[This talk contains graphic language Viewer discretion is advised] So, this is the first and the last slide each of my 6,400 students over the last 15 years has seen. I do not believe you can build a multibillion-dollar organization unless you are clear on which instinct or organ you are targeting. Our species has a need for a superbeing. Our competitive advantage as a species is our brain. Our brain is robust enough to ask these really difficult questions, but, unfortunately, it doesn't have the processing power to answer them, which creates a need for a superbeing that we can pray to and look to for answers.
[Ovaj govor sadrži slikovit rječnik, preporučuje se diskrecija gledatelja] Dakle, ovo je prvi i zadnji slajd koji je vidio svaki od mojih 6400 studenata u proteklih 15 godina. Ne vjerujem da možete izgraditi više milijardi dolara vrijednu organizaciju, ukoliko niste svjesni koji instinkt ili organ ciljate. Naša vrsta ima potrebu za superbićem. Naša kompetitivna prednost kao vrste je naš mozak. Naš mozak je dovoljno snažan da postavlja ta vrlo teška pitanja, no, nažalost, nema moć obrade da odgovori na njih, što stvara potrebu za superbićem kome se možemo moliti i obratiti za odgovore.
What is prayer? Sending a query into the universe, and hopefully there's some sort of divine intervention -- we don't need to understand what's going on -- from an all-knowing, all-seeing superbeing that gives us authority that this is the right answer. "Will my kid be all right?" You have your planet of stuff, you have your planet of work, you have your planet of friends. If you have kids, you know that once something comes off the rails with your kids, everything melts, in your universe to the Sun that is your kids. "Will my kid be all right?" "Symptoms and treatment of croup" in the Google query box. One in six queries presented to Google have never been asked before in the history of mankind. What priest, teacher, rabbi, scholar, mentor, boss has so much credibility that one in six questions posed to that person have never been asked before?
Što je molitva? Slanje upita univerzumu, nadajući se da postoji nekakva božanska intervencija, ne moramo razumjeti što se dešava od nekakvog sveznajućeg, svevidećeg superbića, koje je autoritet kojem se vjeruje da je to pravi odgovor. "Hoće li moje dijete biti dobro?" Imate svoj svijet stvari, imate svoj svijet rada, imate svoj svijet prijatelja. Ako imate djecu, znate da čim nešto kod vaše djece ne ide prema planu, sve se raspada u vašem svijetu zbog Sunca koje su vaša djeca. "Hoće Ii moje dijete biti u redu?" "Simptomi i liječenje grlobolje", upit na Googleu. Jedan od šest upita postavljenih Googleu nikad prije nisu traženi u povijesti čovječanstva. Koji svećenik, učitelj, rabin, stručnjak, mentor, šef ima toliko kredibiliteta da jedno od šest pitanja postavljenih toj osobi nikad prije nije upitano?
Google is our modern man's God. Imagine your face and your name above everything you've put into that box, and you're going to realize you trust Google more than any entity in your history.
Google je Bog našeg modernog čovjeka. Zamislite svoje lice i ime iznad svega što ste upisali u to polje pretrage i shvatit ćete da vjerujete Googleu više od bilo kojeg entiteta u povijesti.
(Laughter)
(Smijeh)
Let's move further down the torso.
Krenimo dalje niz torzo.
(Laughter)
(Smijeh)
One of the other wonderful things about our species is we not only need to be loved, but we need to love others. Children with poor nutrition but a lot of affection have better outcomes than children with good nutrition and poor affection. However, the best signal that you might make it to be part of the number-one fastest growing demographic in the world -- centenarians, people who live to triple digits -- there are three signals. In reverse order: your genetics -- not as important as you'd like to think, so you can continue to treat your body like shit and think, "Oh, Uncle Joe lived to 95, the die have been cast." It's less important than you think. Number two is lifestyle. Don't smoke, don't be obese, and prescreen -- get rid of about two-thirds of early cancers and cardiovascular disease. The number one indicator or signal that you'll make it to triple digits: How many people do you love? Caretaking is the security camera -- we call the low-resolution security camera in our brain -- deciding whether or not you are adding value. Facebook taps into our instinctive need not only to be loved, but to love others, mostly through pictures that create empathy, catalyze and reinforce our relationships.
