WEBVTT - Remote-Work Czar Is Highly Sought-After Position

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<v Speaker 1>This is Bloomberg Business Week. I'm Karl Masser and I'm

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<v Speaker 1>Bloomberg Quick Takes Tim Stanovk. We're here every day bringing

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<v Speaker 1>you the latest news from the world to business and finance,

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<v Speaker 1>plus technology, politics, economics, all partnising the power of Business

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<v Speaker 1>Week reporters and editors, not to mention our journalists and

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<v Speaker 1>analysts in more than one twenty countries. You can download

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<v Speaker 1>Bloomberg Business Weekend iTunes, SoundCloud, or Bloomberg dot com. You

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<v Speaker 1>can also listen to our radio show at two pm

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<v Speaker 1>Eastern Time on the Bloomberg Radio or watch us on

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<v Speaker 1>YouTube search Bloomberg Global News. We talked about a New

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<v Speaker 1>York Times reporting that Fiser Maderna expanding vaccine studies of

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<v Speaker 1>children under eleven. We've also talked about, or you've heard,

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<v Speaker 1>certainly on Bloomberg about COVID infections globally increasing the most

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<v Speaker 1>in two months amid the spread of the delta variant,

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<v Speaker 1>a surge across the US and low vaccination levels in

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<v Speaker 1>most Southeast Asian nations, and New York City tim saying

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<v Speaker 1>all municipal workers will be required to receive a vaccine

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<v Speaker 1>or get tested weekly. We just talked about that, Yeah,

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<v Speaker 1>just some of the things we're thinking about when it

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<v Speaker 1>comes to the virus and vaccine. Joining us now is

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<v Speaker 1>Dr Hilth Pause, chief executive officer at Wexner Medical Center,

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<v Speaker 1>also Chancellor of Health Affairs at the Ohio State University,

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<v Speaker 1>on the phone from Columbus, Ohio, Ohio, Doctor Pause, it's

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<v Speaker 1>great to have you back on the program. How are you.

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<v Speaker 1>I'm doing well. Thank you, it's great feedback. Appreciate the

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<v Speaker 1>opportunity definitely. Well. I think the big concern that among

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<v Speaker 1>at least people in my own universe has to be

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<v Speaker 1>breakthrough infections and the delta variant. It's it's one of

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<v Speaker 1>the things that that we are certainly thinking about, especially

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<v Speaker 1>as kids under the age of twelve still cannot be vaccinated.

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<v Speaker 1>So I'm wondering what evidence do we have right now

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<v Speaker 1>about how somebody who is infected with a breakthrough can

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<v Speaker 1>they pass it to somebody who isn't vaccinated. Yeah, so, um,

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<v Speaker 1>there certainly is the possibility that if someone has um

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<v Speaker 1>uh an infection, they've been vaccinated, and they and they

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<v Speaker 1>are infected now with one of the COVID nineteen variants,

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<v Speaker 1>they could pass it. Um It really depends on a

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<v Speaker 1>number of factors UM, particularly their immune status. There are

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<v Speaker 1>some individuals that are not going to achieve the kind

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<v Speaker 1>of immunity we want and to see after they're vaccinated.

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<v Speaker 1>Here we've seen at the Wexner Medical Center UM admitted

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<v Speaker 1>to the hospital teen percent of individuals who are fully

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<v Speaker 1>vaccinated and UH and in in those cases, these are

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<v Speaker 1>individuals that have our immunocompromise because of an underlying disease

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<v Speaker 1>or or undergoing active cancer treatment. If they have higher

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<v Speaker 1>and high enough viral counts, there is the possibility that

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<v Speaker 1>they could transmit it. But these are you know, these

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<v Speaker 1>are the exception, not the rule. The the the opportunity

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<v Speaker 1>is is for all of us to get vaccinated. And

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<v Speaker 1>you know, we're learning a lot now with additional studies

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<v Speaker 1>around how to best handle individuals that are you know,

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<v Speaker 1>in an age group or have underlying conditions where they

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<v Speaker 1>may need an additional booster and UM because of their

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<v Speaker 1>increased risk. Well, how should we how should we think

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<v Speaker 1>about that people within who do have an increased risk?

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<v Speaker 1>I mean should should It's this it's this strange sort

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<v Speaker 1>of scenario that we're in right now, because if we

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<v Speaker 1>were think back where we were at the beginning of

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<v Speaker 1>the summer, it was sort of like, Okay, we are

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<v Speaker 1>very happy right now, things are getting back to normal.

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<v Speaker 1>We don't have to wear masks anymore. And suddenly we're

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<v Speaker 1>in this situation where it's like, okay, now people now

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<v Speaker 1>health experts are talking about wearing mass again, even if

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<v Speaker 1>you've been vaccinated. M Yeah, So you know, we need

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<v Speaker 1>to I think put all this into into context. So

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<v Speaker 1>if we go back to March of the original strain

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<v Speaker 1>in the US, since then, we are we've had four

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<v Speaker 1>variants that have come forward. So Alpha from the UK,

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<v Speaker 1>Beta that first was detected in South Africa, Gamma originally

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<v Speaker 1>detected in Brazil and Japan, and now Delta, which was

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<v Speaker 1>originally detected in India. And as you mentioned, Delta is

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<v Speaker 1>now quickly spreading and becoming um the most prevalent um

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<v Speaker 1>right now. And we know that in part because it

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<v Speaker 1>is forty six more contagious than alpha, and Alpha was

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<v Speaker 1>more contagious than the original strain that we also so

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<v Speaker 1>right now in the US, Delta is responsible for thirty

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<v Speaker 1>percent of all COVID cases and we're going to continue,

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<v Speaker 1>I believe, to see Delta become more and more prevalent

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<v Speaker 1>It's important to remember though that infections, contagiousness and and

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<v Speaker 1>lethality of the virus are two different things. And I

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<v Speaker 1>mentioned this I think when I was on previously. You know,

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<v Speaker 1>think of a virus like a bowla exceptionally lethal Obviously

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<v Speaker 1>it is not a pandemic. On the other hand, as

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<v Speaker 1>these variants in COVID developed, the more they become contagious,

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<v Speaker 1>the more and they can spread. There's no evidence that

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<v Speaker 1>we have right now that the delta variant is more

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<v Speaker 1>lethal than the earlier variants we've seen in the US. Um. Obviously,

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<v Speaker 1>that's something we have to keep um watching carefully, but

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<v Speaker 1>it also does follow the natural evolution of viruses. If

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<v Speaker 1>they're going to become more contagious, they can't kill the hosts.

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<v Speaker 1>Obviously it would you know, that would be a tragic

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<v Speaker 1>set of circumstances. Could it happen? Sure? But um, that's

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<v Speaker 1>something we just don't see, right That's often a question

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<v Speaker 1>line dr pause that we are that we pursue here

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<v Speaker 1>to understand that do we get to a point where

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<v Speaker 1>there is a variant that is not only more contagious

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<v Speaker 1>but also more lethal, which would be not a good combination.

