[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 jezik, savetuje se diskrecija gledalaca] Dakle, ovo je prvi i poslednji slajd koji je video svaki od mojih 6.400 studenata u proteklih 15 godina. Ne verujem da možete da sagradite višemilijardsku organizaciju ukoliko niste svesni na koji instinkt ili organ da ciljate. Naša vrsta ima potrebu za nadbićem. Naša konkurentna prednost kao vrste je naš mozak. Naš mozak je dovoljno snažan da postavlja ova zaista teška pitanja, ali, nažalost, nema dovoljnu moć obrade da odgovori na njih, što stvara potrebu za superbićem kome možemo da se molimo i obraćamo 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?
Šta je molitva? Slanje upita univerzumu, i nadamo se da postoji nekakva božanska intervencija - ne moramo da razumemo šta se dešava - od nekakvog sveznajućeg, svevidećeg superbića koje nam daje autoritet da je dati odgovor pravi. "Da li će mi detetu biti dobro?" Imate svoj svet stvari, imate svoj svet rada, imate svoj svet prijatelja. Ako imate decu, znate da čim nešto ne ispadne kako treba kod vaše dece, sve se rastače u vašem univerzumu zbog Sunca koje su vaša deca. "Da li će moje dete da budu dobro?" "Simptomi i lečenje gušobolje" upit u Guglovom pretraživaču. Jedan od šest upita postavljenih Guglu nikad pre nije tražen u istoriji čovečanstva. Koji pop, učitelj, rabin, akademik, mentor, šef ima toliko kredibiliteta da jedno od šest pitanja postavljenih toj osobi nikad pre 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.
Gugl je naš savremni čovekov Bog. Zamislite svoje lice i ime iznad svega što stavljate u to polje, i shvatićete da verujete Guglu više nego bilo kom entitetu u vašoj istoriji.
(Laughter)
(Smeh)
Let's move further down the torso.
Pomerimo se niže niz torzo.
(Laughter)
(Smeh)
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 nam je potrebna ljubav već imamo potrebu da volimo druge. Deca koja se loše hrane, ali imaju mnogo ljubavi imaju bolje izglede od dece koja se dobro hrane, ali ih malo vole. Međutim, najbolji znak da ćete uspeti da budete deo najbrže rastuće demografije u svetu - stogodišnjaka, ljudi koji dožive do tri cifre - postoje tri znaka. Obrnutim redosledom: vaša genetika - ne toliko važna, koliko volite da mislite, pa možete i dalje da se rđavo odnosite prema telu i mislite: "Ah, ujka Džo je doživeo 95, kocka je bačena." Manje je važno nego što mislite. Broj dva je način života. Ne pušite, ne budite gojazni i idite na preglede - rešite se dve trećine ranih karcinoma i kardiovaskularnih bolesti. Glavni indikator ili znak da ćete doživeti stotu: koliko ljudi volite? Briga je naša bezbednosna kamera - nazivamo je bezbednosnom kamerom male rezolucije u našem mozgu - odlučivanje da li dodajete vrednost. Fejsbuk dotiče našu instinktivnu potrebu ne samo da budemo voljeni, vać i da volimo druge, uglavnom kroz slike koje stvaraju empatiju, katališu i ojačavaju naše odnose.
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 putovanje niz torzo. Amazon je naše potrošačko crevo. Instinkt za obiljem je ugrađen u nas. Kazna za veliku oskudicu je izgladnjivanje i neuhranjenost. Otvorite kredence, otvorite ormare, imate 10 do 100 puta više nego što vam je potrebno. Zašto? Jer je kazna za premalo mnogo veća nego kazna za previše. Dakle, "više za manje" je poslovna strategija koja ne zastareva. To je strategija Kine, to je strategija Volmarta, a trenutno je to strategija najuspešnije firme na svetu, Amazona. Dobijate više za manje u vaš stomak; varite i šaljete to vašem mišićnom i skeletnom sistemu konzumacije.
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, čim smo svesni da ćemo preživeti, osnovni instinkt, pomeramo se ka drugom najsnažnijem instinktu, a to je širenje i biranje najsnažnijeg, najpametnijeg i najbržeg semena na sve četiri strane sveta ili biranje najboljeg semena. Ne radi se o časovniku. Nisam ga navio za pet godina. To je moj tašti pokušaj da saopštim ljudima: "Ako se parite sa mnom, vaša deca imaju više izgleda da prežive nego ako se parite s nekim ko nosi sat Svoč."