Još jedna divna stvar kod naše vrste je što ne samo da želimo biti voljeni, već i imamo potrebu voljeti druge. Djeca koja imaju slabu prehranu, ali mnogo ljubavi imaju bolje rezultate od djece koja se dobro hrane, ali su manje voljena. Međutim, najbolji znak da biste mogli uspjeti biti dio najbrže rastuće demografije na svijetu -- stogodišnjaka, ljudi koji dožive troznamenkastu dob, postoje tri pokazatelja. Obrnutim redom: vaša genetika -- ne toliko važna koliko volite misliti pa i dalje možete zanemarivati svoje tijelo i misliti “Pa ujak Joe je doživio 95., dakle, kocka je bačena." Manje je važno nego što mislite. Broj dva - način života. Ne pušite, ne budite pretili, idite na preglede i riješite se dvije trećine rano otkrivenih tumora te bolesti srca i krvnih žila. Glavni pokazatelj da ćete doživjeti stotu: Koliko ljudi volite? Briga za druge je naša sigurnosna kamera - zovemo je sigurnosnom kamerom niske rezolucije u našem mozgu -- odlučivanje dodajete li nečemu vrijednost. Facebook dopire do naše instinktivne potrebe, ne samo da budemo voljeni, već i da volimo druge, najčešće kroz slike koje stvaraju empatiju, pročišćuju i osnažuju naše veze s drugima.
Let's continue our journey down the torso. Amazon is our consumptive gut. The instinct of more is hardwired into us. The penalty for too little is starvation and malnutrition. Open your cupboards, open your closets, you have 10 to 100x times what you need. Why? Because the penalty for too little is much greater than the penalty for too much. So "more for less" is a business strategy that never goes out of style. It's the strategy of China, it's a the strategy of Walmart, and now it's the strategy of the most successful company in the world, Amazon. You get more for less into your gut; digest, send it to your muscular and skeletal system of consumption.
Nastavimo dalje niz torzo. Amazon je naše potrošačko crijevo. Instinkt za obiljem je ugrađen u nas. Kazna za oskudicu je gladovanje i neishranjenost. Otvorite svoje vitrine i ormare, imate 10 do 100 puta više nego što vam je potrebno. Zašto? Zato jer je kazna za imati premalo mnogo veća, nego za imati previše. Znači, "više za manje" je poslovna strategija koja nikad ne zastarijeva. To je strategija Kine, to je strategija Walmarta, a trenutno je to strategija i najuspješnije kompanije na svijetu, Amazona. Dobivate više za manje u vašu probavu; probavljate i šaljete to vašem mišićnom i koštanom sustavu za potrošnju.
Moving further, once we know we will survive, the basic instinct, we move to the second most powerful instinct, and that is to spread and select the strongest, smartest and fastest seed to the four corners of the earth, or pick the best seed. This is not a timepiece. I haven't wound it in five years. It's my vain attempt to say to people, "If you mate with me, your children are more likely to survive than if you mate with someone wearing a Swatch watch."
Idemo dalje, jednom kada smo svjesni da ćemo preživjeti, naš osnovni instinkt, idemo prema drugom najsnažnijem instinktu, a to je širenje i biranje najsnažnijeg, najpametnijeg i najbržeg sjemena na sve četiri strane svijeta, ili biranje najboljeg sjemena. Ovo nije sat. Nisam ga navio na pet godina. To je moj tašti pokušaj da kažem ljudima: "Ako se spojite sa mnom, vaša djeca imaju više izgleda da prežive, nego ako se spojite s nekim tko nosi Swatch sat."
(Laughter)
(Smijeh)
The key to business is tapping into the irrational organs. "Irrational" is Harvard Business School's and New York Business School's term for fat profit margins and shareholder value. "High-caloric paste for your children." No? You love your choosy mom. Why choosy moms choose Jif: you love your kids more. The greatest algorithm for shareholder creation from World War II to the advent of Google was taking an average product and appealing to people's hearts. You're a better a mom, a better person, a better patriot if you buy this average soap versus this average soap. Now, the number one algorithm for shareholder value isn't technology. Look at the Forbes 400. Take out inherited wealth, take out finance. The number one source of wealth creation: appealing to your reproductive organs. The Lauders; the number one wealthiest man in Europe, LVMH. Numbers two and three: H&M and Inditex. You want to target the most irrational organs for shareholder value.
