't about building outrage for more engagement,

0:26:47.080 --> 0:26:50.040
<v Speaker 1>so that our you might say, the better side of

0:26:50.119 --> 0:26:53.560
<v Speaker 1>human nature can be more reflected in online life, and that,

0:26:53.720 --> 0:26:55.920
<v Speaker 1>of course is a work in progress. Time for a

0:26:56.000 --> 0:26:58.800
<v Speaker 1>rapid round of questions. Here reach gil Fond I'm ax CEO.

0:26:58.840 --> 0:27:01.520
<v Speaker 1>I'm gonna start with you. A disruption become an economic

0:27:01.600 --> 0:27:04.200
<v Speaker 1>driver for your company? Yes or no? Yes for sure.

0:27:04.640 --> 0:27:08.479
<v Speaker 1>I think the new circumstances um you know, humans are

0:27:08.560 --> 0:27:12.879
<v Speaker 1>very adaptable and the will to survive is primary, and

0:27:12.920 --> 0:27:15.480
<v Speaker 1>I think you put those together, it forces you to

0:27:15.560 --> 0:27:18.360
<v Speaker 1>look at different ways of doing things. Mittel Baker, what's

0:27:18.400 --> 0:27:23.640
<v Speaker 1>your take at Mozilla? Absolutely? Absolutely, things we never really

0:27:23.640 --> 0:27:26.560
<v Speaker 1>imagined could be done online, our online and so that's

0:27:26.560 --> 0:27:31.440
<v Speaker 1>a driver of opportunity, challenge, ability to move in all

0:27:31.480 --> 0:27:33.960
<v Speaker 1>sorts of different ways, you know, from as I said,

0:27:34.040 --> 0:27:37.159
<v Speaker 1>browsing to content, but also what's your experience engaging in

0:27:37.200 --> 0:27:39.359
<v Speaker 1>content and what is it like to be online? And

0:27:39.359 --> 0:27:43.000
<v Speaker 1>that overall experience. And I'll even maybe echo Mark and say,

0:27:43.720 --> 0:27:46.280
<v Speaker 1>how does it online? How do how do we amend it?

0:27:46.359 --> 0:27:50.119
<v Speaker 1>So it drives us closer towards holistic well being more

0:27:50.240 --> 0:27:53.360
<v Speaker 1>couple amazing? And how has disruption impact at Hyatt Hotels?

0:27:53.680 --> 0:27:57.120
<v Speaker 1>I think probably the biggest lasting dividend, if you will,

0:27:57.200 --> 0:28:00.800
<v Speaker 1>from this past year is a change way of working.

0:28:01.160 --> 0:28:06.160
<v Speaker 1>I think going faster, being more adaptable, um, having applying

0:28:06.200 --> 0:28:08.800
<v Speaker 1>a growth mindset at every turn. These are the things

0:28:08.800 --> 0:28:11.680
<v Speaker 1>that will persist and continue to add value over time.

0:28:12.040 --> 0:28:15.320
<v Speaker 1>And Joe and Crave voice aunt what about a tapestry? Yeah,

0:28:15.359 --> 0:28:17.359
<v Speaker 1>I'll wrap it up by saying that, you know, I

0:28:17.400 --> 0:28:20.560
<v Speaker 1>agree that it's been a catalyst. Um, it's allowed us,

0:28:20.680 --> 0:28:22.800
<v Speaker 1>you know, to to build a case for change. It

0:28:22.880 --> 0:28:25.600
<v Speaker 1>was quite clear when all of our stores closed that

0:28:25.760 --> 0:28:27.840
<v Speaker 1>there was change that we needed to do. And I

0:28:28.119 --> 0:28:31.360
<v Speaker 1>would argue that it's helped us accelerate and being more

0:28:31.400 --> 0:28:35.080
<v Speaker 1>bold than we would have been otherwise. So um, and

0:28:35.119 --> 0:28:39.360
<v Speaker 1>the innovation has been tremendous Across this past year. I've

0:28:39.360 --> 0:28:42.600
<v Speaker 1>been weaving some of our audience questions into the general discussion,

0:28:42.640 --> 0:28:43.960
<v Speaker 1>but I have one last one. I just want to

0:28:44.000 --> 0:28:46.120
<v Speaker 1>quickly ask you guys, what do you think will be

0:28:46.120 --> 0:28:49.000
<v Speaker 1>the next big disrupter and how can we prepare for that?

0:28:49.080 --> 0:28:50.800
<v Speaker 1>Just quickly, Joeanne, what do you think will be the

0:28:50.840 --> 0:28:55.440
<v Speaker 1>next big disruptor? Uh? You know, I think the continuation

0:28:55.480 --> 0:28:58.200
<v Speaker 1>as Mitchell said, I'll echo that. I don't think we're done.

0:28:58.200 --> 0:29:00.440
<v Speaker 1>I think we're in the first few steps of a

0:29:00.480 --> 0:29:05.000
<v Speaker 1>technology disruption and a digital digital as an enabler, and

0:29:05.040 --> 0:29:10.640
<v Speaker 1>I think we're in the early innings of that mark UM.

0:29:10.680 --> 0:29:14.600
<v Speaker 1>You know, as we now believe that this UM, this

0:29:14.840 --> 0:29:19.960
<v Speaker 1>coronavirus could be an endemic, uh, part part of our

0:29:20.200 --> 0:29:24.800
<v Speaker 1>lives going forward. I think how we respond to future

0:29:25.040 --> 0:29:27.320
<v Speaker 1>I think I think Richard was the one who said

0:29:27.480 --> 0:29:31.280
<v Speaker 1>is a certainty of another pandemic in our lifetimes. I think,

0:29:31.360 --> 0:29:35.040
<v Speaker 1>you know, how we collectively respond to these things going

0:29:35.080 --> 0:29:39.240
<v Speaker 1>forward is going to be another, you know, unfortunately, another

0:29:39.280 --> 0:29:44.760
<v Speaker 1>disruption in how we organize information, how we coordinate UM,

0:29:44.800 --> 0:29:48.520
<v Speaker 1>and how we deploy UM, either vaccines in the future

0:29:48.800 --> 0:29:56.520
<v Speaker 1>or other healthcare Mitchell, I'd say mindset, because all sorts

0:29:56.560 --> 0:29:59.480
<v Speaker 1>of things will happen, whether it's a pandemic or you know,

0:30:01.600 --> 0:30:05.000
<v Speaker 1>flooding me millions of people, you know, you know, with

0:30:05.120 --> 0:30:08.840
<v Speaker 1>water levels rising, who knows, you know. So I would

0:30:08.880 --> 0:30:11.240
<v Speaker 1>say I think the next big disruptor is really mindset,

0:30:11.520 --> 0:30:14.200
<v Speaker 1>which is partly our relationship to technology, but partly our

0:30:14.240 --> 0:30:18.040
<v Speaker 1>relationship to experience. Um, you know, is that consistent if

0:30:18.040 --> 0:30:20.120
<v Speaker 1>you have these great experiences? Is it going to be

0:30:20.200 --> 0:30:23.240
<v Speaker 1>periodic in life? As these things happen, Can we get

0:30:23.280 --> 0:30:25.240
<v Speaker 1>back to us or or work our way to a

0:30:25.240 --> 0:30:27.800
<v Speaker 1>new sort of sustainability not just for us and our

0:30:27.840 --> 0:30:31.520
<v Speaker 1>people and teams, but planet wise and weatherwise as well.

0:30:32.440 --> 0:30:34.040
<v Speaker 1>Rich final thought for you, what do you think is

0:30:34.040 --> 0:30:36.840
<v Speaker 1>going to be the next big disruptor. I think it's

0:30:36.880 --> 0:30:40.800
<v Speaker 1>going to be artificial intelligence. I think artificial intelligence is

0:30:40.920 --> 0:30:43.280
<v Speaker 1>kind of you know what the Internet was a few

0:30:43.320 --> 0:30:46.960
<v Speaker 1>decades ago, and you know, there's so many simple things,

0:30:47.000 --> 0:30:50.640
<v Speaker 1>whether it's ordering a cab or food for takeout, Um,

0:30:50.720 --> 0:30:53.360
<v Speaker 1>you can't see where they are. But I think AI

0:30:53.560 --> 0:30:55.400
<v Speaker 1>is so big it's going to change our way of

0:30:55.440 --> 0:30:58.200
<v Speaker 1>life in ways we can't see. That's my panel from

0:30:58.240 --> 0:31:00.800
<v Speaker 1>the Bloomberg Live event disruption as a new economic driver,

0:31:00.960 --> 0:31:04.640
<v Speaker 1>featuring Mitchell Baker of Mozilla, Joanne Crew Voice of Tapestry,

0:31:04.920 --> 0:31:09.200
<v Speaker 1>Rich Gelfon of Imax Corporation, and Mark Hoplmasian from Hyatt Hotels.