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<v Speaker 1>Is that inevitable or not necessarily well. Again, we can

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<v Speaker 1>only base what we know on test experience with viral

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<v Speaker 1>infections as well as with the data we have right now,

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<v Speaker 1>and right now we don't see evidence that the delta

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<v Speaker 1>variant is more lethal than the earlier variants that we've

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<v Speaker 1>experienced here in this country, around the world, but we

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<v Speaker 1>continue to collect that information. The surest thing we can

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<v Speaker 1>do is get everybody vaccinated, and those that are in

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<v Speaker 1>exceptionally high risk groups, those that are immunocompromised, look at

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<v Speaker 1>the studies that suggest giving them a booster as well.

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<v Speaker 1>That's what we need to do to protect everyone. And

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<v Speaker 1>we've talked about this before war Um. The whole point

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<v Speaker 1>of this is to prevent people from dying, from winding

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<v Speaker 1>up in the hospital. That's what we're trying to do.

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<v Speaker 1>People have already been reinfected or have become ineffective after

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<v Speaker 1>being vaccinated, but quite frankly, if the worst thing they

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<v Speaker 1>have is a cold, and I remember when I came

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<v Speaker 1>on the first time I mentioned that. You know, we

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<v Speaker 1>believe fifteen percent of the time, going back for a

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<v Speaker 1>long time, the common cold was caused by some coronavirus.

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<v Speaker 1>This is Bloomberg Business. We Carl Master along with Tim Stanovic. Well,

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<v Speaker 1>earlier we had Dr Anthony Fauci, of course, the nation's

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<v Speaker 1>top doctor when it comes to COVID and the vaccine

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<v Speaker 1>catching up on CNN and he talked about the nation,

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<v Speaker 1>the United States, going in the wrong direction. Check it out.

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<v Speaker 1>I'm not so sure it would be the worst case scenario,

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<v Speaker 1>but it's not going to be good. We're going in

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<v Speaker 1>the wrong direction if you look at the inflection of

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<v Speaker 1>the curve of new cases, and as you said in

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<v Speaker 1>the running to this interview, that it is among the unvaccinated,

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<v Speaker 1>and since we have of the country is not fully vaccinated,

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<v Speaker 1>that's a problem, all right. And that, of course was

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<v Speaker 1>Dr Anthony Faucci yesterday on CNN talking about what's going

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<v Speaker 1>on when it comes to COVID and the vaccine in

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<v Speaker 1>the progress or process here in the United States. Let's

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<v Speaker 1>get back to Dr Harold Pause. He's Executive EP Chancellor

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<v Speaker 1>for Health Affairs at the Ohio State University CEO Wexner

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<v Speaker 1>Medical Center. It's a massive enterprise hospitals, College of Medicine,

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<v Speaker 1>Research and more. Former chief medical officer at ETNA. Still

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<v Speaker 1>with us on the phone from Columbus, Ohio. So how

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<v Speaker 1>do we dr pause? Tim and I talked about this

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<v Speaker 1>a lot. So we both have the vaccine, We feel

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<v Speaker 1>pretty comfortable and that even if we get COVID, we're

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<v Speaker 1>probably in a good shape. A lot of those around us,

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<v Speaker 1>whether who we work with, our families, have also gotten that.

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<v Speaker 1>But how do we need to start thinking about a

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<v Speaker 1>booster shot, especially as there's more and more research about

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<v Speaker 1>the efficacy or the waning efficacy of these vaccines on

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<v Speaker 1>younger people, older people. There's a lot of moving parts

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<v Speaker 1>on this, So how do we need to maybe mark

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<v Speaker 1>our calendars about what we need to do next? Right?

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<v Speaker 1>So great question. First of all, let me just reiterate

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<v Speaker 1>what uh Anthony Fauci said here in Columbus at the

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<v Speaker 1>Wexner Medical Center. Of the patients who have been admitted

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<v Speaker 1>to our hospitals with active COVID, nineteen have either been

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<v Speaker 1>unvaccinated or partially vaccinated. That's is just I can't give

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<v Speaker 1>you better evidence to support what he said. Only ten

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<v Speaker 1>percent have been fully vaccinated, and all of them, to

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<v Speaker 1>an individual, are either an active cancer treatment or have

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<v Speaker 1>some underlying immune disorder. I mean, it's staggering when you

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<v Speaker 1>look at that, and when we think about younger people

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<v Speaker 1>now getting infected with the delta variant because it's so

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<v Speaker 1>much more contagious. I don't know what else we can

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<v Speaker 1>do other than convince everyone to get this vaccine unless

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<v Speaker 1>there's some medical reason why they can't. I mean, this

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<v Speaker 1>is what it's all about out It's about saving lives.

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<v Speaker 1>And I think that as we get more and more

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<v Speaker 1>data about how these vaccines impact our immune response to COVID.

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<v Speaker 1>It's making antibodies, but it's also cellular immune response T cells,

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<v Speaker 1>for example, how they respond to the virus, will know

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<v Speaker 1>more about getting a booster, how long the vaccine protects

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<v Speaker 1>us for keep in mind, we had a pandemic a

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<v Speaker 1>century ago. H one N one influenza hasn't gone away.

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<v Speaker 1>It comes back every year, and all of us I

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<v Speaker 1>hope all of us go out and get a vaccine

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<v Speaker 1>for the flu because every year, tens of thousands of

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<v Speaker 1>people in the US diet influenza. So we want to

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<v Speaker 1>prevent that from happening. We all get our annual flu vaccine.

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<v Speaker 1>I suspect that as a result of the variance and

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<v Speaker 1>what we've seen evolved now over more than a year

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<v Speaker 1>and a half, we're going to be in a situation

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<v Speaker 1>where the foreseeable future we're going to have to think

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<v Speaker 1>of strategy about getting boosters or additional vaccine to protect

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<v Speaker 1>us from winding up very sick in the hospital on

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<v Speaker 1>a ventilator or dying. One more point, we are doing

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<v Speaker 1>more lung transplants now than we've seen before. Those are

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<v Speaker 1>lung transplants for COVID nineteen survivors. That's not a situation

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<v Speaker 1>we want to have in this country. Is does it

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<v Speaker 1>get to a point where the way that this virus

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<v Speaker 1>just burns off as similar to what happened in nineteen

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<v Speaker 1>where the people who are not vaccinated and we weren't

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<v Speaker 1>talking about vaccines then, but the people are not vaccinated, Uh,

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<v Speaker 1>they become sick or even worse, uh, and then they

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<v Speaker 1>get immunity. Right as a result, if they if they

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<v Speaker 1>do not die from this, and we just have about

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<v Speaker 1>thirty seconds left, well, but the immunity doesn't last forever

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<v Speaker 1>when you're infected. And we know, for example, infections with

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<v Speaker 1>COVID don't offer the same protection for the variance as

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<v Speaker 1>getting a vaccine. So it's the vaccine that offers much

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<v Speaker 1>better protection than getting an infection um and you know,

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<v Speaker 1>with the influenza, it never really did go away. H

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<v Speaker 1>one N one comes back annually. But that's why we

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<v Speaker 1>get an influenza shot, right, And that's really kind of

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<v Speaker 1>increasingly how we need to think about all of this. Hey,

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<v Speaker 1>Dr Pause, thank you so much. Always a treat when

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<v Speaker 1>you join us. Dr Harold Pause. He's Chancellor for Health

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<v Speaker 1>Affairs at the Ohio State University CEO of Wexner Medical Center.