(Laughter)
(Smeh)
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 termin u Harvardovoj i Njujorškoj poslovnoj školi za masne marže prihodovanja i akcionarske vrednosti. "Visokokalorična pasta za vašu decu." Ne? Volite svoju izbirljivu majku. Zašto izbirljive majke biraju Džif: više volite svoju decu. Najbolji algoritam stvoren od strane akcionara, od II svetskog rata do pojave Gugla, je bio uzimanje prosečnog proizvoda i obraćanje ljudskim srcima. Vi ste bolja majka, bolja osoba, bolji patriota, ako kupite ovaj prosečni sapun naspram ovog prosečnog sapuna. Sad, algoritam broj jedan za akcionarsku vrednost nije tehnologija. Pogledajte Forbsovih 400. Oduzmite nasleđeno bogatstvo, oduzmite finansije. Izvor stvaranja bogatstva broj jedan je: obraćanje vašim reproduktivnim organima. Lauders; najimućniji čovek u Evropi, LVMH. Na mestu broj dva i tri: H&M i Inditeks. Želite da ciljate najiracionalnije organe radi akcionarske vrednosti.
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 posledica toga, ove četiri firme - Epl, Amazon, Fejsbuk i Gugl - su raščlanili to što smo. Bog, ljubav, potrošnja, seks. Proporcija u vašem pristupu svemu ovome vas čini onim što jeste, a oni su nanovo sklopili to ko smo u obliku profitnih firmi. Na kraju Velike recesije, tržišna kapitalizacija ovih firmi je bila ravna BDP-u Nigerije. Sada je ravna BDP-u Indije, ostavivši za sobom Rusiju i Kanadu u '13. i '14. Postoji samo pet nacija koje imaju BDP veći od zajedničke tržišne kapitalizacije ove četiri firme.
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 dešava. Pre samo godinu dana vodio se razgovor koji izvršni direktor više liči na Isusa. Ko će da se kandiduje za predsednika? Sada su se stvari preokrenule. Sve što rade nama smeta. Brinemo se da izbegavaju poreze. Volmart je od Velike recesije platio 64 milijarde dolara u korporativnom porezu na dohodak; Amazon je platio 1,4. Kako da plaćamo vatrogasce, naše vojnike i naše socijalne radnike, ako najuspešnije firme na svetu ne plaćaju svoj deo? Prilično lako. To znači da manje uspešne firme moraju da plate više nego što ih sleduje. Aleksa, da li je ovo dobro? Ovo je uprkos činjenici -
(Laughter)
(Smeh)
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 čitavu tržišnu kapitalizaciju Volmarta svojoj tržišnoj kapitalizaciji u poslednjih 19 meseci.
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?
Čija je to krivica? Kirivica je naša. Biramo regulatore koji nemaju petlju da se zapravo ustreme na ove firme. Fejsbuk laže EU regulatorima i kaže: "Nemoguće nam je da delimo podatke između naše glavne platforme i predloženog pripajanja Votsapa. Odobrite pripajanje." Odobrili su pripajanje i onda - spojler upozorenje! - ovi su ih provalili. Pa je EU rekla: "Osećamo da nas lažete. Kaznićemo vas sa 120 milijardi dolara", oko 0.6 procenata stečene cene od 19 milijardi dolara. Da je Mark Zakerberg mogao da izvadi polisu osiguranja da će pripajanje proći za 0.6 procenata, zar to ne bi uradio?
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."
Nekonkurentno ponašanje. Dve i po milijarde dolara kazne, tri milijarde protoka novca, tri procenta novca na Guglovom završnom računu. Govorimo ovim firmama: "Pametna stvar, akcionarski isplativa stvar je da lažete i varate." Dajemo kazne od 25 centi za parking na brojilu koje košta 100 dolara na sat. Pametno je lagati. Uništavanje poslova! Amazonu je potrebna jedna osoba za dve u Macy's. Ako im posao poraste za 20 milijardi ove godine, a hoće, izgubićemo 53.000 kasira i službenika. Nije to ništa neobično; ovo se stalno dešava u ekonomiji, ali prvi put vidimo firme kojima ovako dobro ide. To je jedan Jenkijev stadion radnika. Još je gore u medijima. Ako Fejsbuk i Gugl prošire svoj posao za 22 milijarde dolara ove godine, a hoće, izgubićemo otprilike 150.000 kreativnih direktora, planera i kopirajtera. Ili možemo da ispunimo dva i po Jenkijeva stadiona i kažemo: "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.