0:31:09.240 --> 0:31:12.520
<v Speaker 1>Of course, all CEOs at those companies. That entire conversation

0:31:12.520 --> 0:31:15.160
<v Speaker 1>can be found online at Bloomberg Live dot com. That

0:31:15.280 --> 0:31:16.840
<v Speaker 1>ups up the first hour of the weekend edition of

0:31:16.840 --> 0:31:19.480
<v Speaker 1>Bloomberg Business Week from Bloomberg Radio. I'm Carol Masser and

0:31:19.520 --> 0:31:21.720
<v Speaker 1>I'm Tim Stanovec. Ahead in our next hour, the co

0:31:21.800 --> 0:31:24.520
<v Speaker 1>founder of jet dot Com Nate Faust on his new

0:31:24.600 --> 0:31:27.880
<v Speaker 1>e commerce startup Olive with a sustainable focus. Kind of

0:31:27.920 --> 0:31:30.000
<v Speaker 1>love what he's doing. Plus how a twenty three year

0:31:30.040 --> 0:31:33.080
<v Speaker 1>old coder kept quing on online when no one else would.

0:31:33.200 --> 0:31:35.480
<v Speaker 1>It is this week's cover story. Yeah, you do not

0:31:35.560 --> 0:31:43.320
<v Speaker 1>want to miss it. This is Bloomberg. This is Bloomberg

0:31:43.400 --> 0:31:46.920
<v Speaker 1>Business Week inside from the reporters and editors who bring

0:31:47.000 --> 0:31:51.360
<v Speaker 1>you America's most trusted business magazine, plus global business finance

0:31:51.400 --> 0:31:54.840
<v Speaker 1>and tech news as it happened. Sloomberg Business Week with

0:31:54.920 --> 0:32:00.800
<v Speaker 1>Carol Messer and Bloomberg Quick Takes. Tim Stenovik on Bloomberg Radio. Hi,

0:32:00.880 --> 0:32:03.280
<v Speaker 1>I'm Carol Masser and I'm Tim Stanovick. Plenty ahead in

0:32:03.280 --> 0:32:05.680
<v Speaker 1>our second hour of the weekend edition of Bloomberg Business Week,

0:32:05.720 --> 0:32:09.160
<v Speaker 1>including new data from we Work that shows executives employees

0:32:09.160 --> 0:32:11.880
<v Speaker 1>to him pretty okay with hybrid work. Hybrid work something

0:32:11.880 --> 0:32:14.120
<v Speaker 1>that we are going to continue talking a lot about.

0:32:14.200 --> 0:32:16.480
<v Speaker 1>His companies are thinking more and more about getting people

0:32:16.520 --> 0:32:18.960
<v Speaker 1>back to the office. Plus, the co founder of jet

0:32:19.000 --> 0:32:21.400
<v Speaker 1>dot com has a new e commerce company looking to

0:32:21.440 --> 0:32:23.960
<v Speaker 1>do away with shipping of boxes, all those boxes we've

0:32:23.960 --> 0:32:27.240
<v Speaker 1>seen on the curbs. Guilty as charged me do. First

0:32:27.280 --> 0:32:29.440
<v Speaker 1>up this hour, let's get to this week's cover story.

0:32:29.800 --> 0:32:31.840
<v Speaker 1>It's about a twenty three year old programmer who is

0:32:31.920 --> 0:32:35.800
<v Speaker 1>keeping American extremists online. His name Nick Lim, and he

0:32:35.840 --> 0:32:38.440
<v Speaker 1>provides tech support to the u S networks of white

0:32:38.520 --> 0:32:41.840
<v Speaker 1>nationalists and conspiracy theorists banned by the likes of Amazon.

0:32:42.000 --> 0:32:44.280
<v Speaker 1>We got more from Bloomberg Business Week editor Joel Webber

0:32:44.440 --> 0:32:47.360
<v Speaker 1>and one of the stories writers, Bloomberg News cybersecurity reporter

0:32:47.480 --> 0:32:50.080
<v Speaker 1>William Turton. Mick Lim is the CEO and founder of

0:32:50.120 --> 0:32:54.080
<v Speaker 1>Vonma Tech, which is a technology startup that's has quartered

0:32:54.080 --> 0:32:57.480
<v Speaker 1>in Vancouver, Washington, and it provides a kind of a

0:32:57.520 --> 0:33:01.120
<v Speaker 1>specialized set of web services that are key websites online. Now,

0:33:01.400 --> 0:33:03.320
<v Speaker 1>you know the websites that we kind of mentioned here,

0:33:03.440 --> 0:33:06.120
<v Speaker 1>Nick doesn't actually host them, but he provides an essential

0:33:06.160 --> 0:33:10.080
<v Speaker 1>service keeps them online. So where Nick Limb fits into

0:33:10.080 --> 0:33:13.480
<v Speaker 1>all of this is that he's basically a service provider

0:33:13.520 --> 0:33:17.560
<v Speaker 1>of last resort. And and so William just talk us

0:33:17.720 --> 0:33:21.960
<v Speaker 1>more about like how Nick lam became became that and

0:33:22.000 --> 0:33:25.520
<v Speaker 1>why he why he feels that that's important. Yeah, I

0:33:25.560 --> 0:33:28.720
<v Speaker 1>mean you're talking earlier. That's a story about technology and

0:33:28.760 --> 0:33:30.880
<v Speaker 1>free speech, but it's also kind of a story about nihilist.

0:33:31.600 --> 0:33:34.720
<v Speaker 1>Nick is someone who, you know, according to people I

0:33:34.760 --> 0:33:38.560
<v Speaker 1>spoke to, is technically skilled. He is actually proficient in

0:33:38.640 --> 0:33:41.600
<v Speaker 1>providing these services and has been doing it from a

0:33:41.680 --> 0:33:45.600
<v Speaker 1>very young age actually. But you know, to him, I

0:33:45.600 --> 0:33:47.600
<v Speaker 1>mean he kind of summed up his ideology to me

0:33:47.760 --> 0:33:51.880
<v Speaker 1>as if it's legal in the US, I don't care, um.

0:33:52.000 --> 0:33:54.640
<v Speaker 1>And you know, at one point he told me when

0:33:54.720 --> 0:33:58.640
<v Speaker 1>he uh offered free services to Andrew England, who runs

0:33:58.680 --> 0:34:02.760
<v Speaker 1>the white nationalist website Stormer, that raised his profile and

0:34:02.760 --> 0:34:07.440
<v Speaker 1>made him famous. So you know, Nick would care professed

0:34:07.480 --> 0:34:10.200
<v Speaker 1>to care about free speech and providing a platform to

0:34:10.239 --> 0:34:12.279
<v Speaker 1>those who have been centered by a big tech Then

0:34:12.320 --> 0:34:13.799
<v Speaker 1>he would also say, you know, as long as I sleep,

0:34:13.960 --> 0:34:16.279
<v Speaker 1>I don't care. And who are some of his clients?

0:34:16.320 --> 0:34:18.400
<v Speaker 1>So you know, the most important client of his and

0:34:18.640 --> 0:34:20.600
<v Speaker 1>one that he has actually a very close relationship with

0:34:20.640 --> 0:34:24.279
<v Speaker 1>his eight which is the home of q and on um.

0:34:24.280 --> 0:34:26.680
<v Speaker 1>It's where q and on posted and and you know,

0:34:26.920 --> 0:34:29.279
<v Speaker 1>the people who run that website are widely speculated to

0:34:29.400 --> 0:34:33.040
<v Speaker 1>be q um and Nick even went to Japan with

0:34:33.080 --> 0:34:35.239
<v Speaker 1>those people to celebrate the watch of the site. And

0:34:35.400 --> 0:34:38.280
<v Speaker 1>Nick was integral to bringing this site back because cloud

0:34:38.320 --> 0:34:41.920
<v Speaker 1>Flaer took the site offline after multiple Matt shooters had

0:34:41.960 --> 0:34:45.160
<v Speaker 1>posted their manifestos on and they needed a replacement for

0:34:45.200 --> 0:34:48.399
<v Speaker 1>cloud Flare. Enter Nick Limb. He's the one who kind

0:34:48.400 --> 0:34:50.440
<v Speaker 1>of revived the site and is able to keep it

0:34:50.440 --> 0:34:52.440
<v Speaker 1>online during you know, the peak of q and on

0:34:52.840 --> 0:34:56.520
<v Speaker 1>and to this day. So you know what's interesting to William,

0:34:56.560 --> 0:34:59.080
<v Speaker 1>I mean, there's so many aspects of this story that

0:34:59.280 --> 0:35:01.400
<v Speaker 1>are fascinating eating and you just want to know more

0:35:01.440 --> 0:35:05.799
<v Speaker 1>about this guy that's behind us this year old but

0:35:05.840 --> 0:35:09.640
<v Speaker 1>at heart he's an entrepreneur, right who just it sounds

0:35:09.640 --> 0:35:11.000
<v Speaker 1>like I wanted to start a business. But at the

0:35:11.080 --> 0:35:15.080
<v Speaker 1>same time he's allowing these extremists who are getting kicked off.