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<v Speaker 1>With a great perspective on everything that's going on today.

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<v Speaker 1>You're listening to Bloomberg Business Week with Carol Messer and

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<v Speaker 1>Bloomberg Quick Takes. Tim Stinovic on Bloomberg Radio. Our world

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<v Speaker 1>we know, disrupted by the COVID pandemic, more e commerce,

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<v Speaker 1>more technology and automation everywhere, virtual medicine. Also, the relationship

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<v Speaker 1>between employee and employer has changed because of ramped up

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<v Speaker 1>remote working and as a result, one of the most

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<v Speaker 1>sought after management jobs right now is something akin tim

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<v Speaker 1>to a remote works are. A remote works are, it's

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<v Speaker 1>a shortcut to the c suite for rising professionals, joining

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<v Speaker 1>us down, tell us all about it. As Joe Weber,

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<v Speaker 1>editor at Bloomberg Business Week, he joins us on the

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<v Speaker 1>this line from Brooklyn. Also, Matt Boyle, us retail reporter

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<v Speaker 1>for Bloomberg News, joins us on the phone from New

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<v Speaker 1>York City. Joel the Rise of the remote the vice

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<v Speaker 1>president of Productivity and Remote Experience. It's it's not necessarily

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<v Speaker 1>something that I knew would really exist, even in a

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<v Speaker 1>post COVID world. I didn't. I didn't either, And that's

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<v Speaker 1>what UM sort of caught my attention about it. But

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<v Speaker 1>as you would expect, UM, this last year's changed UM

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<v Speaker 1>a lot of stuff. Uh. And in the season, we

0:12:30.520 --> 0:12:32.720
<v Speaker 1>I think there was a recognition that there that there

0:12:32.800 --> 0:12:35.480
<v Speaker 1>was a new role that needed to be created. And

0:12:35.480 --> 0:12:38.560
<v Speaker 1>and I was not only surprised to hear the title

0:12:38.559 --> 0:12:41.240
<v Speaker 1>of the role, but also learned that it is sort

0:12:41.240 --> 0:12:44.559
<v Speaker 1>of a shortcut. So so Matt take us uh and

0:12:44.600 --> 0:12:47.120
<v Speaker 1>said that conversation, and how many of these positions are

0:12:47.480 --> 0:12:52.080
<v Speaker 1>really crupping up? Yeah, that's hard to say at the

0:12:52.200 --> 0:12:55.040
<v Speaker 1>moment um, but we we do know, because it might

0:12:55.040 --> 0:12:57.480
<v Speaker 1>not be called specifically that, but we do know that

0:12:57.480 --> 0:12:59.160
<v Speaker 1>there are going to be people sort of you know

0:12:59.559 --> 0:13:05.520
<v Speaker 1>who's responsibilities include making sure that remote workers UM are engaged,

0:13:05.679 --> 0:13:08.760
<v Speaker 1>you know, are productive. Um. There's been so much debate

0:13:08.800 --> 0:13:11.360
<v Speaker 1>over you know, whether or not you know, when you

0:13:11.840 --> 0:13:14.640
<v Speaker 1>spend your day on zoom, Uh, if your home all day,

0:13:14.679 --> 0:13:16.440
<v Speaker 1>you're going to be as products. And I think the

0:13:16.480 --> 0:13:19.680
<v Speaker 1>case is clear that you know, workers certainly are as productive,

0:13:19.679 --> 0:13:22.840
<v Speaker 1>if not more productive, working from home. The pandemic has

0:13:22.880 --> 0:13:25.400
<v Speaker 1>proved that. But um, you know, are they happy? Are

0:13:25.440 --> 0:13:27.680
<v Speaker 1>they thinking of leaving? And that's something that this rule

0:13:27.720 --> 0:13:30.600
<v Speaker 1>would help figure out. Um, so you'd have somebody, you know,

0:13:30.679 --> 0:13:33.840
<v Speaker 1>sort of responsible for your entire remote workforce. And those

0:13:33.880 --> 0:13:37.040
<v Speaker 1>workforces are growing, of course, we can have as many

0:13:37.040 --> 0:13:41.040
<v Speaker 1>as one in five workers primarily working from home in

0:13:41.080 --> 0:13:44.520
<v Speaker 1>three years according to some research we've seen. So you

0:13:44.520 --> 0:13:46.800
<v Speaker 1>really need somebody to sort of, you know, oversee all

0:13:46.800 --> 0:13:50.320
<v Speaker 1>of them. And that's what this role uh, you know, right,

0:13:50.600 --> 0:13:52.000
<v Speaker 1>you know what, Joe though, you know, I'm listening to

0:13:52.040 --> 0:13:53.880
<v Speaker 1>Matt talk and I'm wondering, is this going to be

0:13:53.920 --> 0:13:58.280
<v Speaker 1>more like a remote work police person policing people making

0:13:58.280 --> 0:14:00.320
<v Speaker 1>sure they're really working while they're at home? War? Is

0:14:00.320 --> 0:14:03.520
<v Speaker 1>this more about remote we're a cultivator like remote war

0:14:03.840 --> 0:14:08.120
<v Speaker 1>or guru like really thinking about how flexible we can

0:14:08.920 --> 0:14:11.400
<v Speaker 1>be in terms of how we work. Because I feel

0:14:11.400 --> 0:14:13.280
<v Speaker 1>like there are companies that embrace it and all of

0:14:13.280 --> 0:14:14.640
<v Speaker 1>a sudden they're like, oh, no, you've got to get

0:14:14.640 --> 0:14:17.880
<v Speaker 1>back to the office, like it's back and forth so much. Yeah. Well,

0:14:17.920 --> 0:14:21.200
<v Speaker 1>and I think, you know, to try and answer your question,

0:14:21.360 --> 0:14:24.640
<v Speaker 1>I think it's going to start with the ladder right, like,

0:14:25.160 --> 0:14:28.400
<v Speaker 1>this is an attempt to recognize that the workforce has changed,

0:14:28.840 --> 0:14:34.040
<v Speaker 1>the workplace has changed. Can we get a flexible executive

0:14:34.160 --> 0:14:38.560
<v Speaker 1>style thinking talent sort of in charge of these challenges

0:14:39.160 --> 0:14:42.680
<v Speaker 1>that the workforce UM is going to face. I think

0:14:42.720 --> 0:14:45.120
<v Speaker 1>that's where the position probably is going to start. But

0:14:45.200 --> 0:14:48.760
<v Speaker 1>then I think it probably if we think out, you know,

0:14:48.840 --> 0:14:51.080
<v Speaker 1>down the line here a couple of years, I think

0:14:51.080 --> 0:14:53.640
<v Speaker 1>it has the potential to put you know, to potentially

0:14:53.640 --> 0:14:55.520
<v Speaker 1>become a little bit more of that enforcer to be

0:14:55.560 --> 0:14:58.480
<v Speaker 1>like how many people are actually online doing their job

0:14:59.040 --> 0:15:01.320
<v Speaker 1>right now. But I don't think starting there necessarily. I

