>> from our studios in new york city, this is "charlie rose." >> nitin nohria has been dean of the harvard business school since 2010, an institution whose mission statement is to educate

leaders who will make a difference. under his leadership, the school has met the demands of the 21st century, real-world training across the globe is a part of the curriculum. the school has taken additional steps to create a more inclusive environment for women. i am pleased to have the dean of harvard business school at the table. tell me, in your own words, how the harvard business school has changed since you have been the dean. whether you brought about the change or not. >> i was very fortunate that i became dean of harvard business school when we began our second century. you were there for the centennial. we have had a storied 100 years. it was a great foundation upon which to build. we were known for the case method. it is the heart of our business school. i asked the question, what can we do to strengthen this curriculum? we have added the field method an opportunity to send their

students into the world. it is adding learning by doing as opposed to simply imagining what you might do. this is a powerful new addition to the curriculum. we have embraced online education. we have run a series of experiments there. in terms of intellectual ambitions of harvard business school, we have talked about big projects we might do. we have done a major project on u.s. competitiveness. we are tackling the health care crisis. we are looking at the environment. we are asking how the school can be relevant to some of the biggest questions we have. in 2013, we celebrated 50 years of women being admitted to harvard business school. we used that occasion to ask the question, we have been increasing the number of women at harvard business school, but how can we make sure that they can thrive both at the school and their careers thereafter? we have continued to push the internationalization of harvard business school. 60% of the cases we write -- we write about 300 cases a year -- are international cases. the education we are giving our

students is to prepare them for what i really think will be a global century in business. we are taking advantage of the fact that we are part of a great university, under the auspices of one harvard. we are trying to make sure the things we are doing at harvard business school embraces the path of this wonderful university. >> is the mission statement still “create young men and women who can make a difference”? >> that is the touchstone of everything we do, to educate students who can make a difference in the world. all of the curriculum changes we have done are designed to better prepare leaders who can go out and make a difference in the world. >> your expertise is management and leadership? >> yes. >> tell me about leadership. let's assume a political leader came to you. who had a good education but had come to a position of trust and accountability.

what would you say to them that is essential to know to maximize impact? >> i think the first thing leaders have to know is that society will hold them accountable for if they make society a better place. if the difference they make does not allow people to experience their lives as having gotten better, they will not be judged as leaders. you cannot declare yourself to be a leader. the other person has to see you are leader. people will call someone a leader if they feel like, as a result of what that person did their lives were improved. leadership is about making other people's lives better. >> what is the art of inspiration so that people want to follow? >> people want to know you are authentic, that you come from a place where what you are saying is something you deeply believe. people will follow someone who is authentic. they follow someone with a moral compass.

they want to know what drives you is not just your own personal ambition, but a protocol or greater purpose. people expect of leaders that they have a way of simplifying complexity in the world and finding a way to head true north. they want to know what true north looks like. people want someone who has a simple, believable, authentic view of the world which will allow their lives to get better. >> it is interesting to me leaders that were admired the most, they were able to articulate the mission. and what your significance was to it. so that you were there for purpose and ownership. >> one of the things i have learned is that we teach our

students to recognize in the end, you will be recognized as a leader if people feel you are accountable for everything you do. and that, through your work, they can find meaning in their work. together, you will accomplish something neither of you could have accomplished individually. there is something about working together that allows the whole to be greater than the sum of the parts. that is what makes leaders powerful. >> 2007 and 2008 were a difficult time for america and its economy and its businesses. what has changed? did it impact the way you felt the responsibility of the university? >> something people realized then and i hope the lesson will be taken seriously, effective business is about a display of competence and character. and that we can get ahead of ourselves.

if you are not careful, we can take on too much risk. systemic risk, when it collapses, it can collapse in damaging ways. >> which is exactly what happened. >> exactly what happened. we have gone back to the 2008 crisis and written cases on every example. we ask ourselves, what can we learn from these experience? we have had more cases of failure that have become part of our curriculum than ever before. we want to make sure that students do not get so enamored by success in the real world that everything they do will lead to positive outcomes. they need to understand failure and what we can learn from these cases of failure. what is personal accountability? i think we have learned a lot from that moment. can we promise ourselves that something like that will never happen again? i am not sure.