0:35:15.239 --> 0:35:19.279
<v Speaker 1>You know, the established programs are platforms to continue to

0:35:19.360 --> 0:35:22.040
<v Speaker 1>kind of go about their business, right, But but I

0:35:22.120 --> 0:35:25.160
<v Speaker 1>think with Nick that's kind of the whole point. I mean,

0:35:25.239 --> 0:35:28.839
<v Speaker 1>he actively speaks out these clients. And you know, Nick

0:35:29.080 --> 0:35:30.960
<v Speaker 1>tried to clean to us that he has actually thousands

0:35:30.960 --> 0:35:33.560
<v Speaker 1>of clients and in reality has a small handful of clients,

0:35:33.719 --> 0:35:36.480
<v Speaker 1>and and they are these kind of fringe right wing

0:35:36.560 --> 0:35:41.800
<v Speaker 1>web site. So William, you you actually went to Washington, Vancouver, Washington,

0:35:41.880 --> 0:35:45.360
<v Speaker 1>which is just outside my hometown of Portland, Oregon, in

0:35:45.400 --> 0:35:48.120
<v Speaker 1>the fall, actually, so before all the events of January

0:35:48.200 --> 0:35:50.759
<v Speaker 1>went down. Um, talk to us about what it was

0:35:50.840 --> 0:35:57.000
<v Speaker 1>like to visit him. So you know, he actually, you know,

0:35:57.200 --> 0:35:59.760
<v Speaker 1>he split this time between there and Nevada, where he lived,

0:36:00.040 --> 0:36:02.280
<v Speaker 1>or Arizona rather where he lives in his Bond's condo.

0:36:02.680 --> 0:36:07.560
<v Speaker 1>But but the Vonda Tech headquarters in Vancouver he rents

0:36:07.560 --> 0:36:09.719
<v Speaker 1>out to some of his friends from high school. Um,

0:36:09.760 --> 0:36:11.400
<v Speaker 1>you know, when I walked in, I looked on the table,

0:36:11.400 --> 0:36:15.440
<v Speaker 1>I saw McDonald's, spot fries and and half joints everywhere

0:36:15.440 --> 0:36:19.200
<v Speaker 1>in the backyard, there's weightlifting equipment, a shed full of

0:36:19.280 --> 0:36:22.920
<v Speaker 1>servers that are mining cryptocurrencies, and like four bonds. Um.

0:36:22.960 --> 0:36:27.040
<v Speaker 1>So you know they nicknamed the House of Dancer dam um.

0:36:27.160 --> 0:36:29.840
<v Speaker 1>But but it is also the registered headquarters of this company.

0:36:30.040 --> 0:36:35.360
<v Speaker 1>And um, you know, I was sort of surprised, you know,

0:36:35.400 --> 0:36:38.920
<v Speaker 1>I wasn't expecting much, um, but I was still kind

0:36:38.920 --> 0:36:43.280
<v Speaker 1>of surprised that just the assemblance to a college dorm room. Um,

0:36:43.320 --> 0:36:45.600
<v Speaker 1>And especially because Nick had initially told me that actually,

0:36:45.760 --> 0:36:48.560
<v Speaker 1>you know, he has offices and sometimes his employees go

0:36:48.600 --> 0:36:51.719
<v Speaker 1>to it. Turns out wasn't it his grandparents house so too,

0:36:52.880 --> 0:36:54.960
<v Speaker 1>that's right, according to state records. I look at the

0:36:55.560 --> 0:36:58.440
<v Speaker 1>house with gifted fire by his grandparent. What was his

0:36:58.560 --> 0:37:01.799
<v Speaker 1>upbringing like? Because he sort of has this image of

0:37:02.160 --> 0:37:06.400
<v Speaker 1>or portrayed, You've conveyed this image of growing up without money.

0:37:06.440 --> 0:37:10.799
<v Speaker 1>But he was also posting photos of driving around in

0:37:11.040 --> 0:37:16.000
<v Speaker 1>exotic luxury cars. There's like a lot of contradictions here. Yes,

0:37:16.320 --> 0:37:19.200
<v Speaker 1>I mean it's completely you know, Nick in our first

0:37:19.200 --> 0:37:22.800
<v Speaker 1>interview told me that his kind of early entrepreneur spirit

0:37:22.880 --> 0:37:25.239
<v Speaker 1>came out of a necessity to support his family. I

0:37:25.280 --> 0:37:26.799
<v Speaker 1>tried to talk to his family. I tried to talk

0:37:26.800 --> 0:37:29.239
<v Speaker 1>to his parents, some of his siblings. None of them

0:37:29.280 --> 0:37:31.840
<v Speaker 1>got back to me. But you know, when I found

0:37:32.080 --> 0:37:35.360
<v Speaker 1>Limb's old YouTube channel, I found you know, him driving

0:37:35.360 --> 0:37:39.319
<v Speaker 1>around in his dad's white Lamborghini. Um So it wasn't

0:37:39.320 --> 0:37:41.600
<v Speaker 1>exactly a story of of as he told me, you know,

0:37:42.120 --> 0:37:44.440
<v Speaker 1>treating these businesses in order to quote put food on

0:37:44.480 --> 0:37:47.040
<v Speaker 1>the table. Like I said, Carol, it's a story about business,

0:37:47.120 --> 0:37:49.439
<v Speaker 1>it's a story about free speech. It's a story about

0:37:49.480 --> 0:37:52.600
<v Speaker 1>technology totally. And the story about a really young guy

0:37:52.600 --> 0:37:56.320
<v Speaker 1>who saw an opportunity man just the way that William

0:37:56.680 --> 0:37:59.560
<v Speaker 1>and Josh who was the co writer on that story,

0:37:59.719 --> 0:38:02.080
<v Speaker 1>kind of took us to him and what they saw.

0:38:02.280 --> 0:38:05.279
<v Speaker 1>The visuals on it were just magical. Yeah, check that

0:38:05.320 --> 0:38:07.719
<v Speaker 1>one out online because there are, like Carol said, some

0:38:07.760 --> 0:38:11.320
<v Speaker 1>really magical visuals in that one. Bloomberg News cybersecurity reporter

0:38:11.440 --> 0:38:14.279
<v Speaker 1>William Turton and Bloomberg Business Week editor Joel Weber, you're

0:38:14.280 --> 0:38:16.560
<v Speaker 1>listening to Bloomberg Business Week coming out Believe it or not,

0:38:16.719 --> 0:38:19.440
<v Speaker 1>Many executives, Yeah, they're okay with you working from home

0:38:19.480 --> 0:38:22.160
<v Speaker 1>a couple of days a week. Really really, that's at

0:38:22.239 --> 0:38:24.840
<v Speaker 1>least according to a survey by we work. Yes, that's true.

0:38:25.320 --> 0:38:38.000
<v Speaker 1>This is Bloomberg. This is Bloomberg Business Week with Carol

0:38:38.080 --> 0:38:42.280
<v Speaker 1>Messer and Bloomberg Quick Takes. Tim Stinovik from Bloomberg Radio.

0:38:43.600 --> 0:38:45.160
<v Speaker 1>We'll safe to say one of the most talked about

0:38:45.160 --> 0:38:47.560
<v Speaker 1>topics to him as we move beyond the pandemic is

0:38:47.600 --> 0:38:50.279
<v Speaker 1>how we work hybrid working from home, what happens to

0:38:50.320 --> 0:38:53.040
<v Speaker 1>business travel. How much of what we had and we're

0:38:53.080 --> 0:38:55.480
<v Speaker 1>doing during the pandemic ultimately stays with us. How many

0:38:55.480 --> 0:38:57.759
<v Speaker 1>times do you talk about I was going to ask you,

0:38:57.920 --> 0:38:59.760
<v Speaker 1>is it just me or is this like the topic

0:38:59.840 --> 0:39:03.160
<v Speaker 1>that that executives are talking about right now publicly internally

0:39:03.160 --> 0:39:05.640
<v Speaker 1>as well in company culture. Yeah, totally, And I feel

0:39:05.640 --> 0:39:07.959
<v Speaker 1>like what a lot of executives maybe we're saying months ago.

0:39:08.080 --> 0:39:10.759
<v Speaker 1>It's kind of change. It is shifting, as even though

0:39:10.800 --> 0:39:14.320
<v Speaker 1>the labor market isn't necessarily tight in the traditional definition,

0:39:14.480 --> 0:39:16.640
<v Speaker 1>they want to attract the best talent, and one way

0:39:16.640 --> 0:39:18.680
<v Speaker 1>to do that is to be flexible with working exactly.

0:39:18.680 --> 0:39:20.600
<v Speaker 1>I think workers are going to demand it. Looking into

0:39:20.640 --> 0:39:22.640
<v Speaker 1>that we work, which is that with a new blind

0:39:22.680 --> 0:39:25.759
<v Speaker 1>survey of US companies and C level executives for an

0:39:25.800 --> 0:39:27.680
<v Speaker 1>insight into the data, they found. We caught up with

0:39:27.719 --> 0:39:31.000
<v Speaker 1>Sean get them All, President and CEO at we Work.

0:39:31.360 --> 0:39:35.600
<v Speaker 1>What was fascinating is you saw that employees want to

0:39:35.600 --> 0:39:38.360
<v Speaker 1>have some control over the mix they have of coming

0:39:38.360 --> 0:39:41.960
<v Speaker 1>into a headquarters office working from home, we're going into

0:39:42.239 --> 0:39:45.600
<v Speaker 1>a satellite office or remote office of some kind, and

0:39:45.640 --> 0:39:49.400
<v Speaker 1>that match C suite executives said the same thing, that

0:39:49.440 --> 0:39:53.279
<v Speaker 1>they're willing to give that degree of control really part

0:39:53.320 --> 0:39:55.560
<v Speaker 1>of it. Yeah, that's I find that interesting because there

0:39:55.560 --> 0:39:57.719
<v Speaker 1>were some other research that we've been talking about over

0:39:57.760 --> 0:40:00.640
<v Speaker 1>the last couple of weeks where you know, there's some

0:40:00.760 --> 0:40:05.160
<v Speaker 1>disconnect between kind of what employees or or what companies

0:40:05.239 --> 0:40:08.279
<v Speaker 1>think how well this working from home is going versus

0:40:08.360 --> 0:40:11.120
<v Speaker 1>employees who want the flexibility but they also want that

0:40:11.160 --> 0:40:14.960
<v Speaker 1>face time. I think that's absolutely right. But there's a

0:40:15.000 --> 0:40:17.200
<v Speaker 1>lot of common ground as well, and a lot of

0:40:17.239 --> 0:40:19.840
<v Speaker 1>it depends on the nature of the job, the nature

0:40:19.840 --> 0:40:22.680
<v Speaker 1>of the company, what kind of culture they have, and

0:40:23.000 --> 0:40:25.719
<v Speaker 1>how they deliver the value to the to the end user.