0:15:01.320 --> 0:15:05.520
<v Speaker 1>think I think that's potentially where it could go. But Matt,

0:15:06.320 --> 0:15:08.640
<v Speaker 1>you want to ask about Yeah, I just want Matt,

0:15:08.680 --> 0:15:10.720
<v Speaker 1>I want to bring you back in and and talk

0:15:10.760 --> 0:15:13.600
<v Speaker 1>about the survey. And you know, a lot of this

0:15:13.720 --> 0:15:19.560
<v Speaker 1>is rooted in this um uh Cowen Partners who said

0:15:19.640 --> 0:15:21.360
<v Speaker 1>in the you know, in your story that you know

0:15:21.400 --> 0:15:23.520
<v Speaker 1>this is one of the ten most on after management

0:15:23.600 --> 0:15:25.960
<v Speaker 1>jobs right now. And and so talk to me because

0:15:26.400 --> 0:15:28.560
<v Speaker 1>part of me thinks is, like we put this in

0:15:28.600 --> 0:15:30.480
<v Speaker 1>the headline a little bit. If this is truly like

0:15:30.520 --> 0:15:32.480
<v Speaker 1>a shortcut to the C suite, there's gonna be a

0:15:32.520 --> 0:15:34.640
<v Speaker 1>lot of talented people who are just going to be

0:15:34.800 --> 0:15:39.640
<v Speaker 1>looking to change potentially career tracks. And like, so what

0:15:39.760 --> 0:15:44.280
<v Speaker 1>kind of person fulfills this this job description currently? I

0:15:44.320 --> 0:15:48.040
<v Speaker 1>mean you have to already have experienced leading large teams.

0:15:48.120 --> 0:15:51.480
<v Speaker 1>That's sort of a seen a client on of this role.

0:15:51.520 --> 0:15:53.160
<v Speaker 1>You have, you know, whether you've been running a call

0:15:53.200 --> 0:15:56.440
<v Speaker 1>center or you've been running you know, um a factory

0:15:56.480 --> 0:15:59.600
<v Speaker 1>or what have you um, Having experienced leading large teams

0:15:59.640 --> 0:16:02.920
<v Speaker 1>I think is key on top of that. Certainly, you know,

0:16:03.000 --> 0:16:07.480
<v Speaker 1>communication skills are are you very much necessary here? You're

0:16:07.480 --> 0:16:09.320
<v Speaker 1>going to be talking to a lot of people remotely

0:16:09.360 --> 0:16:12.080
<v Speaker 1>Obviously you might be you know, overseeing folks that you

0:16:12.160 --> 0:16:16.280
<v Speaker 1>never actually see in person. Um, so that's you know

0:16:16.440 --> 0:16:19.040
<v Speaker 1>key as well. And then just sort of having you know,

0:16:19.040 --> 0:16:21.680
<v Speaker 1>knowing the ins and outs of all the various companies

0:16:21.720 --> 0:16:25.280
<v Speaker 1>workforce policies. You know you're gonna be handling a compensation

0:16:25.320 --> 0:16:28.120
<v Speaker 1>issues might come up, tax issues might come up. What

0:16:28.200 --> 0:16:31.640
<v Speaker 1>if a remote worker moves from California to Texas or

0:16:31.760 --> 0:16:34.560
<v Speaker 1>to Florida, you know what happens there. So they're going

0:16:34.600 --> 0:16:35.760
<v Speaker 1>to kind of need to be a bit of a

0:16:35.800 --> 0:16:39.680
<v Speaker 1>savant in terms of all the companies, various workplace policies

0:16:39.920 --> 0:16:42.040
<v Speaker 1>and that you think that might lend themselves to You know,

0:16:42.120 --> 0:16:45.040
<v Speaker 1>this person coming from the HR department, and while they

0:16:45.120 --> 0:16:48.240
<v Speaker 1>might have HR experience, it doesn't necessarily mean this has

0:16:48.280 --> 0:16:51.800
<v Speaker 1>to be, you know, an HR career person taking this world.

0:16:51.800 --> 0:16:54.920
<v Speaker 1>They could be coming from operations or sales or just

0:16:54.960 --> 0:16:57.880
<v Speaker 1>about anywhere. I do wonder too, Matt, if it's akin

0:16:57.960 --> 0:17:01.720
<v Speaker 1>to chief financial officers got elevated after the financial crisis

0:17:01.880 --> 0:17:06.560
<v Speaker 1>chief sustainability officers. I'm increasingly having conversations with them with

0:17:06.680 --> 0:17:10.280
<v Speaker 1>other C suite officials, and they're both like executive vice presidents,

0:17:10.280 --> 0:17:12.919
<v Speaker 1>they're on the same level. Is there this remote works

0:17:12.960 --> 0:17:16.080
<v Speaker 1>are that all of a sudden becomes a big player

0:17:16.160 --> 0:17:18.000
<v Speaker 1>in the C suite kind of part of the core

0:17:18.400 --> 0:17:21.679
<v Speaker 1>that's running the company. I mean, it might be, but

0:17:21.760 --> 0:17:23.359
<v Speaker 1>you've got to be carefully. I mean, think of all

0:17:23.359 --> 0:17:26.360
<v Speaker 1>the attention we've paid to chief diversity officers. But I've

0:17:26.359 --> 0:17:29.000
<v Speaker 1>been told and plenty of studies have shown that that

0:17:29.119 --> 0:17:31.800
<v Speaker 1>role can often be a bit of a backward career wise.

0:17:31.880 --> 0:17:33.760
<v Speaker 1>You know, you're kind of blamed for everything and you

0:17:33.800 --> 0:17:36.520
<v Speaker 1>get credit for nothing. So there's a lot a lot

0:17:36.560 --> 0:17:39.960
<v Speaker 1>of turnover in that chief diversity officer role. So, um,

0:17:40.040 --> 0:17:42.120
<v Speaker 1>you know, with this role specifically, I think, of course,

0:17:42.160 --> 0:17:45.840
<v Speaker 1>if you do it well, if productivity soars under your

0:17:46.000 --> 0:17:49.760
<v Speaker 1>purview as uh, you know, as remote workings are, then yes,

0:17:49.840 --> 0:17:52.320
<v Speaker 1>you could certainly be uh in line for you know,

0:17:52.359 --> 0:17:55.960
<v Speaker 1>a C suite position. But again, you know, the jury

0:17:56.000 --> 0:17:57.480
<v Speaker 1>still have. We got to see some people that have

0:17:57.480 --> 0:18:00.760
<v Speaker 1>some actual experience in these roles and it keep you know, remember,

0:18:00.760 --> 0:18:04.320
<v Speaker 1>it's keeping people engaged and satisfied as well. It's not

0:18:04.440 --> 0:18:08.359
<v Speaker 1>just about okay, it's productivity of twenty Yeah. Well, to

0:18:08.440 --> 0:18:10.960
<v Speaker 1>that end, I do wonder to what extent this type

0:18:11.000 --> 0:18:13.240
<v Speaker 1>of job is permanent. As you point on your piece,

0:18:13.240 --> 0:18:15.000
<v Speaker 1>and this is something I did not know. The term