Za poslovanje je ključno da dotaknete iracionalne organe. "Iracionalno" je pojam na Harvardovoj i Njujorškoj poslovnoj školi za visoke marže prihoda i vrijednosti dionica. Visokokalorični namaz za vašu djecu." Ne? Volite svoju izbirljivu mamu. Zašto izbirljive mame biraju Jif: vi volite svoju djecu više. Najbolji algoritam za dioničare od Drugog svjetskog rata do pojave Googlea, bio je uzimanje prosječnog proizvoda i igranje na ljudske emocije. Bolja ste mama, bolja osoba, veći domoljub ako umjesto ovog prosječnog sapuna kupite ovaj prosječni sapun. Danas glavni algoritam za vrijednost dionica nije tehnologija. Pogledajte Forbesovih 400. Izostavite naslijeđeno bogatstvo, izostavite financije. Glavni izvor stvaranja bogatstva je: obraćanje vašim reproduktivnim organima. Lauders, najimućniji čovjek Europe, LVMH. Drugo i treće mjesto: H&M i Inditex. Želite ciljati najiracionalnije organe za dobrobit dioničara.
As a result, these four companies -- Apple, Amazon, Facebook and Google -- have disarticulated who we are. God, love, consumption, sex. The proportion in your approach to those things is who you are, and they have reassembled who we are in the form of for-profit companies. At the end of the Great Recession, the market capitalization of these companies was equivalent to the GDP of Niger. Now it is equivalent to the GDP of India, having blown past Russia and Canada in '13 and '14. There are only five nations that have a GDP greater than the combined market capitalization of these four firms.
Kao rezultat, ove četiri kompanije, Apple, Amazon, Facebook i Google, raščlanile su ono što jesmo. Bog, ljubav, potrošnja, seks. Udio vašeg pristupa svemu ovome čini vas onime tko ste, a oni su sjedinili ono tko smo u obliku profitnih kompanija. Na kraju Velike recesije, tržišna je vrijednost tih kompanija bila jednaka BDP-u Nigera. Sada je jednaka BDP-u Indije, ostavivši za sobom Rusiju i Kanadu 2013. i 2014. Postoji samo pet država koje imaju BDP veći od ukupne tržišne vrijednosti te četiri kompanije.
Something is happening, though. The conversation just a year ago was, which CEO was more Jesus-like? Who was running for president? Now the worm has turned. Everything they're doing is bothering us. We're worried they're tax avoiders. Walmart, since the Great Recession, has paid 64 billion dollars in corporate income tax; Amazon has paid 1.4. How do we pay our firefighters, our soldiers and our social workers if the most successful companies in the world don't pay their fair share? Pretty easy. That means the less successful companies have to pay more than their fair share. Alexa, is this a good thing? This is despite that fact --
Nešto se ipak događa. Prije samo godinu dana vodio se razgovor koji izvršni direktor više sliči Isusu. Tko će se kandidirati za predsjednika? Sada su se karte okrenule. Sve što rade nama smeta. Mislimo da izbjegavaju poreze. Walmart je od Velike recesije platio 64 milijarde dolara korporativnog poreza na prihod; Amazon je platio 1,4. Kako da plaćamo naše vatrogasce, vojnike i socijalne radnike, ako najuspješnije kompanije na svijetu ne plaćaju svoj dio? Vrlo jednostavno. To znači da manje uspješne tvrtke moraju platiti više nego što bi trebale. Alexa, je li to u redu? Ovo je uprkos činjenici --
(Laughter)
(Smijeh)
This is despite the fact that Amazon has added the entire market capitalization of Walmart to its market cap in the last 19 months.
Ovo je uprkos činjenici da je Amazon dodao ukupnu tržišnu vrijednost Walmarta svojoj tržišnoj vrijednosti u zadnjih 19 mjeseci.
Whose fault is it? It's our fault. We're electing regulators who don't have the backbone to actually go after these companies. Facebook lies to EU regulators and says, "It would be impossible for us to share the data between our core platform and our proposed acquisition of WhatsApp. Approve the merger." They approve the merger and then -- spoiler alert! -- they figure it out. And the EU says, "I feel lied to. We're fining you 120 [million] dollars," about .6 percent of the acquisition price of 19 billion dollars. If Mark Zuckerberg could take out an insurance policy that the acquisition would go through for .6 percent, wouldn't he do it?
Čijom krivnjom? Našom. Biramo regulatore koji nemaju petlje ganjati te kompanije. Facebook laže EU regulatorima i kaže: "Nikako ne bismo mogli dijeliti podatke između naše glavne platforme i WhatsApp-a kao moguće akvizicije. Odobrite pripajanje." Odobrili su pripajanje i onda -- spojler! -- ovi su našli način. A EU je rekla: "Osjećamo da nas lažete. Određujemo vam kaznu od 120 milijuna dolara", oko 0.6 posto cijene pripajanja od 19 milijardi dolara. Da je Mark Zuckerberg mogao izvući policu osiguranja kojom bi pripajanje prošlo za 0.6 posto, ne bi li to učinio?