but how we learned a lot? yes. >> you have learned by creating the mba oath as one consequence. tell me what that is. >> it was inspired by the idea of the hippocratic oath, true moral views that leaders should have. just like doctors say, do no harm. patients' interests come first. we have tried to articulate this as a way for business leaders to recognize that they should start off with a dictum that says “do no harm.” they should be concerned about long-term welfare of companies rather than getting caught up in the short term. we have tried to make sure that, when they think about a business, we tell them to think about externalities.

it can cause harm to the environment. diminish welfare of constituencies like labor or customers. to think hard about these externalities and make sure that business leaders recognize they are accountable for these externalities, as much as they are for what the firm does directly. teaching people about these broader responsibilities is one of the things we hope the mba oath will encourage our students to think about. >> was there some resistance to it? >> we could not get people to say that the mba oath is something all our students should sign on to. but the idea behind the oath is something we have been able to incorporate into the curriculum. we have a first year course called “leadership and accountability,” which encourages students to think through an ethical lens, an economic lens, and a legal lens, and realize that a sound business judgment is one that meets all three lenses. even though the oath was not

something everyone is willing to sign, it has become a part of the curriculum. >> when the president of harvard asked you to become dean of the business school, did she tell you why she wanted you? >> all she told me was that you are someone that the faculty trusts. you are someone from a background in leadership. the mission of the school is to educate leaders who make a difference in the world. i hope you will stay true to that idea and remain committed to developing the best leaders. >> do you think that, because you have had the diversity in your life that you have had, that you are better at doing this job in 2015? >> i do believe my background helps. in many ways, i did not grow up in the united states, i bring a more global perspective. if you think about the future of

the world, it certainly lies in emerging markets as much as it lies in the developed economy. i just came from a trip to india, china, tokyo, japan. in india and china, you are reminded about extraordinary economic opportunities. in many ways, i feel more comfortable in places like that. i have tried to get our students into these global field experiences they have. all 900 of our first year students now go out, as part of their first year experience, and go to emerging markets around the world. these are not things that would have been as easy for someone that did not have that perspective. in many ways, i think i have experienced my own life as a living example of the american dream. i was a member of the minority and sitting here as dean of harvard business school. only in america are stories like this possible. >> when you left india, did you think, i will never come back? i'm going to america to hitch my star to the great american dream.

>> i did leave india and think i would try to find a way to make a career in the united states. did i ever imagine my career would lead me to being dean of harvard business school? never. >> but it would be something, in terms of the academy. >> i hoped i would be a professor, one day get tenure. >> the world has changed. a lot of kids coming out of india think about coming back. because we have seen the economic opportunities intellectual opportunities have changed. >> the intellectual opportunities still have to catch up. the economic opportunities have certainly changed dramatically. we see, in our own programs, many people apply to phd programs. we have international students applying to mba programs. many students stay, but some have begun to go back. we start to see, in five years of graduating, many go back to

emerging markets. you are right. the world has changed. >> some of them do not go back because the immigration policy in the united states does not work as it should. >> i wish we could staple a green card to every diploma i give. it would be a wonderful thing for the country. i am an example of one of the reasons why it was great to become an academic. there was a way to get a green card by becoming an academic. i wish we would create that opportunity for more international students. >> tell me about online education as it applies to the harvard business school. >> we think online education is a remarkable opportunity. when i first became dean, i was not sure online education would be that important. we always believed in the intimacy.

we are lucky that we attract remarkable students. that is usually small-scale. 900 students. not easy to imagine that you can attract remarkable students if you make that 10,000. we have wonderful faculty. online, you can bring that same kind of magic to an online classroom. we have a unique platform called hbx. we are trying to do a case method online. we are trying to make it interactive. you cannot spend three minutes on hbx without having to do something, interact with your peers online. once we put our minds to it, we learned there are many things we can bring to an online setting. it is hard to capture some of the case method. >> do you believe it may lead to a degree qualification? >> as of now, we are committed to not having it compete with our degree program.