0:18:15.040 --> 0:18:18.159
<v Speaker 1>telecommuting was actually coined by a NASA worker in the

0:18:18.200 --> 0:18:20.280
<v Speaker 1>early nineteen seventies, and you do point out that in

0:18:21.440 --> 0:18:25.320
<v Speaker 1>Yahoo abruptly ended its long standing telecommuting policy Um, that

0:18:25.440 --> 0:18:27.240
<v Speaker 1>was years ago. I wonder though, if if this time

0:18:27.280 --> 0:18:28.919
<v Speaker 1>is different, if this is the turning point where the

0:18:28.960 --> 0:18:32.399
<v Speaker 1>American workforce is distributed, Well, we're definitely going to be

0:18:32.400 --> 0:18:34.840
<v Speaker 1>more distributed. Yeah, I think that that is a lasting

0:18:34.960 --> 0:18:38.120
<v Speaker 1>change in the pandemic in terms of yeah, certain terms

0:18:38.160 --> 0:18:40.800
<v Speaker 1>of the sustainability of this job specifically, though, yes, we

0:18:40.840 --> 0:18:43.119
<v Speaker 1>do say and I spoke to an expert in HR

0:18:43.200 --> 0:18:45.280
<v Speaker 1>issues at Cornell who said, hey, you know, if you

0:18:45.359 --> 0:18:48.040
<v Speaker 1>do this job too well, you might make yourself redundant

0:18:48.080 --> 0:18:49.840
<v Speaker 1>and be out of a job. But that was a

0:18:49.840 --> 0:18:51.760
<v Speaker 1>bit tongue in chic. I think there's always going to

0:18:52.080 --> 0:18:54.679
<v Speaker 1>going to be a need for somebody who really, you know,

0:18:54.720 --> 0:18:57.320
<v Speaker 1>whose job it is to make sure that the remote workforce,

0:18:57.640 --> 0:19:00.719
<v Speaker 1>especially if it's one in five workers. Why color workers

0:19:00.760 --> 0:19:03.800
<v Speaker 1>moving forward? You know, they're engaged, they're satisfied, they know

0:19:03.880 --> 0:19:06.840
<v Speaker 1>what the company expects of them. Um, you know, and

0:19:06.880 --> 0:19:09.760
<v Speaker 1>the companies can you know, see it through here. Definitely

0:19:09.760 --> 0:19:12.399
<v Speaker 1>saw that companies are trying to figure the way forward

0:19:12.440 --> 0:19:15.159
<v Speaker 1>and who they needed management to kind of, you know,

0:19:15.280 --> 0:19:18.399
<v Speaker 1>see that way at their companies. Joe Webber, thank you

0:19:18.440 --> 0:19:21.000
<v Speaker 1>so much, editor at Bloomberg Business Week on the remote

0:19:21.040 --> 0:19:23.520
<v Speaker 1>access in Brooklyn, along with Matt Boyle, who has used

0:19:23.520 --> 0:19:27.000
<v Speaker 1>at US retail reporter, also Bloomberg News senior reporter for Management,

0:19:27.080 --> 0:19:33.760
<v Speaker 1>joining us on the phone from New York City. This

0:19:34.160 --> 0:19:37.880
<v Speaker 1>is Bloomberg Business Week with Carol Masser and Bloomberg Quick

0:19:37.920 --> 0:19:43.040
<v Speaker 1>Takes Tim Stinovik on Bloomberg Radio. So top of mind

0:19:43.080 --> 0:19:45.119
<v Speaker 1>for us on this Monday. We've actually been talking about

0:19:45.200 --> 0:19:47.639
<v Speaker 1>a lot of things when it comes to China specifically,

0:19:47.920 --> 0:19:49.880
<v Speaker 1>but the US and China holding their first high level

0:19:49.920 --> 0:19:52.920
<v Speaker 1>talks in months and in doing so highlighting deep differences,

0:19:53.119 --> 0:19:55.720
<v Speaker 1>really suggesting once again the world's two biggest economies haven't

0:19:55.800 --> 0:19:59.560
<v Speaker 1>quite found a clear path for improving their increasingly strained ties.

0:19:59.560 --> 0:20:02.320
<v Speaker 1>So writing about that is our own Bloomberg New Economy

0:20:02.400 --> 0:20:05.080
<v Speaker 1>Editorial director Andy Brown. He joins us here in our

0:20:05.119 --> 0:20:09.840
<v Speaker 1>interactive Broker Studio, you have a great column about going

0:20:09.880 --> 0:20:12.960
<v Speaker 1>back several decades and how ping pong actually solved a

0:20:12.960 --> 0:20:15.000
<v Speaker 1>lot of what ailed the U. S And China in

0:20:15.000 --> 0:20:19.359
<v Speaker 1>their relationship that doesn't work anymore. I'm afraid it doesn't.

0:20:19.800 --> 0:20:23.280
<v Speaker 1>Um You know this was it was almost exactly fifty

0:20:23.359 --> 0:20:28.879
<v Speaker 1>years ago when a US amateur ping pong group led

0:20:28.920 --> 0:20:33.199
<v Speaker 1>by a weed smoking hippie. I love it already got

0:20:33.240 --> 0:20:36.239
<v Speaker 1>an invitation. This isn't a Netflix series, and he should be.

0:20:36.520 --> 0:20:39.120
<v Speaker 1>It's so improbable. I mean, they were in they were

0:20:39.119 --> 0:20:43.159
<v Speaker 1>in Tokyo in a ping pong match, Joe and lie that.

0:20:43.240 --> 0:20:46.600
<v Speaker 1>Then Chinese premier sees them and says, hey, we should

0:20:46.640 --> 0:20:50.560
<v Speaker 1>invite them over to Beijing. And of course the intention

0:20:50.600 --> 0:20:53.080
<v Speaker 1>was to break the ice with the US, and it

0:20:53.160 --> 0:20:56.720
<v Speaker 1>led to Henry Kissinger's visit to China and the whole

0:20:56.720 --> 0:21:00.560
<v Speaker 1>opening of China and US Chinese diplomatic relations. But the

0:21:00.600 --> 0:21:03.720
<v Speaker 1>point I was making in in in my piece is

0:21:03.800 --> 0:21:06.640
<v Speaker 1>that the reason these two countries got together is because

0:21:06.680 --> 0:21:09.280
<v Speaker 1>they had a common enemy, and that was the Soviet Union.