Anticompetitive behavior. A two-and-a-half-billion-dollar fine, three billion of the cash flow, three percent of the cash on Google's balance sheet. We are telling these companies, "The smart thing to do, the shareholder-driven thing to do, is to lie and to cheat." We are issuing 25-cent parking tickets on a meter that costs 100 dollars an hour. The smart thing to do is lie. Job destruction! Amazon only needs one person for two at Macy's. If they grow their business 20 billion dollars this year, which they will, we will lose 53,000 cashiers and clerks. This is nothing unusual; this has happened all through our economy, we've just never seen companies this good at it. That's one Yankee Stadium of workers. It's even worse in media. If Facebook and Google grow their businesses 22 billion dollars this year, which they will, we're going to lose approximately 150,000 creative directors, planners and copywriters. Or we can fill up two-and-a-half Yankee Stadiums and say, "You are out of work, courtesy of Amazon."
Nekonkurentsko ponašanje. Dvije i pol milijarde dolara kazne, protok novca od tri milijarde, tri posto gotovine u Googleovoj bilanci. Govorimo ovim kompanijama: "Pametna stvar, isplativa stvar za vrijednost dionice je lagati i varati." Dajemo kazne za parking od 25 centi na brojilu koje stoji 100 dolara po satu. Pametno je lagati. Uništavanje radnih mjesta! Amazonu je potrebna jedna osoba za dvije u Macy's-u. Ako im ove godine posao naraste za 20 milijardi, a hoće, izgubit ćemo 53000 blagajnika i službenika. Nije to ništa neobično; to se dešava u cijeloj našoj ekonomiji, ali još nismo vidjeli nekog tako vještog. Ta količina radnika napunila bi Yankee stadion. Još je gore u medijima. Ako Facebook i Google prošire svoj posao za 22 milijarde dolara ove godine, a hoće, izgubit ćemo, otprilike, 150000 kreativnih direktora, planera i copywritera. Ili možemo ispuniti dva i pol Yankee stadiona i reći, "Otpušteni ste ljubaznošću Amazona."
We now get the majority of our news from our social media feeds, and the majority of our news coming off of social media feeds is ... fake news.
Danas većinu vijesti dobivamo kroz društvene medije i većina vijesti koje nam dolaze putem društvenih medija su... lažne vijesti.
(Laughter)
(Smijeh)
I am not allowed to be political or use curse words, or talk about religion in class, so I can definitely not say, "Zuckerberg has become Putin's bitch." I definitely cannot say that.
Nije mi dozvoljeno da budem političan ili koristim psovke, ili govorim o religiji na predavanju pa definitivno ne mogu reći, "Zuckerberg je postao Putinov potrčko." Definitivno ne mogu to reći.
(Laughter)
(Smijeh)
Their defense: "Facebook is not a media company; it's a technology company." You create original content, you pay sports leagues to give you original content, you run advertising against it -- boom! -- you're a media company. Just in the last few days, Sheryl Sandberg has repeated this lie, that "We are not a media company." Facebook has openly embraced the margins of celebrity and the influence of a media company yet seems to be allergic to the responsibilities of a media company. Imagine McDonald's. We find 80 percent of their beef is fake, and it's giving us encephalitis, and we're making terrible decisions. And we say, "McDonald's, we're pissed off!" And they say, "Wait, wait -- we're not a fast-food restaurant, we're a fast-food platform."
Njihova obrana: "Facebook nije medijska kompanija; radi se o tehnološkoj kompaniji." Stvarate originalni sadržaj, plaćate sportskim ligama da vam šalju originalni sadržaj, vodite oglašavanje protiv toga -- vi jeste medijska kompanija. Samo u zadnjih nekoliko dana, Sheryl Sandberg je ponovila ovu laž: "Mi nismo medijska kompanija." Facebook je otvoreno prihvatio zarade poput poznatih ličnosti i utjecajnost poput medijske kompanije ali izgleda da su i dalje alergični na odgovornosti koju ima medijska kompanija. Zamislite McDonald's. Otkrijemo da je 80 posto njihove govedine lažno, da nam uzrokuje encefalitis i da donosimo grozne odluke. I kažemo, "McDonald's, užasno smo ljuti!" A oni kažu: "Čekajte, čekajte -- mi nismo restoran brze hrane, mi smo platforma brze hrane."