we are doing online and education as pre-mba and something that will provide lifelong education. but we do not think it needs to replace the mba, which we still think is a degree that stands for judgment, immersion, a deep investment in learning. i do not think our online program or any online program will easily rival the degree programs we have. >> so you do it for your own edification? >> the first product we have created is something called hbx core, three introductory courses. basics of accounting, economics, and analytics. we offer it to say, if you are a science major, a liberal arts major, you can continue to be a liberal arts major. but if you want a head start in business, this gives you the basic vocabulary of business.

you can start a career and do not have to do an undergraduate degree in business. you may consider an mba. but there are hundreds of thousands of liberal arts majors across the united states and the world who should do what their heart tell them to do, whether it is history or biology or engineering. but if they want a career in business, we can give them through hbx, a great foundation to begin their business careers. if they have a further appetite for education, we would say, spend two years at harvard. >> do they have time between harvard and the business school? >> i would like people to spend three years working before they come to our school. we have begun to admit some people in their senior year in something called two plus two, where they can spend two years

working. but they are admitted in senior year. >> that would be a great satisfaction. that you could go in and take advantage of a different experience from the academy. >> what we found is that two plus two, the reason why we introduced it, we wanted more people who were scientists people between their undergraduate years in business school who might do things closer to their passions as opposed to building a resume. so we have people taking more chances with entrepreneurship. people that will go out and make a movie. people that will go out and work in nonprofits. we end up creating many more opportunities when people spend those years differently. >> do you think the business community has done a good job in explaining the roles and

possibilities of creating viable sustainable enterprises? >> i think that, right now, one of the great challenges that business has is the role of business and society being questioned. we as people -- >> integrity and morality. its values and its culture. >> doubting that business is great for the prosperity of society. i think that is such a tragic state to find ourselves in. to my mind, if you think about the world and you ask yourself what is the best mechanism for creating prosperity in society? in the 20th century, about 1.5 billion people were brought into prosperity by business. there's nothing more powerful than creating a sustainable way for people to have jobs.

for investment to flow into an enterprise which only lives as long as it creates value and dies when it stops creating value. it is one of the most robust organic, adaptive mechanisms we know for creating value in society. by the end of the 21st century we have 9 million people in the world. 7.5 billion more that have to be brought into economic prosperity. i do not think we are going to do it without business. business leaders need to remind people that business is the greatest force for good in society. on the other hand, as in any powerful instrument not used properly, it can cause harm as well. so emphasizing the positive role of business in making sure that we embrace and are open-minded about restraints so we cannot say all regulation is bad. we cannot say that business cannot be conducted morally. we have to realize that corruption is bad for business.

>> most business executives i know would say, i agree with all that. but the question is, are they doing things in a proactive way to see that those things are true? >> we are beginning to see examples of business leaders stepping up to make the case. paul polman of unilever is a great example. he says i will expand the revenue and half the environmental footprint. leaders that challenge themselves and their organizations to create economic value, while thinking hard about the negative externalities of business and minimize negative externalities, are the types of leaders that will set a new example for what business needs to be. we are very fortunate. we have examples leaders are showing that way. we are trying to study those examples, trying to make sure we inspire our students to think

about that. we are also very lucky that one of the great surprises i have had as dean of harvard business school is that our graduates have always done very well in business. but what has been amazing is to see how many of our graduates are so devoted to social enterprises. if you think about the great hospitals, great universities, charter schools, we are seeing business leaders devote themselves to making these institutions better as well, not just as philanthropists, but by actually bringing management and leadership insights to these fields. this is another thing business leaders will have to do to restore confidence in society. say, we have an interest in these as well. >> you know who thinks about this? larry page. i have had these conversations in different places.