0:21:09.760 --> 0:21:12.880
<v Speaker 1>That the Soviet Union and China had split. China needed

0:21:12.920 --> 0:21:16.560
<v Speaker 1>a friend. The US, for its part, needed a counterweight

0:21:16.680 --> 0:21:22.960
<v Speaker 1>to Soviet expansionism in Asia. When the Soviet Union collapses,

0:21:23.320 --> 0:21:28.440
<v Speaker 1>the raison detra for the relationship collapses and outcomes all

0:21:28.520 --> 0:21:32.159
<v Speaker 1>of the issues that are being suppressed for decades, like

0:21:32.880 --> 0:21:36.720
<v Speaker 1>human rights. So if you look now what just happened

0:21:36.720 --> 0:21:39.840
<v Speaker 1>in Tianjin with this, with this visit by Wendy Sherman,

0:21:39.880 --> 0:21:45.879
<v Speaker 1>Deputy US Sexual State, the whole meeting is dominated by

0:21:46.000 --> 0:21:49.120
<v Speaker 1>these contentious issues. Just to give you a flavor, she

0:21:49.240 --> 0:21:54.560
<v Speaker 1>accuses China of genocide in Shinjian. China turns around and

0:21:54.600 --> 0:21:59.040
<v Speaker 1>accuses the United States of genocide against Native Americans. That

0:21:59.280 --> 0:22:02.520
<v Speaker 1>is basically the way the meeting went. Really warm and cozy. Yeah,

0:22:02.560 --> 0:22:04.640
<v Speaker 1>I don't think a ping pong tournament or ping pong

0:22:04.680 --> 0:22:07.440
<v Speaker 1>game is going to end this stuff anytime soon. But

0:22:07.480 --> 0:22:10.840
<v Speaker 1>there's also the technological aspect of this, right, and and

0:22:10.960 --> 0:22:14.840
<v Speaker 1>you write about that in your column Andy, Yes, so tech.

0:22:15.760 --> 0:22:19.440
<v Speaker 1>You know, for a long time after the Soviet Union collapse,

0:22:19.520 --> 0:22:23.560
<v Speaker 1>people said, well, it's business, that's the ballast for the relationship.

0:22:24.160 --> 0:22:27.560
<v Speaker 1>And now what you're seeing is that business and particularly

0:22:27.600 --> 0:22:31.320
<v Speaker 1>tech has become an irritant in the relationship, and it's

0:22:31.359 --> 0:22:35.760
<v Speaker 1>now part of a strategic competition between the US and China.

0:22:36.160 --> 0:22:40.760
<v Speaker 1>With China now with this latest eruption over the d

0:22:40.920 --> 0:22:44.440
<v Speaker 1>D and the ED tech sector over the weekend, which

0:22:44.480 --> 0:22:48.119
<v Speaker 1>you've seen blowing up, China is now seeing US investment

0:22:48.160 --> 0:22:52.280
<v Speaker 1>in Chinese data companies as a national security threat. So

0:22:52.320 --> 0:22:56.600
<v Speaker 1>now you're seeing decoupling across the board um including in

0:22:56.640 --> 0:22:59.480
<v Speaker 1>the business sector, between these two large worlds too largest economies.

0:22:59.520 --> 0:23:01.760
<v Speaker 1>We've talked about this and we kind of joke, but

0:23:02.080 --> 0:23:03.960
<v Speaker 1>don't joke, like follow the money, and I want to

0:23:03.960 --> 0:23:06.920
<v Speaker 1>follow investor money, whether ultimately they pull back. We've talked

0:23:06.920 --> 0:23:08.920
<v Speaker 1>with investors and they're like, it's going to continue. US

0:23:08.960 --> 0:23:12.960
<v Speaker 1>investor money will still go in. How do you see it? Sure?

0:23:13.359 --> 0:23:16.360
<v Speaker 1>I mean, you know, US investor money can still get

0:23:16.400 --> 0:23:20.679
<v Speaker 1>into Chinese tech companies through Hong Kong, through Shanghai. There

0:23:20.720 --> 0:23:25.120
<v Speaker 1>are various mechanisms in which you can trade shares um,

0:23:25.160 --> 0:23:29.520
<v Speaker 1>you know. But what you're seeing now is China very

0:23:29.600 --> 0:23:33.119
<v Speaker 1>explicitly saying we're not that interested. In fact, we're not

0:23:33.240 --> 0:23:36.439
<v Speaker 1>interested at all in US foreign investment in some of

0:23:36.480 --> 0:23:41.840
<v Speaker 1>our most critical tech sectors. You're you're well because because

0:23:41.840 --> 0:23:44.800
<v Speaker 1>I think about when I started Business News, like long

0:23:45.040 --> 0:23:47.040
<v Speaker 1>you know, years ago, but not so long ago. I mean,

0:23:47.119 --> 0:23:50.000
<v Speaker 1>that was all kind of wanted for direct investment, right,

0:23:50.040 --> 0:23:52.679
<v Speaker 1>They wanted US companies to come over and help. You

0:23:52.680 --> 0:23:55.000
<v Speaker 1>couldn't own a facility, right, but you could invest in

0:23:55.040 --> 0:23:58.919
<v Speaker 1>a joint China US facility because they wanted to. They

0:23:58.920 --> 0:24:01.280
<v Speaker 1>wanted to know how, right, they wanted to know how,

0:24:01.400 --> 0:24:04.040
<v Speaker 1>and they wanted at in the early stages, they wanted

0:24:04.080 --> 0:24:05.920
<v Speaker 1>the funding. I mean, you know, you have to remember

0:24:06.760 --> 0:24:09.560
<v Speaker 1>Ali Baba, these early tech companies, most of them, they

0:24:09.600 --> 0:24:13.600
<v Speaker 1>were all funded by largely US private equity or venture

0:24:13.600 --> 0:24:16.920
<v Speaker 1>capital companies. So what happens when that goes away? Does

0:24:16.960 --> 0:24:19.680
<v Speaker 1>it matter at this point? Well, I think it does matter.

0:24:19.760 --> 0:24:21.920
<v Speaker 1>I mean, I think it matters that tech is now

0:24:22.200 --> 0:24:26.120
<v Speaker 1>and the whole industrial areas and now seen as being

0:24:26.160 --> 0:24:28.959
<v Speaker 1>areas of confrontation between the US and China. And you've

0:24:28.960 --> 0:24:32.080
<v Speaker 1>got to remember that in almost every supply chains in

0:24:32.119 --> 0:24:36.000
<v Speaker 1>almost every industry in the world run through China. China

0:24:36.040 --> 0:24:39.120
<v Speaker 1>touches everything. So andy, how does this play out? Because

0:24:39.880 --> 0:24:43.600
<v Speaker 1>it seems like increasingly there are allies of the United

0:24:43.640 --> 0:24:47.280
<v Speaker 1>States that are looking increasingly skeptical at China. And I'm

0:24:47.320 --> 0:24:52.240
<v Speaker 1>and I'm wondering if relations improve or if they continue

0:24:52.280 --> 0:24:56.960
<v Speaker 1>to freeze and China becomes increasingly isolated. Look, you find

0:24:56.960 --> 0:25:01.480
<v Speaker 1>a lot of rhetorical um, you know, the China that

0:25:01.520 --> 0:25:05.160
<v Speaker 1>the United States is building up allies to push back

0:25:05.200 --> 0:25:07.920
<v Speaker 1>against China. But so far it's been rhetorical only, right,

0:25:07.920 --> 0:25:12.120
<v Speaker 1>I mean, you you don't see any uh much appetite

0:25:12.119 --> 0:25:15.320
<v Speaker 1>among US allies for real sanctions I think what you're

0:25:15.359 --> 0:25:18.600
<v Speaker 1>seeing with this Wendy Showman visit is essentially stalemate. The

0:25:18.640 --> 0:25:21.040
<v Speaker 1>idea is you've got to prevent this thing from spinning