(Laughter)
(Smijeh)
These companies and CEOs wrap themselves in a neon-blue pink rainbow and blue blanket to create an illusionist trick from their behavior each day, which is more indicative of the spawn of Darth Vader and Ayn Rand. Why? Because we as progressives are seen as nice but weak. If Sheryl Sandberg had written a book on gun rights or on the pro-life movement, would they be flying Sheryl to Cannes? No. And I'm not doubting their progressive values, but it foots to shareholder value, because we as progressives are seen as weak. They're so nice -- remember Microsoft? They didn't seem as nice, and regulators stepped in much earlier than the regulators now, who would never step in on those nice, nice people.
Ove se kompanije i izvršni direktori omataju u neonsko plavu, ružičastu dugu i plavi plašt kako bi svakodnevno stvarali iluzionistički trik svojim ponašanjem, što više priliči potomku Dartha Vadera and Ayn Rand. Zašto? Zato što nas progresivce vide kao ljubazne, ali slabe. Da je Sheryl Sandberg napisala knjigu o pravu na oružje, ili o pro-life pokretu, bi li Sheryl bila pozvana u Cannes? Ne. I ne sumnjam u njihove progresivne vrijednosti ali to ide u smjeru vrijednosti za dioničare, jer nas kao progresivce vide kao slabiće. Tako su fini -- sjećate se Microsofta? Nisu se činili finima i regulatori su se znatno ranije umiješali nego današnji regulatori, koji nikada ne bi nagazili na te fine, pristojne ljude.
I'm about to get on a plane tonight, and I'm going to have a guy named Roy from TSA molest me. If I am suspected of a DUI on the way home, I can have blood taken from my person. But wait! Don't tap into the iPhone -- it's sacred. This is our new cross. It shouldn't be the iPhone X, it should be called the "iPhone Cross." We have our religion; it's Apple. Our Jesus Christ is Steve Jobs, and we've decided this is holier than our person, our house or our computer. We have become totally out of control with the gross idolatry of innovation and of youth. We no longer worship at the altar of character, of kindness, but of innovation and people who create shareholder value.
Večeras ću se ukrcati na avion i maltretirat će me lik iz osiguranja po imenu Roy. Ako posumnjaju da na putu prema kući vozim pod utjecajem alkohola, mogu mi uzeti krv. Ali čekajte! Ne dirajte mi iPhone -- on je svetinja. To je naše novo božanstvo. Ne bi se trebao zvati "iPhone X", već "iPhone Cross." Imamo svoju religiju; to je Apple. Naš Isus Krist je Steve Jobs i odlučili smo da je to svetije od nas samih, naše kuće, ili našeg računala. Posve smo izmakli kontroli tim slijepim štovanjem inovacija i mladosti. Više ne cijenimo karakter, ilil ljubaznost, već inovaciju i ljude koji stvaraju vrijednost za svoje dioničare.
Amazon has become so powerful in the marketplace, it can conduct Jedi mind tricks. It can begin damaging other industries just by looking at them. Nike announces they're distributing on Amazon, their stock goes up, every other footwear stock goes down. When Amazon stock goes up, the rest of retail stocks go down, because they assume what's good for Amazon is bad for everybody else. They cut the cost on salmon 33 percent when they acquired Whole Foods. In between the time they announced the acquisition of Whole Foods and when it closed, Kroger, the largest pure-play grocer in America, shed a third of its value, because Amazon purchased a grocer one-eleventh the size of Kroger.
Amazon je postao toliko moćan na tržištu, izvodi umne trikove poput Jedija. Može štetiti ostalim industrijama samo posmatrajući ih. Nike najavi distribuciju preko Amazona, vrijednost dionice im naraste, a vrijednost ostalih u branši padne. Kada dionice Amazona skaču, dionice ostalih u maloprodaji padaju, jer pretpostavljaju da ono što je dobro za Amazon, loše je za sve ostale. Snizili su cijenu lososa za 33 posto nakon što su pripojili Whole Foods. Od vremena kada su najavili pripajanje Whole Foods-a pa do samog završetka, Kroger, najveći prehrambeni online lanac u Americi, izgubio je trećinu vrijednosti jer je Amazon kupio prehrambeni lanac veličine jedne jedanaestine Krogera.