Sada dobijamo većinu vesti iz objava na društvenim medijima, a većina naših vesti koje stižu sa društvenih medija su... lažne vesti.
(Laughter)
(Smeh)
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 da govorim o religiji na času, pa definitivno ne mogu da kažem: "Zakerberg je postao Putinov potrčko." Definitivno ne mogu to da kažem.
(Laughter)
(Smeh)
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 odbrana: "Fejsbuk nije medijska firma; radi se o tehnološkoj firmi." Stvarate originalni sadržaj, plaćate sportskim ligama da vam dostavljaju originalni sadržaj, ubacujete reklame na to - bum! - vi jeste medijska firma. Samo u poslednjih nekoliko dana, Šeril Sendberg je ponovila ovu laž da: "Mi nismo medijska firma." Fejsbuk je otvoreno prigrlio marže poznate ličnosti i uticaj medijske firme, a ipak se čini alergičnim na odgovornosti medijske firme. Zamislite Mekdonalds. Otkrijemo da je 80 procenata njihove govedine lažno i da nam uzrokuje encefalitis, i da donosimo grozne odluke. I kažemo: "Mekdonaldse, besni smo!" A oni kažu: "Čekajte, čekajte - mi nismo restoran brze hrane, mi smo platforma brze hrane."
(Laughter)
(Smeh)
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 firme i izvršni direktori se ušuškavaju u neonskoplavu rozu dugu i plavo ćebe kako bi svakodnevno svojim ponašanjem izvodili trik iluzioniste, a ono je priličnije potomku Darta Vejdera i Ejn Rand. Zašto? Jer nas progresivce vide kao fine, ali slabe. Da je Šeril Sandberg napisala knjigu o pravu na oružje ili za pokret protiv abortusa, da li bi Šeril pozivali u Kan? Ne. I ne sumnjam ja u njihove progresivne vrednosti, ali doprinosi akcionarskoj vrednosti jer nas progresivce gledaju kao slabiće. Tako su fini - sećate se Majkrosofta? Nisu se činili finim, te su regulatori znatno ranije ušetali nego današnji regulatori, koji nikad ne bi nagazili na te fine, fine 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 da se ukrcam na avion i maltretiraće me lik iz obezbeđenja po imenu Roj. Ako posumnjaju da sam vozio pijan na putu do kuće, mogu da mi uzmu krv. Ali čekajte! Ne dirajte mi Ajfon - on je svetinja. Ovo je naš novi krst. Ne bi trebalo da se zove Ajfon iks, trebalo bi da se zove "Ajfon krst." Imamo religiju; zove se Epl. Naš Isus Hrist je Stiv Džobs, i odlučili smo da je ovo svetije od nas lično, od naše kuće ili našeg kompjutera. Potpuno smo van kontrole zbog odvratne idolatrije inovacije i mladosti. Više se ne molimo na oltaru karaktera, dobrote, već inovacije i ljudi koji stvaraju akcionarsku vrednost.
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 tako moćan na tržištu da može izvoditi džedajske umne trikove. Može početi da oštećuje druge industrije samo gledajući u njih. Najki najavi plasiranje robe preko Amazona, njihove deonice skaču, deonice ostalih proizvođača obuće padaju. Kada deonice Amazona skaču, ostalim preprodavcima padaju jer se pretpostavlja da ono što je dobro za Amazon, loše je za ostale. Snizili su cenu lososa za 33 procenta nakon što su pripojili Whole Foods. Između vremena kada su najavili pripajanje Whole Foods-a i kada je završeno, Kroger, najveći bakalin u Americi je izgubio trećinu vrednosti jer je Amazon otkupio bakalina koji je jedna jedanaestina 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.