0:25:21.040 --> 0:25:24.600
<v Speaker 1>out of control. That's the modest expectation. So I was

0:25:24.640 --> 0:25:26.960
<v Speaker 1>just gonna say, carell, I mean to that point in

0:25:27.000 --> 0:25:29.080
<v Speaker 1>one thing that investors want to see from Tesla today

0:25:29.480 --> 0:25:32.480
<v Speaker 1>is any news about growth in China, sales in China,

0:25:32.680 --> 0:25:34.960
<v Speaker 1>and they're looking for how the company is actually doing

0:25:34.960 --> 0:25:36.560
<v Speaker 1>in China, which I think speaks to the way that

0:25:36.600 --> 0:25:38.800
<v Speaker 1>American companies still continue to think about the company in

0:25:38.880 --> 0:25:42.520
<v Speaker 1>the country. Right now, test Tesler is perceived as being

0:25:42.680 --> 0:25:45.600
<v Speaker 1>useful for China to the extent that it can help

0:25:45.680 --> 0:25:50.600
<v Speaker 1>set up a supply chain, you know, strengthened Chinese battery

0:25:50.640 --> 0:25:54.400
<v Speaker 1>makers and so on. Wait what happens when that mission

0:25:54.720 --> 0:25:58.680
<v Speaker 1>is accomplished and China has developed its own homegrown e

0:25:58.840 --> 0:26:02.800
<v Speaker 1>V stars, Right, You'll then start to see and you're

0:26:02.600 --> 0:26:06.560
<v Speaker 1>you are already actually starting to see political pressure building

0:26:06.600 --> 0:26:09.400
<v Speaker 1>against Tesla. Right. There's been a lot of criticism, right,

0:26:09.480 --> 0:26:11.120
<v Speaker 1>and I mean we've seen that kind of push back

0:26:11.160 --> 0:26:15.320
<v Speaker 1>to full real what would cause right exactly? Um, thank

0:26:15.359 --> 0:26:18.520
<v Speaker 1>you so much, great stuff, great column and so relevant

0:26:18.520 --> 0:26:20.280
<v Speaker 1>because I feel like when it comes to our market story,

0:26:20.320 --> 0:26:23.040
<v Speaker 1>we're hitting on this so many different times. Over the

0:26:23.040 --> 0:26:25.840
<v Speaker 1>next three hours. Andy Brown, He's editorial director at Bloomberg

0:26:25.840 --> 0:26:29.160
<v Speaker 1>New Economy, on the phone from New York City. Any chance, though, Andy,

0:26:29.280 --> 0:26:31.960
<v Speaker 1>ten fifteen seconds, that they're just playing tough and they'll

0:26:31.960 --> 0:26:33.679
<v Speaker 1>figure it out because they need each other, or not

0:26:33.720 --> 0:26:37.000
<v Speaker 1>so much anymore, just quickly, not so much. The key

0:26:37.119 --> 0:26:38.919
<v Speaker 1>is going to be whether or not we get a

0:26:39.040 --> 0:26:43.199
<v Speaker 1>summit meeting between c. Jimping and Joe Biden, potentially in

0:26:43.240 --> 0:26:45.520
<v Speaker 1>October at the G twenty meeting. Let's see if Wendy

0:26:45.560 --> 0:26:47.399
<v Speaker 1>Showman can come back from her meetings in China with

0:26:47.520 --> 0:26:50.359
<v Speaker 1>that in her pocket. Market calendar's everybody, Andy, You're the best,

0:26:50.400 --> 0:26:54.920
<v Speaker 1>Andy Brown. This is the big take, the best of

0:26:55.000 --> 0:26:58.840
<v Speaker 1>Bloomberg's in depth original reporting from around the globe. Well,

0:26:58.840 --> 0:27:02.720
<v Speaker 1>we have to do, as the Economy covers is look

0:27:02.720 --> 0:27:05.200
<v Speaker 1>at the data kind of broken down a bit. It's

0:27:05.200 --> 0:27:07.440
<v Speaker 1>fun to becoming more and more expensively to be looking

0:27:07.480 --> 0:27:11.040
<v Speaker 1>at the shifting billion dollars for their entry. Levels of

0:27:11.119 --> 0:27:13.840
<v Speaker 1>immigration that have tasted a lot of resistance, a lot

0:27:13.840 --> 0:27:16.680
<v Speaker 1>of color behind the scenes, and a great untold story,

0:27:16.880 --> 0:27:19.320
<v Speaker 1>How did Bezos really come out on top? As the

0:27:19.320 --> 0:27:22.439
<v Speaker 1>cover says, Jeff wins he always seems to win the

0:27:22.600 --> 0:27:26.920
<v Speaker 1>bog tick. On Bloomberg Radio, it's today's Big Take, and

0:27:26.960 --> 0:27:30.040
<v Speaker 1>it's by Julie Johnson, aerospace reporter for Bloomberg Knew. She

0:27:30.119 --> 0:27:33.159
<v Speaker 1>joins us now on the phone from Chicago. It is

0:27:33.200 --> 0:27:36.680
<v Speaker 1>a story that focuses on Boeing and the brain rain

0:27:36.840 --> 0:27:39.720
<v Speaker 1>that has been happening at Boeing in recent years. Julie,

0:27:39.720 --> 0:27:41.760
<v Speaker 1>it's really great to have you on the show. I

0:27:41.840 --> 0:27:43.960
<v Speaker 1>encourage everybody to check out this story. It is a

0:27:44.000 --> 0:27:47.000
<v Speaker 1>fantastic one and goes a deep dive into the history

0:27:47.000 --> 0:27:50.200
<v Speaker 1>of the company, especially how it's changed in recent years.

0:27:50.240 --> 0:27:53.280
<v Speaker 1>Just how bad is the brain drain, as one analyst

0:27:53.359 --> 0:27:57.800
<v Speaker 1>you spoke to describes it at Boeing, You know, it's

0:27:58.080 --> 0:28:01.040
<v Speaker 1>it's definitely a worry, and I know this is something

0:28:01.080 --> 0:28:05.239
<v Speaker 1>that people um within Boeing have been talking about and

0:28:05.280 --> 0:28:09.679
<v Speaker 1>worried about as well. The company had to to cut

0:28:09.760 --> 0:28:13.400
<v Speaker 1>deeply last year to survive COVID and the max grounding

0:28:14.000 --> 0:28:18.880
<v Speaker 1>and its rival in Europe air Bus did not and um,

0:28:19.080 --> 0:28:21.439
<v Speaker 1>so we're coming out of the other side of the

0:28:21.480 --> 0:28:25.119
<v Speaker 1>crisis and this is the point where you start to

0:28:25.920 --> 0:28:30.400
<v Speaker 1>to find out did they let too many people, especially

0:28:30.440 --> 0:28:33.720
<v Speaker 1>engineers walk out the door. You know, it's a story

0:28:33.720 --> 0:28:36.560
<v Speaker 1>that I that I read and I have the takeaway

0:28:36.880 --> 0:28:40.600
<v Speaker 1>about share price share by backs, and I think, to myself,

0:28:41.160 --> 0:28:44.719
<v Speaker 1>it seems like a story of a company that is