the role of business, and he articulates it, the idea of what is possible within this institution. >> it is a remarkable institution. when you think the great inventions of humanity, i think the corporation is a great invention. as with so many great inventions, it is a power that can be a force for good. if wielded badly, it can cause great harm. that is what good leadership is. it is about husbanding this force that can be an extraordinary power for good and make sure we realize that. i think institutions like ours that have the responsibility of educating leaders, need to show people how to think about them. >> on the question of women, did you think harvard was doing a good job in terms of women as professors, women as graduates and women participating in the

academic life of the business school? >> we started admitting women in 1963. we took great comfort in the fact that, each year, from the eight women we admitted to the first class, we were admitting more women each year. many went on to great careers. we were satisfied at an increasing number of women. when we looked harder at the numbers, we realize that even though we had been increasing participation of women, not all of them were thriving at harvard business school. every year, we award graduating students. bakers scholars people who were honors first

year, second year. the highest academic honor at harvard business school. we also give people first year honors and second year honors. we found women were half represented as they should be by the percentage we admitted. when we had 30% who were women as part of the class, only 15% were getting honors. that made us ask the question why. why would it be that we are admitting equally qualified women, why would they not do as well at harvard business school? it is hard to believe women do not aspire to get honors at the same rate as men do. what we learned is that there was nothing deliberate going on in the classrooms. we found some people suspected that male professors were maybe more hostile to women. they were undervaluing the comments of women. but we learned that, no, women were equally likely to underperform in classes taught by women professors.

we learned subtle things. women were more tentative to get into discussion. as a result, they may not get called upon at the same rate as men. we learned that women's comments were not as likely to be remembered as men who spoke up. i was far more likely to say charlie had a great comment. on the other hand, if a woman spoke, it might not get as much attention. >> why? >> we have learned, through research that has been done on gender, that we are socialized. all of us, men and women. it turns out women are as likely to underrepresent, undervalue, overlook, not pay as much attention, to the comments of a woman who speaks as a man. once you become conscious of that, and this is all we had to do.

once you become conscious of that, you can correct yourself quickly. but you have to know that is a bias we all have. this is a subtle bias we think is getting in the way of women succeeding in all organizations. >> articles have been written. one about harvard, as you know. did you think about this issue because people wrote articles about it? or did you come to it on your own? >> we came to it on our own. we had to confront this data which was data that i think anyone who is committed to being a meritocracy -- as i mentioned, my own my story makes me believe i am only sitting here because harvard business school was a meritocracy for me. the fact it could not be a meritocracy in the truest sense of the word for others was deeply disturbing to me and my colleagues. we started with that. we started with an inconvenient

truth and said, let's get to the bottom of it. i have learned on this matter, the simplest lesson is from a legal perspective. sunshine is the best disinfectant. that is the policy we adopted on this matter. we will bring everything we know onto this issue. we let people discover and discuss any hypothesis they have. we try to bring the best data and analysis we can to the topic. that is what helped us. what helped us was to make this issue discussable, to address the issues we saw. in three years, we were able to close the gap. every organization has this problem. it exists on wall street, i would hazard to guess it'd exists in your industry. >> i'm sure it does.

>> this is not a problem restricted to business schools. the advice i would have for anybody is to do the same thing we did. look at data carefully and ask your organization to say, what is it about the culture of your organization? it is not the macro culture. we are past the days where anyone is deliberately discriminating against women. this is much more subtle. >> i am fascinated by the notion. we constantly ask ourselves why there are more men as guests than women on this show. you have to ask, are you doing everything in a proactive way? and ask yourself, how can you change? >> we saw this with boards.