0:40:26.760 --> 0:40:29.160
<v Speaker 1>One thing that you have a lot of commonality around

0:40:29.520 --> 0:40:32.480
<v Speaker 1>is you're starting to build the consensus in many environments

0:40:32.800 --> 0:40:35.239
<v Speaker 1>where you'd look at it sort of as a one

0:40:35.239 --> 0:40:38.200
<v Speaker 1>third one third one third kind of model where you're

0:40:38.200 --> 0:40:40.000
<v Speaker 1>hearing a lot of people say, what we'd like to

0:40:40.040 --> 0:40:43.600
<v Speaker 1>have is one third in the headquarters office. What I'd

0:40:43.600 --> 0:40:45.680
<v Speaker 1>like to have is one third or something like that

0:40:45.840 --> 0:40:48.239
<v Speaker 1>working from home, And what I'd like to have is

0:40:48.239 --> 0:40:50.440
<v Speaker 1>about a third where I'm working from a satellite office

0:40:50.520 --> 0:40:53.000
<v Speaker 1>or a disparate office. And in fact, two thirds of

0:40:53.280 --> 0:40:55.960
<v Speaker 1>employees are saying that's what they'd like, which is to

0:40:56.000 --> 0:41:00.480
<v Speaker 1>spend a good amount of their time moving between multiple occasions.

0:41:00.840 --> 0:41:04.520
<v Speaker 1>And you have se C suite. They're just saying, absolutely,

0:41:04.520 --> 0:41:06.840
<v Speaker 1>we'd be very happy with our employees operating in some

0:41:06.920 --> 0:41:10.080
<v Speaker 1>form of a hybrid model, depending on what's appropriate for

0:41:10.200 --> 0:41:12.719
<v Speaker 1>my particular kind of environment. Well, I want to just

0:41:12.760 --> 0:41:15.760
<v Speaker 1>say to kind of add on to this um anecdotal evidence,

0:41:15.800 --> 0:41:18.880
<v Speaker 1>but not really, it's actual evidence. One of our market

0:41:18.880 --> 0:41:21.839
<v Speaker 1>watchers came on early in and said, we shut our

0:41:21.880 --> 0:41:24.520
<v Speaker 1>offices in New York City, moved out to Connecticut, and

0:41:24.520 --> 0:41:26.920
<v Speaker 1>then decided that when we need space, we'll just rent it,

0:41:27.360 --> 0:41:29.520
<v Speaker 1>you know, whether it's we work or something else. You know,

0:41:29.520 --> 0:41:32.520
<v Speaker 1>when we need our employees to get together. Are you

0:41:32.640 --> 0:41:36.319
<v Speaker 1>seeing this translate into you know, future business, Are you

0:41:36.440 --> 0:41:38.879
<v Speaker 1>seeing numbers to hire a people who want to tap

0:41:38.880 --> 0:41:42.279
<v Speaker 1>into we work offices because they just need it temporarily

0:41:42.320 --> 0:41:44.680
<v Speaker 1>to bring their teams together who have been working from

0:41:44.719 --> 0:41:46.680
<v Speaker 1>home and who are maybe expected to continue to work

0:41:46.719 --> 0:41:49.200
<v Speaker 1>that way. Interesting is that part of its temporary and

0:41:49.239 --> 0:41:52.239
<v Speaker 1>part of it is it's a permanent flexibility. And I

0:41:52.280 --> 0:41:54.120
<v Speaker 1>think that's the part that actually is going to be

0:41:54.160 --> 0:41:56.719
<v Speaker 1>even more interesting. So you have some people that right

0:41:56.719 --> 0:41:59.640
<v Speaker 1>now large companies are turning around and saying, Okay, we

0:41:59.760 --> 0:42:02.359
<v Speaker 1>made to bring our people back because we believe that

0:42:02.520 --> 0:42:04.719
<v Speaker 1>productivity will be higher if we move away from a

0:42:04.800 --> 0:42:07.760
<v Speaker 1>complete work from home environment and bring our people together

0:42:07.840 --> 0:42:11.000
<v Speaker 1>how them collaborate and be able to work together in

0:42:11.040 --> 0:42:13.560
<v Speaker 1>a more traditional kind of environment for at least part

0:42:13.600 --> 0:42:15.560
<v Speaker 1>of their day. So, you know, it's interesting too because

0:42:15.600 --> 0:42:18.000
<v Speaker 1>one of the findings is that the majority three quarters

0:42:18.000 --> 0:42:20.239
<v Speaker 1>of the C suite sent saying that they're likely to

0:42:20.239 --> 0:42:22.160
<v Speaker 1>give their employees a stipend to work from home or

0:42:22.160 --> 0:42:24.160
<v Speaker 1>a coworking space. I mean, when it comes down to it,

0:42:24.520 --> 0:42:26.680
<v Speaker 1>for a company, if they don't have to house as

0:42:26.719 --> 0:42:30.080
<v Speaker 1>many employees, I mean, that's a big line item on

0:42:30.120 --> 0:42:32.680
<v Speaker 1>the balance sheet. That's they got line item on the

0:42:32.680 --> 0:42:35.600
<v Speaker 1>balance sheet. Agree the other thing that people are really

0:42:35.640 --> 0:42:40.280
<v Speaker 1>interested in is engagement, loyalty, and being able to build

0:42:40.400 --> 0:42:42.640
<v Speaker 1>that that culture. And one of the things I found

0:42:42.640 --> 0:42:45.160
<v Speaker 1>most striking is when we looked at what the mix

0:42:45.440 --> 0:42:48.879
<v Speaker 1>was and asked employees, how engaged are you and how

0:42:48.960 --> 0:42:51.640
<v Speaker 1>how highly do you recommend your company? The ones that

0:42:51.719 --> 0:42:54.760
<v Speaker 1>were more engaged and the ones that were less engaged

0:42:55.160 --> 0:42:58.040
<v Speaker 1>tended to want to be in the headquarters about the same,

0:42:58.120 --> 0:42:59.600
<v Speaker 1>so that was a little surprising, but both of them

0:42:59.600 --> 0:43:01.359
<v Speaker 1>wanted to be a headquarters about a third of their time.

0:43:01.800 --> 0:43:04.600
<v Speaker 1>What was interesting is that people who were more engaged

0:43:05.440 --> 0:43:09.280
<v Speaker 1>wanted to be homeless and preferred to be in either

0:43:09.480 --> 0:43:12.240
<v Speaker 1>in a coworking space or in some sort of satellite office,

0:43:12.640 --> 0:43:14.799
<v Speaker 1>versus the people were less engaged who tended to want

0:43:14.840 --> 0:43:17.040
<v Speaker 1>to be home. So it's interesting is the ones that

0:43:17.239 --> 0:43:19.400
<v Speaker 1>want that are actually engaged tend to want to be

0:43:19.440 --> 0:43:23.320
<v Speaker 1>in headquarters and in a satellite office or coworking environment

0:43:23.360 --> 0:43:25.319
<v Speaker 1>at home less and the ones who want to be

0:43:25.360 --> 0:43:27.400
<v Speaker 1>home more tend to be the ones that are less engaged.

0:43:27.640 --> 0:43:29.920
<v Speaker 1>So let me ask you something, because I'm just thinking

0:43:29.960 --> 0:43:31.840
<v Speaker 1>folks are going to be like, well, yeah, of course

0:43:31.880 --> 0:43:34.720
<v Speaker 1>we work. Is going to be saying you know, showing

0:43:34.719 --> 0:43:38.520
<v Speaker 1>a survey where people you know, will rent space to

0:43:38.560 --> 0:43:42.160
<v Speaker 1>get together and that they'll want the flexibility. Because this

0:43:42.280 --> 0:43:45.080
<v Speaker 1>is certainly your book. So what would you say to

0:43:45.160 --> 0:43:47.879
<v Speaker 1>something like somebody like that, although, you know, to be fair,

0:43:47.960 --> 0:43:50.960
<v Speaker 1>we've been seeing kind of this trend happen over the

0:43:51.040 --> 0:43:53.560
<v Speaker 1>last decade, this flexibility in the working environment. But what

0:43:53.600 --> 0:43:55.360
<v Speaker 1>would you say to somebody's like, well, of course you

0:43:55.400 --> 0:43:58.240
<v Speaker 1>guys are going to be, you know, talking about something

0:43:58.280 --> 0:44:00.640
<v Speaker 1>like this. It's something that we're very interested in that

0:44:00.800 --> 0:44:03.279
<v Speaker 1>we're talking about before the break. We obviously have this

0:44:03.280 --> 0:44:05.560
<v Speaker 1>big foot that we've been able to see what's happened

0:44:05.600 --> 0:44:07.440
<v Speaker 1>in China, we've been able to see what's happened in

0:44:07.480 --> 0:44:09.640
<v Speaker 1>the Far East, what's happening in Europe, and what's happening

0:44:09.640 --> 0:44:11.799
<v Speaker 1>in the US, what's happening in Latin America, and how

0:44:11.800 --> 0:44:15.600
<v Speaker 1>disapplaying itself out. And what we're seeing across the board

0:44:16.239 --> 0:44:20.200
<v Speaker 1>is that people want to have their right balance. So

0:44:20.280 --> 0:44:23.000
<v Speaker 1>from our perspective as a business, if somebody wants to

0:44:23.200 --> 0:44:25.719
<v Speaker 1>lease a headquarters from us, will least in the headquarters.