Posrećilo mi se. Predvideo sam pripajanje Whole Foods-a od strane Amazona nedelju ranije. Ovo se ja hvališem; Saopštio sam ovo javno u medijima. Ovo je bilo najveće pripajanje u njihovoj istoriji, nikada nisu imali pripajanje od preko milijardu, pa su se ljudi pitali: "Kako si to znao?" Pa ću ovoj veoma impresivnoj publici da odam tajnu. Kako sam znao za ovo? Reći ću vam kako sam znao. Dovikujem se s Aleksom po čitavi dan i pokušavam da provalim šta se dešava.
(Scott Galloway) Alexa, buy whole milk.
(Skot Galovej) Aleksa, kupi punomasno mleko.
(Alexa) I couldn't find anything for whole milk, so I've added whole milk to your shopping list.
(Aleksa) Nisam mogla da nađem punomasno mleko, pa sam dodala punomasno mleko na tvoj spisak za kupovinu.
SG: Then I asked,
SG: Potom sam upitao,
(SG) Alexa, buy organic foods.
(SG) Aleksa, 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?
(Aleksa) Najpretraživaniji rezultat za organsku hranu je hrana za bebe Plum Organics, banana i bundeva, 12 pakovanja, svako po 113 grama. Ukupno je 15 dolara. Da li želiš to da kupiš?
SG: And then, as often happens at my age, I got confused.
SG: I onda, kao što biva u mojim godinama, zbunio sam se.
(SG) Alexa, buy whole foods.
(SG) Aleksa, kupi gotovu hranu (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.
(Aleksa) Kupila sam izvanredne deonice Whole Foods Incorporated-a 42 dolara po deonici. Naplatila sam 13,7 milijardi na tvoju Amerikan ekspres karticu.
(Laughter)
(Smeh)
SG: I thought that'd be funnier.
SG: Mislio sam da će da bude smešnije.
(Laughter)
(Smeh)
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.
Personifikovali smo ove firme, i baš kao kad ste krajnje ljuti na svaku sitnicu koju neko radi u vašem životu i odnosima, morate da se zapitate: "Šta se ovde dešava? Zašto smo toliko razočarani u tehnologiju?" Verujem da je tako zbog odnosa gde jedan procenat juri akcionarsku vrednost, a 99 procenata unapređenje čovečanstva koju je tehnologija nekad imala, sad je preokrenut, i sad smo potpuno usredsređeni na akcionarsku vrednost, a ne na čovečanstvo.
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 hiljada ljudi se okupilo oko Projekta Menhetn i bukvalno su spasili svet. Tehnologija je spasila svet. Majka mi je bila četvorogodišnja Jevrejka koja je početkom rata živela u Londonu. Da nismo dobili u trci cepanja atoma, da li bi preživela? Nije izvesno. Dvadeset pet godina kasnije, najimpresivnije dostignuće, verovatno, ikada u čitavom čovečanstvu: odvesti čoveka na mesec. Sastalo se četiri stotine trideset Kanađana, Britanaca i Amerikanca, opet, sa krajnje prostom tehnologijom i odveli su čoveka na mesec.
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.
Sad imamo 700.000 najboljih i najbistrijih, a to su nabolji i najbistriji sa svih krajeva planete. Bukvalno se igraju laserima veličine praćki, veličine vodenog pištolja. Imaju BDP Indije da s njim rade. A nakon 10 godina izučavanja ovih firm, znam koja im je misija. Da li je to sređivanje svetskih informacija? Da li je to povezivanje? Da li je to stvaranje značajnijeg čovečanskog komiteta? Nije. Znam zašto smo se okupili - znam da je najznačajniji zbornik kapitala inteligencije i kreativnosti, njihova jedina misija je: da prodaju još jedan jebeni nisan.
My name is Scott Galloway, I teach at NYU, and I appreciate your time.
Moje ime je Skot Galovej, predajem na Njujorškom univerzitetu i hvala na pažnji.
(Applause)
(Aplauz)
Chris Anderson: Not planned, but you prompted some questions in me, Scott.
Kris Anderson: Nije planirano, ali naveo si me na neka pitanja, Skot.
(Laughter)
(Smeh)
That was a spectacular rant.
To je bila spektakularna tirada.
SG: Is this like Letterman? When you do well, he calls you onto the couch?