of course, correctly in america, we have an aversion to doing things by legal fiat. in europe, norway, finland other parts of europe, there has been a mandate for a certain percentage of women to serve on corporate boards. people said, there are not enough qualified women to serve on the boards. but rapidly, the mandate forced them. and there were plenty of qualified women being ignored or not looked at seriously that people could find to serve on these boards. when they serve on these boards, people found they were competent and capable. i do think we have to collectively realize that there have been many years in which the talents and achievements of

women, not for any deliberate reasons, tend to be underestimated. in a competitive world, all it takes is to be underestimated by a little bit for discrimination to take hold. that is what we discovered that harvard. we found ways of correcting that. we now make sure there is an independent person who is a scribe in our classrooms who takes note of who said what. it makes the faculty member have an easier ability to recognize and make sure that women who made great comments are not being neglected or ignored. that one intervention. >> i obviously believe -- and this has to do with religion as well -- i firmly believe if you take an institution competing

against another institution and one institution does not use the full talents of women and the other does, the other will be better and win. >> we are a place whose success depends on attracting the best people. if you think about what harvard business school is, our success depends on saying, we are the kind of place that should attract the best people. men or women. whatever nationality, whatever religion. if they come to harvard, they must feel they can thrive. they were given an equal chance to succeed. if we can be an institution that can make that promise, it will be easier for us to continue to attract the best people, whether they are men or women. that will make us more competitive. we are doing this because we deeply believe that, as an academic institution committed to excellence, this is way for us to be better and outcompete

others. >> totally. president obama's state dinner was for the prime minister of india. he is going to india. you recently returned from india. tell me what he is going to find under the new prime minister that you believe suggests change for the future. >> we have a new prime minister, who much like when president obama was elected, has created a real feeling of hope in india. my hope is -- >> what has he done to do this? >> he is an example of a person, his father was a humble tea seller, so he is the first common person to be elected to prime minister.

it is a big deal. he would be, in u.s. parlance, the equivalent of a governor. he had an extraordinary track record. a very pragmatic, very clear commitment to economic development. someone who puts the administrative functioning after government. is not as enamored of policy as he is as making sure government is efficient and functioning. i had the opportunity of spending time with him when he visited new york. i asked him, some people have been disappointed there have not been bigger policy pronouncements from you, especially since you have won this rare mandate of an absolute majority in parliament, which

would give you the ability to interact these laws that historically need a much more coalition oriented government. he says, what is the point of having policy if nobody in government works with the actual policy? he believes in effective administration and leadership. i think he will do a lot to get the country moving again. it is also time when i think relationships between india and america could be as positive as they have been in a long time. so i think this is a very promising moment for india-u.s. relationships. in prime minister modi president obama will find a person who could be a very pragmatic friend of the united states. >> you do not believe any particular region will own the 21st entry. >> i have said that often. some people have chastised me, thinking i am from asia, they have often hoped that i would say that the 21st century is a asian century. i think it will be a global

century in which the world will have multiple areas of strength. the united states will continue to be the strongest nation in the world. but it will not be alone. there will be other strong nations and regions. this greater parity in the world will be better for the world for the prosperity of the world. there will be 9 billion people in the world by the end of the 21st century. and they will not be in any one region. >> with respect to america, do you believe in what some people call "american exceptionalism"? >> maybe this is the bias of someone who did not grow up in this country and has benefited from becoming american. i deeply believe america has unique properties and capabilities that make it an exceptional nation.

the commitment to freedom of thought, the commitment to innovation, the commitment to confronting a problem when you see it and make sure you address it head on, not hiding from the problems we have. the ability to be self-critical. these are features you might think many other nations can have. but i actually think they are very special and rare. they are not that easy to imitate. i have seen other countries try to imitate some of these things. they are not so easy. i think, america, for all these reasons -- and we have certainly seen its downs, after 2008, is still an extraordinary nation. >> great to have you here. >> thank you so much. >> talking about the role of harvard business school, the role of women and values. all of those things that are part of the conversation today.

back in a moment. ♪

>> stella mccartney's fashion house has synonymous with elegance and functionality.