0:44:26.120 --> 0:44:28.360
<v Speaker 1>If they want to have flexible space, will lease the

0:44:28.400 --> 0:44:31.480
<v Speaker 1>flexible space. So work from home or work from not

0:44:31.640 --> 0:44:34.879
<v Speaker 1>in headquarters is to our interest. So all of those

0:44:34.920 --> 0:44:37.839
<v Speaker 1>play out in the same way, and that's been sort

0:44:37.880 --> 0:44:40.239
<v Speaker 1>of the macro trend that the company has been built up.

0:44:40.520 --> 0:44:43.760
<v Speaker 1>So this particular thing, I think is more informative about

0:44:43.800 --> 0:44:46.319
<v Speaker 1>what we're actually seeing. It's very consistent of what we're

0:44:46.320 --> 0:44:49.880
<v Speaker 1>seeing of the marketplace, and and what you're going to

0:44:49.920 --> 0:44:53.440
<v Speaker 1>see is that people are increasingly interested in how do

0:44:53.520 --> 0:44:55.759
<v Speaker 1>I retain my people, how do I do it in

0:44:55.760 --> 0:44:58.160
<v Speaker 1>a way that's consistent with the value that I need

0:44:58.280 --> 0:45:00.920
<v Speaker 1>to deliver to my end you, sir? And how does

0:45:00.920 --> 0:45:04.200
<v Speaker 1>that different bike department and create much more a custom

0:45:04.280 --> 0:45:06.680
<v Speaker 1>model than everybody comes in nine to five every day

0:45:06.760 --> 0:45:09.560
<v Speaker 1>into headquarters. And that's what we're seeing. And this is

0:45:09.640 --> 0:45:13.239
<v Speaker 1>just sort of a a more refined view so that

0:45:13.280 --> 0:45:15.640
<v Speaker 1>other people can see what we're seeing in ourselves. I

0:45:15.640 --> 0:45:17.920
<v Speaker 1>think that's really important that you, like a lot of

0:45:17.920 --> 0:45:21.440
<v Speaker 1>other global CEOs that I've been talking to, said, you know, listen,

0:45:21.480 --> 0:45:23.680
<v Speaker 1>we saw the virus in the impact early because we

0:45:23.680 --> 0:45:26.760
<v Speaker 1>were over in Asia. We've also seen the recovery earlier

0:45:26.840 --> 0:45:29.200
<v Speaker 1>because we are in Asia. But what you're seeing in

0:45:29.280 --> 0:45:32.640
<v Speaker 1>China is showing that people want this flexibility and they

0:45:32.640 --> 0:45:34.640
<v Speaker 1>want to do it differently. Well, that's what we've started

0:45:34.680 --> 0:45:37.120
<v Speaker 1>to see, right, So in China we've got of the

0:45:37.120 --> 0:45:39.880
<v Speaker 1>people back in Asia, if we've probably got seventy percent

0:45:39.920 --> 0:45:43.440
<v Speaker 1>of people back in general. In Europe we're probably seeing

0:45:43.440 --> 0:45:45.120
<v Speaker 1>something that operates a little bit more like fifty and

0:45:45.120 --> 0:45:47.960
<v Speaker 1>in the US it's in the high thirties that we're

0:45:48.000 --> 0:45:51.160
<v Speaker 1>back to kind of normal and and you're starting to

0:45:51.200 --> 0:45:54.399
<v Speaker 1>see things like we have a set of offerings where

0:45:54.400 --> 0:45:56.759
<v Speaker 1>people can go into any building, and that's what we're

0:45:56.800 --> 0:45:58.960
<v Speaker 1>seeing a lot of pick up on as well. So

0:45:59.160 --> 0:46:00.959
<v Speaker 1>people who say I want to be able to choose

0:46:00.960 --> 0:46:02.759
<v Speaker 1>where I go at any moment in time. So I

0:46:02.760 --> 0:46:06.560
<v Speaker 1>think this is something we've been building to. Technologies played

0:46:06.560 --> 0:46:07.960
<v Speaker 1>a tough out and now we're starting to see it

0:46:08.000 --> 0:46:10.680
<v Speaker 1>come to ahead. That's we work President Sean get them all.

0:46:10.800 --> 0:46:12.919
<v Speaker 1>He had lots of statistics to share about working from

0:46:12.920 --> 0:46:15.520
<v Speaker 1>home and how employees see it and senior level exects.

0:46:15.520 --> 0:46:18.480
<v Speaker 1>So definitely check out that complete interview. You can find

0:46:18.520 --> 0:46:21.000
<v Speaker 1>that at Bloomberg dot com. Still to come now on

0:46:21.000 --> 0:46:23.960
<v Speaker 1>Bloomberg Business Week, we take a look inside gender equity

0:46:24.160 --> 0:46:27.680
<v Speaker 1>in the beauty industry not so pretty. This is Bloomberg

0:46:31.520 --> 0:46:35.520
<v Speaker 1>Broadcasting from the financial capital of the world Bloomberg eleven

0:46:35.600 --> 0:46:40.200
<v Speaker 1>Frio in New York to Washington, d C. Bloomberg to Boston,

0:46:40.280 --> 0:46:43.719
<v Speaker 1>Bloomberg one O six one to San Francisco, Bloomberg nine

0:46:43.800 --> 0:46:47.040
<v Speaker 1>sixty to the country Sirius XM CHADO one nineteen and

0:46:47.120 --> 0:46:50.520
<v Speaker 1>around the globe the Bloomberg Business apt and Bloomberg Radio

0:46:50.600 --> 0:46:55.600
<v Speaker 1>dot Com. This is Bloomberg Business Week. This past year,

0:46:55.640 --> 0:46:59.000
<v Speaker 1>we have had many conversations about inequities. Will a company

0:46:59.080 --> 0:47:01.319
<v Speaker 1>is out with an inside look at gender equity in

0:47:01.400 --> 0:47:04.560
<v Speaker 1>professional beauty Here to share what they found and talk

0:47:04.600 --> 0:47:07.080
<v Speaker 1>about our industry, which was shut down by the pandemic.

0:47:07.320 --> 0:47:10.120
<v Speaker 1>Is well a company CEO and a young scriptner. You know,

0:47:10.280 --> 0:47:13.800
<v Speaker 1>we conducted this report to really better understand the state

0:47:13.880 --> 0:47:18.120
<v Speaker 1>of the professional services industry and in beauty. You are right,

0:47:18.600 --> 0:47:23.040
<v Speaker 1>eighty nine per cent of people in this industry are female.

0:47:23.440 --> 0:47:27.080
<v Speaker 1>The reality is, as we've found out, majority of the

0:47:27.200 --> 0:47:30.880
<v Speaker 1>decision making are still held by men. How is that possible?

0:47:31.040 --> 0:47:34.040
<v Speaker 1>Can I ask you? I'm just like sitting here thinking

0:47:34.120 --> 0:47:38.839
<v Speaker 1>how is that possible? I think that as you look

0:47:38.840 --> 0:47:41.200
<v Speaker 1>at a lot of the you know, the bigger company

0:47:41.360 --> 0:47:44.600
<v Speaker 1>beauty company is I look at my peer group, A

0:47:44.640 --> 0:47:48.000
<v Speaker 1>lot of them are still men. It's to um not

0:47:48.200 --> 0:47:51.160
<v Speaker 1>be at Cody and myself that are women. A lot

0:47:51.239 --> 0:47:54.120
<v Speaker 1>of them are ran by men today. And I think

0:47:54.160 --> 0:47:56.640
<v Speaker 1>one of the ways that we could address that is

0:47:56.680 --> 0:48:01.719
<v Speaker 1>by making sure every opening a repromotion. We have an

0:48:01.719 --> 0:48:06.520
<v Speaker 1>equal slate, right, a slate that's diverse, people of color, gender,

0:48:06.800 --> 0:48:09.400
<v Speaker 1>and we always want to make sure it's the bust candidate.