I got very lucky. I predicted the acquisition of Whole Foods by Amazon the week before it happened. This is me boasting; I said this publicly in the media. This was the largest acquisition in their history, they'd never made an acquisition over a billion, and people asked, "How did you know this?" So I'm letting this very impressive audience in on the secret. How did I know this? I'm going to tell you how I knew. I bark at Alexa all day long and try to figure out what's going on.
Imao sam dosta sreće. Predvidio sam da će Amazon preuzeti Whole Foods tjedan prije akvizicije. Ovdje se ja hvalim, rekao sam ovo javno u medijima. To im je bila najveća akvizicija u povijesti, nikada prije preko jedne milijarde i ljudi su pitali, "Kako si znao?" Stoga ću odati tajnu ovoj vrlo impresivnoj publici. Kako sam znao za to? Reći ću vam. Dovikujem se s Alexom po cijeli dan, pokušavajući doznati što se događa.
(Scott Galloway) Alexa, buy whole milk.
(Scott Galloway) Alexa, kupi punomasno mlijeko.
(Alexa) I couldn't find anything for whole milk, so I've added whole milk to your shopping list.
(Alexa) Nisam mogla naći punomasno mlijeko pa sam ga dodala na tvoj popis za kupnju.
SG: Then I asked,
SG: Onda sam pitao,
(SG) Alexa, buy organic foods.
(SG) Alexa, kupi organsku hranu.
(Alexa) The top search result for organic food is Plum Organics baby food, banana and pumpkin, 12-pack of four ounces each. It's 15 dollars total. Would you like to buy it?
(Alexa) U vrhu rezultata pretrage je hrana za bebe Plum Organics, banana i bundeva, pakiranje od 12 komada, svaka 113 g. Ukupno 15 dolara. Želiš li to kupiti?
SG: And then, as often happens at my age, I got confused.
SG: I tada, kako to često bude u mojim godinama, ostao sam zbunjen.
(SG) Alexa, buy whole foods.
(SG) Alexa, kupuj cjelovite namirnice (whole foods)
(Alexa) I have purchased the outstanding stock of Whole Foods Incorporated at 42 dollars per share. I have charged 13.7 billion to your American Express card.
(Alexa) Kupila sam izvrsnu dionicu Whole Foods Incorporated za 42 dolara po dionici. Platila sam 13,7 milijardi tvojom American Express karticom.
(Laughter)
(Smijeh)
SG: I thought that'd be funnier.
SG: Mislio sam da će biti smješnije.
(Laughter)
(Smijeh)
We've personified these companies, and just as when you're really angry over every little thing someone does in your life and relationships, you've got to ask yourself, "What's going on here? Why are we so disappointed in technology?" I believe it's because the ratio of one-percent pursuit of shareholder value and 99 percent the betterment of humanity that technology used to play has been flipped, and now we're totally focused on shareholder value instead of humanity.
Personificirali smo ove kompanije i baš kao kad ste krajnje ljuti na svaku sitnicu koju netko čini u vašem životu i odnosima, morate se zapitati, "Što se ovdje događa? Zašto smo toliko razočarani u tehnologiju?" Vjerujem da je to zbog omjera, u kojem je jedan posto vrijednost za dioničare a 99 posto za unapređenje čovečanstva, što je tehnologija nekad bila, to sada promijenjeno, sada smo posve fokusirani na vrijednost dionice umjesto na čovječanstvo.
One hundred thousand people came together for the Manhattan Project and literally saved the world. Technology saved the world. My mother was a four-year-old Jew living in London at the outset of the war. If we had not won the footrace towards splitting the atom, would she have survived? It's unlikely. Twenty-five years later, the most impressive accomplishment, arguably, ever in all of humankind: put a man on the moon. Four hundred thirty thousand Canadians, British and Americans came together, again, with very basic technology, and put a man on the moon.
Sto tisuća ljudi se okupilo za Manhattan Project i doslovno spasilo svijet. Tehnologija je spasila svijet. Moja majka je bila četvorogodišnja Židovka koja je početkom rata živjela u Londonu. Da nismo pobijedili u utrci razbijanja atoma, bi li ona preživjela? Vjerojatno ne bi. Dvadeset pet godina kasnije, najimpresivnije dostignuće, nedvojbeno, ikada u čitavom čovječanstvu: čovjek na Mjesecu. Skupilo se četiri stotine trideset tisuća Kanađana, Britanaca i Amerikanaca, ponovo, uz krajnje skromnu tehnologiju i poslali su čovjeka na Mjesec.