she was 25 years old when she succeeded karl lagerfeld as creative director at chloe. she started her own label. she is also known for her commitment to animal rights and sustainable production methods. she is the only luxury fashion house not to use letter or fur in her products. i am pleased to have her at this table for the first time. even though i have known her for ever. are you about where you wanted to be when i knew you 20 years ago? >> i do not know if i knew what i wanted. i think i always knew i wanted to have a path. and i am definitely kind of going with the flow. i'm kind of instinctive in the way that i do design and business. so i am getting there.

i feel like i'm still be --at the beginning. >> you know what you want. you want to be independent and define yourself. and you are willing to stand your ground. >> you know, i think it is funny. i was brought up in a way that i think i was afforded to feel like i could be myself. that i did not have to be too afraid. i was afforded the greatness of being able to be myself. >> because you knew in the end you had a fallback. >> a lot of people say, having the parents that you had, did that open or close doors? i think it is a bit of both. but the thing that helped me was it really let me not be afraid. i can take risks. >> that is an important quality.

>> it is not often people cannot be afraid of taking risks, especially in the public eye. or when you are creating things. >> i've had people say to me, they will read a script. if it scares them, they are more likely to accept it than not. >> definitely. i find it funny. can you have no limitations -- when you have no limitations, i like it when there are constraints. i have never worked with leather or fur. which is laughable in my industry. and now i have an accessories business, which is unheard of. but i have a more responsible approach. it is not easy. the constraints of that are what excites me. >> why not a musician? >> because it would have been too easy. i never wanted to give anyone --

i mean, that makes it sound like i'm extraordinarily talented. >> it would have been automatic, wouldn't it? >> it would have been a no-brainer. i never wanted to give people an easy summary of me. i grew up watching people's perception of my parents. i never wanted to make it too easy for people to sum me up. >> your mother was a profound influence, her values, her presence. >> i think a lot of people are inspired by their parents. my mom was special. she was a new yorker. >> linda eastman. >> she had an approach that was so natural and genuine. and effortless. just truly beautiful, her approach.

not only was she a great beauty to me, did not wear makeup shave her legs. unconventional, especially in her role as a famous man's wife. but more than that, it was this approach that -- we go to parties with the most famous people. she would be in the kitchen, chatting to people serving the food. that is what interested her. she felt more at home in that environment. >> he once told a great story about her. he was thinking about doing something and she was reluctant. she said just do it. why not? i like that. >> the sense that it is allowed. >> exactly. >> you do not have to shave, it is allowed. it is allowed to make mistakes. you are allowed to mess up, get it right.

they used to do this thing where they would drive in the car in the country. they would say, let's get lost. the idea of trying to get lost is not easy. not easy to get lost. >> the first big job was where? chloe? >> that was my first big gig. i went to saint martin's. i left saint martin's and had a degree show. when i left my show, stores wanted to buy it. at saint martin's, it is an unconventional fashion school. it breeds great talent, kind of artistic and crazy. it does not celebrate the commercial side of the industry too much. when i left there, people wanted to buy it. i did not know how to make it. a year into that, selling collections, it started to get overwhelming. that is when chloe -- and a few

other brands -- but that was the one i associated with, they asked me to be creative director. >> you had a partnership. >> i had a partnership at chloe? >> yes. >> i brought my design person, phoebe, with me. >> if you could define the evolution in stella, how would you define it? >> i think that there is one approach, really. the thing that places us aside from other fashion houses in luxury. we have a different approach. we are asking questions, kind of challenging the system a little bit. >> what does that mean? >> it means non-convention in manufacturing, questioning. a lot of questions on sourcing. questioning that over 50 million

animals a year get killed in the name of fashion. >> how did you come to that sensitivity? >> i grew up in that way. i grew up on an organic farm in england. i was a vegetarian from an early age. from an ethical point of view, not health or the environment. i do not believe in killing animals to eat them. so that was brought to my attention at an early age. i had a good insight into that. i did not want to be a hypocrite. i did not think i could not eat it and come from a family that was so vocal about it and say it was ok because it was a handbag or pair of shoes. it has become an exciting part of what we do. for me, it is the most modern and contemporary thing that we do. fashion can be old fashioned when it comes to stuff like that. >> and that is not what you represent. >> we represent a new approach i think. not putting aside the fact i am a fashion designer. my job is to design the most luxurious and desirable objects