0:48:09.480 --> 0:48:12.800
<v Speaker 1>But if we start with that lens right, people will bomp,

0:48:12.880 --> 0:48:15.759
<v Speaker 1>people bubble up. You've been in this industry, you've been

0:48:15.800 --> 0:48:19.640
<v Speaker 1>in the consumer product industry for many years. What is

0:48:19.640 --> 0:48:22.560
<v Speaker 1>it that still continues to hold women back? I think that,

0:48:22.800 --> 0:48:26.000
<v Speaker 1>you know, making sure that we have the right slating

0:48:26.680 --> 0:48:31.600
<v Speaker 1>and to make sure that we have um development programs

0:48:31.719 --> 0:48:35.360
<v Speaker 1>where we're pulling people women and also people of color

0:48:35.480 --> 0:48:39.280
<v Speaker 1>forward is going to be really critical. When you're diverse,

0:48:39.640 --> 0:48:42.520
<v Speaker 1>is gender wise or ethnicity. You never want to get

0:48:42.560 --> 0:48:45.440
<v Speaker 1>the job because of your color or your gender. You

0:48:45.480 --> 0:48:47.799
<v Speaker 1>want to make sure that you're the bust. I think

0:48:48.280 --> 0:48:51.240
<v Speaker 1>that is a big role. I think the second piece

0:48:51.280 --> 0:48:55.200
<v Speaker 1>for women is, particularly during the pandemic, you saw women

0:48:55.320 --> 0:49:00.560
<v Speaker 1>fall back, and it's because when kids are not in school.

0:49:00.680 --> 0:49:04.080
<v Speaker 1>There at home, we're still a majority as a caretaker.

0:49:04.200 --> 0:49:08.440
<v Speaker 1>So making sure that we have the flexibility in organization

0:49:08.719 --> 0:49:10.839
<v Speaker 1>is not only going to help women, it's also going

0:49:10.880 --> 0:49:14.200
<v Speaker 1>to help men. So I think those are really critical.

0:49:14.360 --> 0:49:17.360
<v Speaker 1>The last thing I would say is education, making sure

0:49:17.600 --> 0:49:22.879
<v Speaker 1>that every organization continues to invest in education, whether it's

0:49:23.680 --> 0:49:29.040
<v Speaker 1>leadership development classes. For our industry, we have really looked

0:49:29.080 --> 0:49:34.080
<v Speaker 1>at education um critically and to ensure that during the

0:49:34.120 --> 0:49:37.520
<v Speaker 1>pandemic we were also making sure that we were giving

0:49:37.600 --> 0:49:41.600
<v Speaker 1>lessons to our clients, to our partners so that they

0:49:41.600 --> 0:49:44.319
<v Speaker 1>could elevate their skill set. I think those would be

0:49:44.360 --> 0:49:46.520
<v Speaker 1>really key. One thing I want to ask you, and

0:49:46.560 --> 0:49:50.879
<v Speaker 1>this is as a conversation I'm increasingly having as we

0:49:51.000 --> 0:49:54.960
<v Speaker 1>talk about the importance of DNA diversity and inclusion, and

0:49:55.080 --> 0:49:57.919
<v Speaker 1>yet I will have I recently had someone on who

0:49:57.960 --> 0:49:59.799
<v Speaker 1>was creating a spack and it was all women, and

0:49:59.840 --> 0:50:02.680
<v Speaker 1>A said, well, wait a minute. We've shown that diversity

0:50:02.880 --> 0:50:06.759
<v Speaker 1>is what really propels the top and bottom line. That's

0:50:06.760 --> 0:50:09.080
<v Speaker 1>where you get the most, you know, out of a

0:50:09.080 --> 0:50:11.400
<v Speaker 1>company where you have mixture of thought, men and women,

0:50:11.480 --> 0:50:14.040
<v Speaker 1>people from all different kinds of backgrounds. How do you

0:50:14.160 --> 0:50:16.960
<v Speaker 1>approach that at your company, I know in this research

0:50:17.040 --> 0:50:18.880
<v Speaker 1>that you say in just the three months since the

0:50:18.880 --> 0:50:23.720
<v Speaker 1>company was formed on December, your new hires have been women.

0:50:24.120 --> 0:50:26.480
<v Speaker 1>I applaud you, but I do wonder how do you

0:50:26.520 --> 0:50:30.759
<v Speaker 1>balance the importance of making sure women are hired and

0:50:30.960 --> 0:50:35.439
<v Speaker 1>seen um and given opportunities to advance, but also making

0:50:35.440 --> 0:50:38.000
<v Speaker 1>sure you balance it with diversity of thought among your

0:50:38.000 --> 0:50:42.640
<v Speaker 1>employee base. It's a great question. I always start with

0:50:42.680 --> 0:50:46.480
<v Speaker 1>the consumer. I think that any company that is consumers

0:50:46.520 --> 0:50:50.560
<v Speaker 1>sound trick will win because you'll understand um their needs

0:50:50.600 --> 0:50:53.880
<v Speaker 1>and you'll create a right innovation and services. And the

0:50:53.960 --> 0:50:58.320
<v Speaker 1>reality is of purchasing power is still held by women.

0:50:58.920 --> 0:51:02.280
<v Speaker 1>We are in an end tree that we serve mostly women.

0:51:02.560 --> 0:51:05.919
<v Speaker 1>Men are also important. And at the end of the day,

0:51:06.040 --> 0:51:10.560
<v Speaker 1>what you want is you you want that diversity and

0:51:10.719 --> 0:51:14.560
<v Speaker 1>you want people to think differently so that you don't

0:51:14.600 --> 0:51:17.600
<v Speaker 1>have the same blind spot. And for us, what we

0:51:17.719 --> 0:51:20.480
<v Speaker 1>look at is a very diverse slate. And then the

0:51:20.520 --> 0:51:23.480
<v Speaker 1>best candidate. You have to choose the best candidate. You

0:51:23.520 --> 0:51:25.799
<v Speaker 1>can't say I'm going to pick that person because there

0:51:25.840 --> 0:51:28.160
<v Speaker 1>are a woman. Yeah. Being aware of our blind spots

0:51:28.280 --> 0:51:31.200
<v Speaker 1>that is so important going forward. That's any Young Scrivener,

0:51:31.239 --> 0:51:33.840
<v Speaker 1>the CEO of Well a company. You're listening to Bloomberg

0:51:33.840 --> 0:51:36.879
<v Speaker 1>Business Week and coming up, we're talking about something that's

0:51:36.920 --> 0:51:40.640
<v Speaker 1>pretty close to me because I have an Amazon problem.

0:51:40.680 --> 0:51:43.320
<v Speaker 1>We order a lot from Amazon, we do, and I

0:51:43.680 --> 0:51:45.719
<v Speaker 1>try to separate it, like I try to. We try

0:51:45.719 --> 0:51:48.239
<v Speaker 1>to put stuff in our cart so we order like

0:51:48.280 --> 0:51:50.520
<v Speaker 1>one big order a week, but it doesn't end up

0:51:50.560 --> 0:51:53.520
<v Speaker 1>happening oftentimes. And I feel a lot of guilt getting

0:51:53.560 --> 0:51:55.719
<v Speaker 1>all of these boxes, opening them up and seeing that

0:51:55.760 --> 0:51:57.520
<v Speaker 1>there's only like a couple of things in them, and

0:51:57.560 --> 0:52:00.040
<v Speaker 1>then carrying them from my apartment to the recycling like

0:51:59.800 --> 0:52:01.919
<v Speaker 1>a lot about the environmental impact of it. We feel

0:52:01.960 --> 0:52:03.759
<v Speaker 1>the same thing, like we'll put out our garbage on

0:52:03.840 --> 0:52:05.880
<v Speaker 1>garbage tonight and then we put all the recycling. We're like,

0:52:05.880 --> 0:52:07.840
<v Speaker 1>oh my god, those are all the boxes from our family.

0:52:07.880 --> 0:52:09.279
<v Speaker 1>We saw a lot of it really over the last

0:52:09.320 --> 0:52:11.359
<v Speaker 1>year's We would kind of walk around the neighborhood because

0:52:11.360 --> 0:52:13.759
<v Speaker 1>everybody was ordering online, lots of boxes on the curb.

0:52:13.840 --> 0:52:17.040
<v Speaker 1>Well one executive seeing a business opportunity here, former jet

0:52:17.040 --> 0:52:20.040
<v Speaker 1>dot com founder Nate Faust is looking to consolidate your boxes.

0:52:20.360 --> 0:52:31.400
<v Speaker 1>This is Bloomberg. You're listening to Bloomberg Business Week with

0:52:31.560 --> 0:52:36.160
<v Speaker 1>Carol Messer and Bloomberg Quick Takes. Tim Stinovich from Bloomberg Radio.