Now we have the 700,000 best and brightest, and these are the best and brightest from the four corners of the earth. They are literally playing with lasers relative to slingshots, relative to the squirt gun. They have the GDP of India to work at. And after studying these companies for 10 years, I know what their mission is. Is it to organize the world's information? Is it to connect us? Is it to create greater comity of man? It isn't. I know why we have brought together -- I know that the greatest collection of IQ capital and creativity, that their sole mission is: to sell another fucking Nissan.
Danas imamo 700000 najboljih i najbistrijih sa sve četiri strane svijeta. Doslovno se igraju laserima sličnim praćki, sličnim vodenom pištolju. Imaju sredstva veličine BDP-a Indije. I nakon što sam proučavao ove kompanije 10 godina, znam što je njihova misija. Je li to organiziranje informacija na svjetskoj razini? Je li to povezivanje svih nas? Je li to stvaranje nekog značajnijeg udruženja? Nije. Znam zašto smo se okupili -- znam da ova najveća okupljena grupa intelektualnog i kreativnog kapitala, da je njihova jedina misija: prodati još jedan jebeni Nissan.
My name is Scott Galloway, I teach at NYU, and I appreciate your time.
Ja sam Scott Galloway, predajem na NYU i zahvaljujem na vašem vremenu.
(Applause)
(Pljesak)
Chris Anderson: Not planned, but you prompted some questions in me, Scott.
Chris Anderson: Nije planirano, ali potaknuo si me na neka pitanja, Scott.
(Laughter)
(Smijeh)
That was a spectacular rant.
Ovo je bilo spektakularno.
SG: Is this like Letterman? When you do well, he calls you onto the couch?
SG: Je li ovo kao Letterman? Kad ste dobri, pozove vas na kauč?
CA: No, no, you're going to the heart of the conversation right now. Everyone's aware that after years of worshipping Silicon Valley, suddenly the worm has turned and in such a big way. To some people here, it will just feel like you're piling on, you're kicking the kids who've already been kicked to pieces anyway. Don't you feel any empathy for them at all?
CA: Ne, pogađaš bit trenutne rasprave. Svi su svjesni da nakon godina obožavanja Silicijske doline, iznenada su se stvari preokrenule, i to drastično. Neki će ovdje imati dojam kako samo još sve pojačavaš, kako šutiraš klince koji su već i ovako oboreni. Zar nemaš nimalo suosjećanja za njih?
SG: None whatsoever. Look, this is the issue: it's not their fault, it's our fault. They're for-profit companies. They're not concerned with the condition of our souls. They're not going to take care of us when we get older. We have set up a society that values shareholder value over everything, and they're doing what they're supposed to be doing. But we need to elect people, and we need to force ourselves to force them to be subject to the same scrutiny that the rest of business endures, full stop.
SG: Niti malo. Evo o čemu se radi: nije njihova krivica, naša je. To su profitne kompanije. One ne mare za stanje naših duša. Neće se brinuti za nas kada ostarimo. Izgradili smo društvo koje iznad svega cijeni dobit za dioničare, a oni rade ono što i trebaju raditi. Ali mi moramo izabrati ljude i moramo natjerati sebe da ih prisilimo da postanu predmet istog nadzora kao i svi ostali u poslovnom svijetu, točka.
CA: There's another narrative that is arguably equally consistent with the facts, which is that there actually is good intent in much of the leadership -- I won't say everyone, necessarily -- many of the employees. We all know people who work in those companies, and they still are pretty convincing that their mission is to -- so, the alternative narrative is that there have been unintended consequences here, that the technologies that we're unleashing, the algorithms, that we're attempting to personalize the internet, for example, have A, resulted in weird effects like filter bubbles that we weren't expecting; and B, made themselves vulnerable to weird things like -- oh, I don't know, Russian hackers creating accounts and doing things that we didn't expect. Isn't the unintended consequence a possibility here?
CA: Ima i druga priča koja je vjerojatno jednako u skladu s činjenicama, a to je da zapravo postoji dobra namjera kod većine tih vodećih ljudi, neću reći nužno kod svih -- ali kod mnogih zaposlenih. Svi znamo ljude koji rade u ovim kompanijama i koji su i dalje prilično uvjereni da je njihova misija -- dakle, alternativna priča je da je ovdje došlo do nenamjernih posljedica, da tehnologiju doslovno puštamo s lanca, algoritmi, naš pokušaj personaliziranja interneta, na primjer, pod A, rezultirali su čudnim efektima, poput filterskih balona koje nismo očekivali, i pod B, postali su slaba točka za stvari poput -- ne znam, ruskih hakera koji otvaraju profile i čine nešto što nismo očekivali. Nije li možda ovo samo nenamjerna posljedica?