SG: Je li ovo poput Letermana? 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?
KA: Ne, ne, zadireš u srž trenutne diskusije. Svi su svesni da nakon godina obožavanja Silicijumske doline, iznenada su se stvari preokrenule i to drastično. Neki će ovde prosto imati utisak da se nadovezuješ, da šutiraš klince koji su već i tako razneseni na komade. Zar uopšte nemaš saosećanja 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: Ni najmanje. Pazi, evo o čemu se radi: nije njihova krivica, naša je. To su profitne kompanije. Ne mare za stanje naših duša. Neće se brinuti za nas kad ostarimo. Izgradili smo društvo koje ceni akcionarsku vredost iznad svega ostalog, a oni rade ono što i treba da rade. Ali moramo da biramo ljude, i moramo da nateramo sebe da nateraju njih da budu predmet jednakog nadzora kao i ostale firme, i tačka.
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?
KA: To je drugi narativ koji je verovatno jednako u skladu sa činjenicama, a to je da zapravo postoji dobra namera kod većine vođa - neću reći nužno kod svih - mnogih zaposlenih. Svi znamo ljude koji rade u ovim firmama i koji su i dalje prilično ubeđeni da je njihova misija da - dakle, alternativni narativ je da je ovde došlo do neželjenih posledica, da je tehnologija koju stvaramo, algoritmi, naš pokušaj personalizovanja interneta, na primer, da su pod A, rezultirali čudnim efektima, poput filterskih mehura, koje nismo očekivali: i pod B, postali su podložni čudnim stvarima poput - oh, ne znam, ruskih hakera koji otvaraju naloge i rade stvari koje nismo očekivali. Da li su neželjene posledice mogućnost ovde?
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 verujem - prilično sam siguran, statistički, da oni nisu gori ili bolji ljudi od drugih organizacija koje imaju 100.000 i više ljudi. Ne mislim da su loši ljudi. Zapravo bih tvrdio da tu ima mnogo građanski orijentisanog, pristojnog predvodništva. Ali evo šta je problem: kada kontrolišete 90 procenata deonica na tržištu, 90% pretraga, a to je trenutno više od sveukupnog reklamnog tržišta bilo koje nacije, i prvenstveno kompenzujete i pokušavate da ostvarite ekonomsku sigurnost za vas i porodice vaših zaposlenih, kako biste povećali udeo u tržištu, ne možete a da ne koristite svu moć koja vam je na raspolaganju. A to je osnova za regulaciju, i na tome se zasniva drevna izreka da moć kvari. Nisu oni loši ljudi; samo smo im dopustili da se otrgnu 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?
KA: Dakle, možda je slučaj blago prenaglašen? Znam bar malo - Lari Pejdž, na primer, Džef Bezos - zapravo ne verujem da se bude, misleći: "Moram da prodam jebeni nisan." Ne mislim da tako razmišljaju. Mislim da pokušavaju da izgrade nešto sjajno i, verovatno, u momentima razmišljanja, jednako su prestravljeni nekim stvarima koje su se desile, baš kao i mi. Dakle, postoji li drugačiji način da se ovo formuliše, takoreći da kada reklamirate svoj model, da tu postoje opasnosti koje morate eksplicitnije da shvatite?
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 nalik našim, da juri akcionarsku vrednost iznad svega drugog. Nisu to neprofitne organizacije. Razlog zašto ljudi tamo rade je što žele da stvore ekonomsku sigurnost za sebe i svoju porodicu, iznad svega drugog. A kada stignete do tačke gde upravljate tolikom ekonomskom moći, koristite sve raspoloživo oružje. Ne mislim da su loši ljudi, ali mislim da je uloga vlade i uloga nas kao potrošača, i ljudi koji biraju naše zvaničnike ta da se postaramo da tu bude nekih regulativa. A njima smo dali majku svih propusnica jer su nam tako očaravajući.
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.
KA: Skote, rečito iskazano, spektakularno iskazano. Mark Zakerberg, Džef Bezos, Lari Pejdž, Tim Kuk, ako gledate, dobrodošli ste da dođete i iznesete protivargument takođe. Skote, mnogo ti hvala.
SG: Thanks very much.
SG: Mnogo hvala.
(Applause)
(Aplauz)