0:52:37.480 --> 0:52:40.080
<v Speaker 1>Our next guest gets e commerce big time. He's a

0:52:40.080 --> 0:52:42.359
<v Speaker 1>co found of Jet dot com, which was then sold

0:52:42.400 --> 0:52:44.440
<v Speaker 1>to Walmart for three point three billion dollars. That was

0:52:44.480 --> 0:52:48.239
<v Speaker 1>back in Bloomberg Business Week magazine. They had been all

0:52:48.280 --> 0:52:50.560
<v Speaker 1>over this company. Yeah, I still remember that cover. I

0:52:50.560 --> 0:52:52.000
<v Speaker 1>wasn't even working here at the time, but that was

0:52:52.040 --> 0:52:53.759
<v Speaker 1>the first time I ever heard of Jet dot com

0:52:53.760 --> 0:52:56.279
<v Speaker 1>when I saw it on the cover of Bloomberg Business Week,

0:52:56.360 --> 0:52:58.640
<v Speaker 1>and was an incredible e commerce store. I mean, the

0:52:58.640 --> 0:53:02.120
<v Speaker 1>company so young and sold for such a huge sum,

0:53:02.280 --> 0:53:04.040
<v Speaker 1>and it was a big deal for Walmart. It really

0:53:04.160 --> 0:53:07.680
<v Speaker 1>kind of moved them very quickly and aggressively into online

0:53:07.680 --> 0:53:10.680
<v Speaker 1>when they had kind of been behind well. Earlier this year,

0:53:10.800 --> 0:53:13.200
<v Speaker 1>Nate Faust, one of the co founders of Jet dot Com,

0:53:13.239 --> 0:53:16.759
<v Speaker 1>debut a delivery service called Olive that consolidates orders from

0:53:16.760 --> 0:53:20.319
<v Speaker 1>fashion labels including Michael Core's, Adida, Sax and more. For

0:53:20.400 --> 0:53:22.520
<v Speaker 1>how it works and how it's going, we spoke with

0:53:22.680 --> 0:53:26.680
<v Speaker 1>Olive founder Nate Fast. We started Olive a little over

0:53:27.239 --> 0:53:29.799
<v Speaker 1>a year ago. In fact, actually just about a year

0:53:29.840 --> 0:53:34.560
<v Speaker 1>ago coming up, and when we initially started exploring it,

0:53:34.560 --> 0:53:38.080
<v Speaker 1>it wasn't triggered by the triggered by the pandemic. It

0:53:38.200 --> 0:53:43.000
<v Speaker 1>was triggered by just a broader desire to do something

0:53:43.040 --> 0:53:49.000
<v Speaker 1>with a social environmental impact for my next adventure. And

0:53:49.800 --> 0:53:54.000
<v Speaker 1>with COVID and the increase in how much people are

0:53:54.400 --> 0:53:57.399
<v Speaker 1>shopping online and the number of deliveries that people are experiencing,

0:53:57.760 --> 0:54:02.080
<v Speaker 1>I think the pain points and obvious environmental impact of

0:54:02.200 --> 0:54:07.080
<v Speaker 1>just the sheer amount of deliveries that we're getting, and

0:54:07.320 --> 0:54:10.439
<v Speaker 1>not just in the packaging, but just the sheer number

0:54:10.480 --> 0:54:13.040
<v Speaker 1>of delivery trucks that are stopping at each of our

0:54:13.719 --> 0:54:15.520
<v Speaker 1>each of our houses. Which I'll say that's probably been

0:54:15.520 --> 0:54:18.240
<v Speaker 1>the most eye opening thing over the last year, looking

0:54:18.239 --> 0:54:23.239
<v Speaker 1>out my front window and every single day seeing two, three, four,

0:54:23.360 --> 0:54:26.560
<v Speaker 1>sometimes more delivery trucks stop at my home. Yeah, listen.

0:54:26.600 --> 0:54:29.680
<v Speaker 1>I think about it when we're ordering Amazon and it's like,

0:54:30.200 --> 0:54:32.080
<v Speaker 1>how are you about kind of putting this all into

0:54:32.080 --> 0:54:34.440
<v Speaker 1>one order? And I'm like, yes, I can wait a

0:54:34.440 --> 0:54:37.239
<v Speaker 1>couple of days to get something. Tell me, though, how

0:54:37.280 --> 0:54:43.200
<v Speaker 1>olive works, Nate. Sure, So you sign up, download our

0:54:43.239 --> 0:54:45.520
<v Speaker 1>app or on our site at shop Olive dot com.

0:54:45.719 --> 0:54:50.879
<v Speaker 1>It's a free service to consumers. When you sign up,

0:54:51.120 --> 0:54:54.800
<v Speaker 1>we create for you what we call your Olive address,

0:54:55.000 --> 0:54:57.719
<v Speaker 1>and that's sort of your personal storage space at one

0:54:57.760 --> 0:55:01.040
<v Speaker 1>of our consolidation centers, which we two of them, one

0:55:01.120 --> 0:55:04.120
<v Speaker 1>on the East Coast, one on the one on the

0:55:04.160 --> 0:55:07.680
<v Speaker 1>West Coast. And then when you shop with with Olive

0:55:08.120 --> 0:55:12.719
<v Speaker 1>at any of the hundred or so retailers that we

0:55:12.800 --> 0:55:17.600
<v Speaker 1>have affiliate relationships with, when you're going through the checkout process,

0:55:18.520 --> 0:55:21.200
<v Speaker 1>either on desktop with the help of our Chrome extension

0:55:21.920 --> 0:55:26.479
<v Speaker 1>or on an iPhone through our our app, we help

0:55:26.560 --> 0:55:30.840
<v Speaker 1>you insert that Olive address at checkout, and then the

0:55:31.000 --> 0:55:34.040
<v Speaker 1>retailers pickpack, and ship those orders like they normally would.

0:55:34.719 --> 0:55:38.040
<v Speaker 1>They shipped to our consolidation centers. We hold on to

0:55:38.200 --> 0:55:41.960
<v Speaker 1>them for a couple of days until it's time for

0:55:42.160 --> 0:55:44.759
<v Speaker 1>what we call your Olive Day, which is the one

0:55:44.880 --> 0:55:46.560
<v Speaker 1>day or in the case of New York City, have

0:55:46.680 --> 0:55:49.680
<v Speaker 1>two days per week that all of your orders come together,

0:55:50.280 --> 0:55:56.200
<v Speaker 1>delivered in one single, reusable, secure, two way, two way

0:55:56.239 --> 0:55:58.560
<v Speaker 1>shipper and you're just one thing to call out there.

0:55:58.680 --> 0:56:03.640
<v Speaker 1>You're very transparently at this initial outset. We're not eliminating

0:56:04.400 --> 0:56:07.240
<v Speaker 1>the box from the source. The restlers are still picking

0:56:07.280 --> 0:56:10.440
<v Speaker 1>and packing into the boxes shipping them to us, But

0:56:10.600 --> 0:56:13.840
<v Speaker 1>we are getting what, in the long run is actually

0:56:13.880 --> 0:56:19.720
<v Speaker 1>the bigger environmental impact, which is the consolidation of multiple

0:56:19.800 --> 0:56:25.320
<v Speaker 1>deliveries into a single delivery, which we're getting about what

0:56:25.400 --> 0:56:29.880
<v Speaker 1>we call our sort of consolidation factor, about consolidation factor

0:56:29.920 --> 0:56:33.280
<v Speaker 1>in terms of delivering more to a consumer store step

0:56:33.680 --> 0:56:36.920
<v Speaker 1>than would have previously been um delivered in the in

0:56:37.000 --> 0:56:39.400
<v Speaker 1>the status quo. You know, I like to understand the impact,

0:56:40.120 --> 0:56:43.680
<v Speaker 1>especially since you're concerned about the environment sustainability that by

0:56:44.040 --> 0:56:46.839
<v Speaker 1>using your service, How do we cut down on our

0:56:46.920 --> 0:56:49.960
<v Speaker 1>carbon footprint by all of the you know, e commerce

0:56:50.040 --> 0:56:52.920
<v Speaker 1>that we're doing and all the delivery that goes along

0:56:53.000 --> 0:56:57.279
<v Speaker 1>with that. Yeah, no, absolutely so. When you look at

0:56:57.800 --> 0:57:01.640
<v Speaker 1>the carbon footprint of a sort of post purchase e

0:57:01.719 --> 0:57:05.400
<v Speaker 1>commerce supply chain, which is the piece that we're focused on,

0:57:06.040 --> 0:57:09.160
<v Speaker 1>you know, the biggest chunk of that, somewhere in the

0:57:11.200 --> 0:57:15.719
<v Speaker 1>range comes from that sort of proverbial last mile of

0:57:15.800 --> 0:57:20.800
<v Speaker 1>the truck stopping at consumers homes, and the remaining half,

0:57:21.120 --> 0:57:28.080
<v Speaker 1>you know, sort of is split roughly evenly between packaging

0:57:28.720 --> 0:57:31.920
<v Speaker 1>and then what's called sort of the first and middle

0:57:31.960 --> 0:57:35.640
<v Speaker 1>mile of getting that thing from the fulfillment center or

0:57:35.720 --> 0:57:39.080
<v Speaker 1>store that it's coming from to the to the point

0:57:39.720 --> 0:57:44.720
<v Speaker 1>of the final last mile delivery. And what we're tackling

0:57:45.760 --> 0:57:51.680
<v Speaker 1>initially through this this concept of consolidation is that largest chunk,

0:57:51.840 --> 0:57:54.520
<v Speaker 1>which is the which is the last mile delivery. Now,

0:57:54.560 --> 0:57:56.720
<v Speaker 1>I know, as you pointed out, obviously those things are

0:57:56.760 --> 0:58:01.200
<v Speaker 1>being delivered to us, but they're being deliver ver in bulk.

0:58:01.400 --> 0:58:05.640
<v Speaker 1>So we get one delivery per day from each of

0:58:05.720 --> 0:58:10.080
<v Speaker 1>FedEx and UPS and other potential carriers at each of

0:58:10.120 --> 0:58:14.160
<v Speaker 1>our facilities with all of the all of the various orders,

0:58:14.640 --> 0:58:20.920
<v Speaker 1>and then when we deliver them two consumers, we're getting

0:58:21.520 --> 0:58:27.920
<v Speaker 1>on average about one point to five shipments into every

0:58:28.040 --> 0:58:31.440
<v Speaker 1>delivery that that we make, So that would be you know,

0:58:31.600 --> 0:58:38.640
<v Speaker 1>roughly a reduction on that sort of last mile for

0:58:38.800 --> 0:58:44.320
<v Speaker 1>those packages to that consumers home. But obviously two pieces there.