for you to buy for all of the beautiful women in your life. that is the aim of my game. but i want to question it and challenge it and modernize it. >> you also design athletic wear. didn't you do something with adidas for the olympics? >> i did team gb. performance stuff. i did a-z of everything. really interesting. i worked with thousands of athletes. it was amazing. i did a collaboration for sports performance. we just launched a new one called "stella sport," which is a bigger distribution with a lower price point. it is interesting. when you are a woman designing for women, there are not many of us.

i have a fragrance called "stella" that is rose and amber. total opposites, masculine and feminine. one side of the collection is very delicate and beautiful. the other side's everyday. >> sexy and sporty. >> i studied at saville row. >> you had a real influence with this guy from saville row. >> edward sexton. he was a famous british taylor. he did the clothes for all the beatles. >> he taught you how to cut fabric? >> he taught me a lot. he taught me another side to fashion. it is this paradox you speak of.

i am not girly-girly fashion. i am really intrigued by fashion, but i am intrigued by the psychological side. why women choose to wear what they wear. >> and you want to give them something that works for them? >> something that makes them feel better, something they can turn to. as a woman, wearing my clothes i do not wear the same thing every season. i am consistent in how i navigate through my wardrobe. i want to solve those issues for women. >> what influences your creative side most of all? is it art? >> it is a bit of everything. it is life. women influenced me a lot. i do not know. i feel like i am inspired by challenges of every age, every

size. i am interested in that. i am interested in, globally how information is so open. how so many people have access to fashion. >> you're doing business in china and asia. >> yeah. >> are those markets different? >> it is funny for us in asia. we are a small brand. what is really interesting is with asian markets, fashion makers come in to take advantage and make money. that is not where i'm coming from. what is interesting for us is we are kind of appealing to those women who are looking at sustainability, looking at more responsible fashion houses. we have a story to tell. that is quite rare, i think, out there. >> somebody who shares their values?

>> i am meeting a different kind of girl out there. but we are appealing to the kind of person i want to be a little more informed. >> you are a hard worker. that comes from your family. >> i always had working parents. >> hard workers. >> i have never not seen people work around me. >> you started with womenswear and sportswear. then accessories. >> we did a lot quickly. we did lingerie, kids clothes. ready-to-wear bags. sportswear. denim. what we have done for the last couple of years is refine those, let them grow, and i think we are opening a lot of stores around the world. that is kind of what we are looking at now.

really representing our house. >> i'm going to show you a clip of your father and me talking about an experience in which you are involved. >> i took stella and my son, james, with me. i said, would be ok if we came to see? they said ok. we went in for a meeting. we do not know how long you i have. in the end, it was four hours. before we went in, stella said to me, i brought my video camera. can i shoot some video? i said i do not know. but give it to me, i will put it in my pocket. at the end of the session, i will ask him. so i said, would be ok if we

shot a little video? he giggled and said yeah, sure. i gave stella the camera. she says, ok, what are you going to say for the camera? [laughter] >> a fine director she is. >> looks right in the camera and says, enjoy. [laughter] >> pretty consistent. >> oh my god. >> there was another time we were doing a program together when john lennon was alive. he said, let's call him and see if we can find him. >> did you? >> we didn't. >> we could call dad. >> it is great to see you again. much success with this collection. and the introduction of stella. stella mccartney, thank you for joining us. see you next time. ♪

>> live from pier three in san francisco, welcome to "bloomberg west." we focus on innovation technology, and a future of business. i'm cory johnson. we have a check of the top headlines. the snow is intensifying in new york city and surrounding areas. thousands of flights, broadway shows, sporting events, schools all canceled. >> the mta and port authority will be closing the facilities at 11 p.m. if you have to use those facilities, you should plan to use the facilities and get wherever you're going by 11:00 p.m. because that will be a hard