0:28:45.200 --> 0:28:48.920
<v Speaker 1>really really focused on its share price, perhaps to the

0:28:49.040 --> 0:28:53.080
<v Speaker 1>detriment of long term sustainability and thinking about the big

0:28:53.080 --> 0:28:56.600
<v Speaker 1>picture of what the company was and what it wants

0:28:56.600 --> 0:29:00.560
<v Speaker 1>to be generations from now. You know, out is so

0:29:00.680 --> 0:29:04.240
<v Speaker 1>well put and I think that you know, looking back

0:29:04.280 --> 0:29:08.040
<v Speaker 1>on the last decade, you could definitely make the case

0:29:08.800 --> 0:29:12.640
<v Speaker 1>that just a lot of thought and resources and focus

0:29:12.760 --> 0:29:17.160
<v Speaker 1>went into financial engineering and um, I mean Boeing. Boeing

0:29:17.360 --> 0:29:22.560
<v Speaker 1>continued to build facilities and um and definitely you know,

0:29:22.640 --> 0:29:27.520
<v Speaker 1>had planes in the pipeline, but um along the way

0:29:27.600 --> 0:29:31.400
<v Speaker 1>did this you know, did this company the management team

0:29:31.440 --> 0:29:34.680
<v Speaker 1>that at the time sort of lose you know, lose

0:29:34.800 --> 0:29:38.480
<v Speaker 1>sight of the big dreams, the big bats that had

0:29:38.560 --> 0:29:44.320
<v Speaker 1>made Boeing, you know, just such a pillar of American industrials. Julie,

0:29:44.320 --> 0:29:46.440
<v Speaker 1>That's what I wonder. I mean, there was an era

0:29:46.520 --> 0:29:49.480
<v Speaker 1>where Boeing was the place where so many engineers wanted

0:29:49.520 --> 0:29:51.760
<v Speaker 1>to work right. It was just incredible. And I do

0:29:51.880 --> 0:29:55.479
<v Speaker 1>wonder the financial engineering definitely going on, or you know,

0:29:55.640 --> 0:29:59.240
<v Speaker 1>doing the buybacks and doing the dividends. But what also

0:29:59.320 --> 0:30:01.959
<v Speaker 1>happened in term is of it being a visionary company,

0:30:02.000 --> 0:30:05.400
<v Speaker 1>the company that was figuring out the next great airplane

0:30:05.480 --> 0:30:09.840
<v Speaker 1>or the next great you know, device, or a vehicle

0:30:09.920 --> 0:30:13.000
<v Speaker 1>into space. What happened? Where did that go wrong? With that?

0:30:13.080 --> 0:30:19.520
<v Speaker 1>Senior management? What was it? Well? UM so, yes, to

0:30:19.640 --> 0:30:22.360
<v Speaker 1>some degree, senior management. And we could go back to

0:30:22.480 --> 0:30:26.320
<v Speaker 1>the history of the merger with McDonald Douglas and where

0:30:26.360 --> 0:30:31.400
<v Speaker 1>you had a management team who were really strongly influenced

0:30:31.400 --> 0:30:35.960
<v Speaker 1>by ge and and Jack Jack Welch winding up in

0:30:36.200 --> 0:30:39.120
<v Speaker 1>key positions at Boeing. So that's I mean, it's that's

0:30:39.320 --> 0:30:44.600
<v Speaker 1>part of the history. And UM. As maligned as Dennis

0:30:44.680 --> 0:30:48.520
<v Speaker 1>Muhlenberg is for his handling of the seven thirty seven Max,

0:30:49.360 --> 0:30:52.840
<v Speaker 1>I think he had aspirations. I mean I don't think

0:30:52.880 --> 0:30:57.280
<v Speaker 1>I know, he really well wanted to make this a

0:30:57.400 --> 0:31:02.920
<v Speaker 1>great company. UM he won. You know, he knew the history.

0:31:03.120 --> 0:31:08.680
<v Speaker 1>He had spent his entire career at Boeing and UM

0:31:08.720 --> 0:31:14.360
<v Speaker 1>as an engineer, and you know, I think he um

0:31:14.680 --> 0:31:18.680
<v Speaker 1>was was thinking about space and you know, in sort

0:31:18.680 --> 0:31:22.360
<v Speaker 1>of the next iteration, and that all came crashing down

0:31:22.840 --> 0:31:27.440
<v Speaker 1>um with with the seven Max crashes. And there's just

0:31:27.480 --> 0:31:31.560
<v Speaker 1>been two years of hell for people who've been working

0:31:31.600 --> 0:31:34.640
<v Speaker 1>at Bowing. So where does the company go from here?

0:31:34.680 --> 0:31:37.400
<v Speaker 1>I let out an audible gas when I read that

0:31:37.480 --> 0:31:41.320
<v Speaker 1>the seven Dreamliners nearly twenty years old, because to me,

0:31:41.400 --> 0:31:44.840
<v Speaker 1>that still seems like the new thing at Boeing. And

0:31:44.840 --> 0:31:47.760
<v Speaker 1>you also talked about the sty Starliner spacecraft and the

0:31:47.760 --> 0:31:50.120
<v Speaker 1>way that it competes with with SpaceX. Where does it

0:31:50.160 --> 0:31:54.600
<v Speaker 1>go from here? Julie, Yeah, so, so it's it's at

0:31:54.600 --> 0:31:58.520
<v Speaker 1>an interesting juncture. It's got a new CEO, Dave Calhoun,

0:31:58.720 --> 0:32:04.960
<v Speaker 1>who who also came from GE, but in in private equity. Yea,

0:32:05.160 --> 0:32:09.320
<v Speaker 1>so he he definitely has his creds as a cost cutter.

0:32:09.960 --> 0:32:13.960
<v Speaker 1>But at GE he made a huge gamble on on

0:32:14.080 --> 0:32:18.080
<v Speaker 1>a jet engine technology that went on to become right

0:32:18.120 --> 0:32:21.120
<v Speaker 1>after nine eleven actually and it went on to become

0:32:21.400 --> 0:32:24.960
<v Speaker 1>a huge So so the jury is out, but we'll see.

0:32:25.720 --> 0:32:28.080
<v Speaker 1>Well it's a really deep dive. It's the Bloomberg Big

0:32:28.120 --> 0:32:29.920
<v Speaker 1>Take today and it's a must read and we'll put

0:32:29.920 --> 0:32:33.440
<v Speaker 1>it out on Twitter. Julie Johnson, she's aerospace reporter here

0:32:33.440 --> 0:32:36.880
<v Speaker 1>at Bloomberg News, covering it so well. Joining us on

0:32:36.920 --> 0:32:39.560
<v Speaker 1>the phone from Chicago. All right, you're listening to Bloomberg

0:32:39.600 --> 0:32:44.080
<v Speaker 1>Business Week. Cow Master tim Stenavic, This is Bloomberg. Thanks

0:32:44.120 --> 0:32:48.000
<v Speaker 1>for listening to Bloomberg Business Week. Download the podcast on iTunes, SoundCloud,

0:32:48.080 --> 0:32:50.240
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0:32:50.280 --> 0:32:52.840
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0:32:52.960 --> 0:32:55.760
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