0:58:44.800 --> 0:58:49.160
<v Speaker 1>One it's it's apparel only for right now, and so

0:58:49.480 --> 0:58:54.480
<v Speaker 1>there's lots of things that you can't purchase through affiliated

0:58:54.520 --> 0:58:58.360
<v Speaker 1>retailers through with with Olive, and that will enable a

0:58:58.480 --> 0:59:01.360
<v Speaker 1>much greater impact in in the long term as we're

0:59:01.360 --> 0:59:05.240
<v Speaker 1>able to service broader sets of categories. And then two

0:59:05.440 --> 0:59:10.160
<v Speaker 1>as I mentioned before, we're not eliminating the packaging from

0:59:10.200 --> 0:59:14.720
<v Speaker 1>the source, but we're actually in the midst right now

0:59:14.840 --> 0:59:19.120
<v Speaker 1>of working with our very first retailer to actually integrate

0:59:19.280 --> 0:59:24.880
<v Speaker 1>directly with their supply chain where we would provide the

0:59:24.920 --> 0:59:28.640
<v Speaker 1>packaging in their fulfillment centers so that they pick and

0:59:28.720 --> 0:59:31.680
<v Speaker 1>pack their orders into that from the from the source.

0:59:31.720 --> 0:59:35.680
<v Speaker 1>And that will be the goal over time two as

0:59:35.800 --> 0:59:40.320
<v Speaker 1>volume supports it with each of the retailers on the

0:59:40.400 --> 0:59:44.880
<v Speaker 1>platform to do that more direct integration to eliminate the packaging,

0:59:45.160 --> 0:59:47.160
<v Speaker 1>right so, in other words, to help them to kind

0:59:47.200 --> 0:59:49.480
<v Speaker 1>of be better when it comes to their environmental impact,

0:59:49.480 --> 0:59:54.600
<v Speaker 1>because I'm right, is that fair? Totally? Yeah? Impact. I'm

0:59:54.600 --> 0:59:57.520
<v Speaker 1>from a customer experience perspective, because there's other benefits that

0:59:57.640 --> 1:00:01.640
<v Speaker 1>come from the olive delivery experience, especially from the consumer

1:00:01.680 --> 1:00:03.600
<v Speaker 1>side of things. Not only do they not have to

1:00:03.680 --> 1:00:08.920
<v Speaker 1>deal with the hassle of managing the waste from the

1:00:08.960 --> 1:00:11.880
<v Speaker 1>delivery if they have any returns, they just put it

1:00:11.960 --> 1:00:14.920
<v Speaker 1>straight back in the packaging, leave it on their doorstep,

1:00:15.240 --> 1:00:18.280
<v Speaker 1>and we pick it up. That's really interesting. Well, and

1:00:18.640 --> 1:00:20.800
<v Speaker 1>you know, part of your value is also going to

1:00:20.880 --> 1:00:23.240
<v Speaker 1>be in or at least part of your attraction I

1:00:23.320 --> 1:00:25.920
<v Speaker 1>guess I should say, is the retailers on your site.

1:00:26.080 --> 1:00:28.520
<v Speaker 1>And there's a bunch that are certainly you know in

1:00:28.680 --> 1:00:32.360
<v Speaker 1>my wheelhouse, rag and bone, there's aloe. Uh, there's a

1:00:32.440 --> 1:00:36.720
<v Speaker 1>lot of them, uh anthropology. So you're definitely catching my

1:00:36.840 --> 1:00:40.240
<v Speaker 1>attention here. Um, how quickly are you signing up a

1:00:40.320 --> 1:00:43.120
<v Speaker 1>lot more retailers? How easy is that to do? Sure?

1:00:43.200 --> 1:00:47.240
<v Speaker 1>So we've we've had a ton of outreach following our launch. Uh,

1:00:47.880 --> 1:00:49.640
<v Speaker 1>you know, around six weeks ago or so is our

1:00:49.680 --> 1:00:52.440
<v Speaker 1>sort of unveiling of the service to the to the public.

1:00:52.560 --> 1:00:56.800
<v Speaker 1>So we have a sort of backlog of of of

1:00:56.920 --> 1:01:02.000
<v Speaker 1>retailers that we've signed up as theiot partners. That's probably

1:01:03.160 --> 1:01:06.320
<v Speaker 1>more than what's already on the site from the from

1:01:06.360 --> 1:01:10.400
<v Speaker 1>the retailer side of things. We make it very low effort,

1:01:10.520 --> 1:01:12.800
<v Speaker 1>so it's easy to come on to the come onto

1:01:12.840 --> 1:01:16.160
<v Speaker 1>the platform, but there is some configuration on our side

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<v Speaker 1>to make sure that that whole all of address things

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<v Speaker 1>that we were talking about before, that that assisted entry

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<v Speaker 1>process for for customers is working smoothly before we turned

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<v Speaker 1>them live on the platform. That's an eighth Fallast, the

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<v Speaker 1>founder of olives in the magazine this week. Another edition

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<v Speaker 1>of Bloomberg Business Week Talks featuring an interview with Arnold Donald,

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<v Speaker 1>the CEO of Carnival Cruise. We talked about the industry

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<v Speaker 1>as a whole and when he expects ships to get

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<v Speaker 1>back into US ports. We have nine brands Carrells, so

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<v Speaker 1>about fifty nine of our nineties ships are not under

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<v Speaker 1>the conditional sale or that they don't you know, sail

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<v Speaker 1>in the US anyway, And so there we are already

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<v Speaker 1>active and sailing, and we've announced sailings and in the

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<v Speaker 1>UK we have announce sailing SA in Greece aid to

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<v Speaker 1>our German brands already sailing for the Canary Islands, all

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<v Speaker 1>on a limited basis at this point, but it's moving

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<v Speaker 1>in the right direction. And UM, we're optimistic that we'll

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<v Speaker 1>be able to do the same here and continue dialogue

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<v Speaker 1>in the CDC. I think where the big issues here is,

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<v Speaker 1>um the relative mentality around risk. So today you could

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<v Speaker 1>border plane, fly to a country, get on a cruise

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<v Speaker 1>ship and sale fly back from that country and come

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<v Speaker 1>back to the United States. You have to do certain

1:02:26.800 --> 1:02:30.000
<v Speaker 1>testing exerta, but you can do that. And today, even

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<v Speaker 1>if vaccinated, you can't get on a cruise ship in

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<v Speaker 1>the US, and that's whether you've vaccinated or not in

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<v Speaker 1>terms of what you could do from the US going

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<v Speaker 1>somewhere else to get on a cruise ship. So if

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<v Speaker 1>you look out of the travel and entertainment sectors you

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<v Speaker 1>talked about spring breakdown in Miami, um or you look

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<v Speaker 1>at arenas where people are starting to be able to

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<v Speaker 1>attend sporting events, restaurants, hotels, resourts, air travel. Uh. You know,

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<v Speaker 1>there's a level of risk management and mitigation, and so

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<v Speaker 1>we would like to just be treated similarly to the

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<v Speaker 1>rest of the travel on tourism sector. That's Carnival CEO

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<v Speaker 1>Arnold Donald. Check out more of the interview. It's in

1:03:09.400 --> 1:03:12.520
<v Speaker 1>the magazine, it's online on newsstands and of course on

1:03:12.560 --> 1:03:15.000
<v Speaker 1>the Bloomberg terminal, and also on our podcast Speed and

1:03:15.040 --> 1:03:17.040
<v Speaker 1>That reps up the weekend edition of Bloomberg Business Week

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<v Speaker 1>from Bloomberg Radio. Thanks so much for joining us. I'm

1:03:19.160 --> 1:03:21.439
<v Speaker 1>Carol Masser and I'm Tim Stanibek. Be sure to tune

1:03:21.440 --> 1:03:24.000
<v Speaker 1>into our Bloomberg Business Week daily show. It's Monday through Friday.

1:03:24.040 --> 1:03:26.720
<v Speaker 1>It starts at two pm Wall Street Time on Bloomberg Radio.

1:03:26.800 --> 1:03:29.000
<v Speaker 1>You can also watch our daily broadcast on YouTube. Just

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<v Speaker 1>search Bloomberg Global News. Also check out our Bloomberg Business

1:03:32.360 --> 1:03:34.680
<v Speaker 1>Week podcast. You can find it at Bloomberg dot com, Apple,

1:03:34.800 --> 1:03:37.040
<v Speaker 1>or wherever you get your podcast. That's we will find

1:03:37.080 --> 1:03:39.040
<v Speaker 1>the full interviews from many of our guests in the

1:03:39.120 --> 1:03:42.120
<v Speaker 1>weekend show Bloomberg Business Week. It's available on newsstands now,

1:03:42.160 --> 1:03:44.720
<v Speaker 1>at Bloomberg dot com and on the Bloomberg Terminal, and

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<v Speaker 1>Apple TV, Samsung TV and more. Have a good weekend.

1:03:53.720 --> 1:03:54.720
<v Speaker 1>This is Bloomberg