SG: I don't think -- I'm pretty sure, statistically, they're no less or better people than any other organization that has 100,000 or more people. I don't think they're bad people. As a matter of fact, I would argue that there's a lot of very civic-minded, decent leadership. But this is the issue: when you control 90 percent points of share in a market, search, that is now bigger than the entire advertising market of any nation, and you're primarily compensated and trying to develop economic security for you and the families of your employees, to increase that market share, you can't help but leverage all the power at your disposal. And that is the basis for regulation, and it's the basis for the truism throughout history that power corrupts. They're not bad people; we've just let them get out of control.
SG: Ne mislim, prilično sam siguran, statistički, oni nisu gori ili bolji ljudi od drugih organizacija koje imaju 100000 ili više ljudi. Ne mislim da su loši ljudi. Zapravo, rekao bih, ima tu vrlo građanski orijentiranih, pristojnih vodećih ljudi. No, u ovome je problem: kada kontrolirate 90 posto udjela na tržištu, što je sada veće od sveukupnog tržišta oglašavanja bilo koje države, a vi prije svega nastojite razviti ekonomsku sigurnost za sebe i obitelji vaših zaposlenih, kako biste povećali tržišni udio, ne možete a da ne koristite svu moć koja vam je na raspolaganju. A to je osnova za regulaciju, na tome se zasniva stara poznata izreka, da moć kvari. Nisu oni loši ljudi, samo smo im mi dopustili da se otmu kontroli.
CA: So maybe the case is slightly overstated? I know at least a bit -- Larry Page, for example, Jeff Bezos -- I don't actually believe they wake up thinking, "I've got to sell a fucking Nissan." I don't think they think that. I think they are trying to build something cool, and are probably, in moments of reflection, as horrified that some of the things that have happened as we might be. So is there a different way of framing this, to say that when your model is advertising, that there are dangers there that you have to take on more explicitly?
CA: Dakle, možda je slučaj blago prenaglašen? Znam barem malo -- Larry Page, na primjer, Jeff Bezos -- ne mislim da se oni probude misleći, "Moram prodati jebeni Nissan." Ne mislim da tako razmišljaju. Mislim da pokušavaju stvoriti odličnu stvar i vjerojatno su, u trenucima razmišljanja, jednako užasnuti nekim stvarima koje su se desile, kao što bismo i mi bili. Dakle, postoji li drugačiji način da se ovo formulira, reći da kada oglašavate svoj model, da tu postoje opasnosti koje morate eksplicitnije shvatiti?
SG: I think it's very difficult to set an organization up as we do, to pursue shareholder value above all else. They're not non-profits. The reason people go to work there is they want to create economic security for them and their families, mostly first and foremost. And when you get to a point where you control so much economic power, you use all the weapons at your disposal. I don't think they're bad people, but I think the role of government and the role of us as consumers and people who elect our officials is to ensure that there are some checks here. And we have given them the mother of all hall passes because we find them just so fascinating.
SG: Mislim da je veoma teško izgraditi organizaciju kao što mi radimo, kako bi dobit dioničara bila iznad svega. Oni nisu neprofitne organizacije. Ljudi tamo idu raditi jer žele stvoriti ekonomsku sigurnost za sebe i svoje obitelji, prije i nakon svega. A kada dođete do točke gdje kontrolirate toliku ekonomsku moć, tada koristite svo raspoloživo oružje. Ne mislim da su oni loši ljudi, ali mislim da je uloga vlasti te nas kao potrošača i ljudi koji biraju svoje predstavnike, pobrinuti se da se to provjerava. A mi smo ih pustili da krše sva moguća pravila, jer su nam toliko fascinantni.
CA: Scott, eloquently put, spectacularly put. Mark Zuckerberg, Jeff Bezos, Larry Page, Tim Cook, if you're watching, you're welcome to come and make the counterargument as well. Scott, thank you so much.
CA: Scott, rječito iskazano, spektakularno iskazano. Mark Zuckerberg, Jeff Bezos, Larry Page, Tim Cook, ako ovo gledate, također ste dobrodošli ovdje da iznesete protuargumente. Scott, velika hvala.
SG: Thanks very much.
SG: Hvala.
(Applause)
(Pljesak)