>> this is the best of "bloomberg west." we bring you all the best interviews in the week in tech. it has been a month since the -- july ifkard ceo she is not supporting donald trump, will she support hillary clinton is a market -- hillary clinton? a robot revolution is heading to hospitals.

we will hear theories of man versus machine next. over switches gears after announcing they had no plans to offer scheduled rides. with ubertch up executive for an interview. hewlett-packard held its conference in las vegas. intoirst since hp split two separate companies. they announced a partnership with ge. we caught up with hp's ceo meg whitman. company is how the faring post-split. >> the split has been fabulous for both hp and hewlett-packard enterprise. in this day and age where technology is moving at lightning speed, it is imperative to be smaller so we

can go faster. it has been easier. inc. -- we have been pleased. spinning off the services businesses creating a more nimble company. do you see others following the model that rayner is better or bulking up, bigger is better? on the company, leadership, industry. we have seen a lot of carveouts in the last 12 months. i think people are realizing that with the pace of change in every industry, you got to be fast. the future will belong to the fast. it was important to get smaller. but companies have different strategies. delle chose to get bigger. we chose to deleverage the company. to going to new

technology like the industrial internet rings. -- internet of things. dell is doubling down on technology. different strategies for different companies. i like our hand. emily: you said the internet of things. that is a bigger opportunity with ge. when you look at internet of things versus cloud, how much growth do you see in one or the other and the next five years, let's say? meg: well, if you think about our current business, it has -center focused business. there are pockets of growth whether it is cloud. , whole new area call cap this branch, and ed. think about autonomous driving cars, jet engines. compute will have to move to the edge. where that data is being

collected the could you don't have the time to bring the data center and send it out. think of an autonomous driving car. that car is making decisions in real time. we see a big opportunity about compute at the edge, wireless at the edge and campus and branch. it is a big opportunity for us. i don't know how big it will be. it is in the early stages. it is perfectly matched to our core dna in computing stores networking with long battery life. verys to be small and have low power consumption. emily: you spend a lot of time talking about cloud at the conference. amazon is putting so much pressure on everyone, especially hardware makers. given that, how much growth do you really see for hpe and the long-term given how so much

pressure amazon is putting on the industry? a 1%, 2%,n, this is 3% growth rate overall. compostable infrastructure changes the name of the game for infrastructure as we think about private cloud. not everyone wants to put all of their applications in a private cloud. had a really interesting conversation with dropbox, was a company born in the cloud, who is moving back into the data a very advanced infrastructure designed for their application because as they got so big, it began to cost more, they needed more control. they have done the opposite, moved to my public cloud to a hybrid cloud environment in a more traditional way. at the broader

market, the ipo market is stagnating. the mega valuations a toad. it has not decreased -- the mega valuations have plateaued. it has not decreased. meg: many of us predicted there would be a correction in the values. very conversation. we see this in silicon valley. valuations get high and then come back down to earth. there are cycles. it is advantageous for companies like hewlett-packard because valuations will be more reasonable. listen, we are interested in m&a, but at the right price and complementary areas. what has worked well is 3com and aruba. great complementry technologies we can put through our distribution center and they weren't overly expensive.

80paid a fair price, but not times multiples. we have to be cautious of that. --m a retainer on investment from a return on investment capital strategy, a buyback would be a better choice is that a painting very high multiple. paying a instead of very-multiple. we are interested in the industrial iot, infrastructure companies, software companies uite can complement the s of products. we have to make a decision, do we want to invent it ourselves, or would it be more expedient to buy? we are going to be disciplined about that. you have been an outspoken critic of donald trump. have you had any conversations with the gop establishment about

finding another candidate, third-party, -- he third-party alternative? meg: no. no. i have been on the record that i don't think donald trump is the right answer to be president of the united states. but i have not been party to any third party candidate. emily: doesn't mean you will endorse hillary clinton? do you think she is more fit to be president than donald trump? meg: we will see. i want to get through both conventions and see who the vice presidential candidates are and get an understanding of the final platform, and we will make a decision later in the summer of what i will do. hillaryither way, clinton is the first field presumptive nominee, and you have broken through so many glass ceilings yourself. ofre are so few women ceos big technology companies. often get put in the same boat.

how do you feel about the characterization? is there a different standard for women in business, especially at the top? i look at the positive of this, which is the progress we have made since i came out of college in 1977, it is really amazing. there are more women leaders at all levels of companies. we have made a lot of progress. there is still more work to do. my counsel to young women is, science, technology, engineering, and math. if you like those areas of study, i encourage people to go into the hard sciences and computer sciences because we are beginning, or at the of the technology innovation. opportunities over the next 20, 30, 40 years will be as great as a last 20 or 30. i.t. was the defining industry of my generation.

it will be the defining industry of the next generation as well. i was asked what would you tell your 17-year-old self? i would tell my 17 yourself to an engineer. i was an economics major. -- can hpethat hpe become a target? is that something you would consider? meg: you never know. even after we spent off our enterprise sources system, it will still be $33 billion business with 53,000 employees across the globe. it is not a peanut. but you never know what happens in this industry. obviously, we will see. we are really excited about the future of hewlett-packard enterprise. there are so many opportunities in the datacenter center in campus, branch, and edge and our software portfolio, whether it is security or big data

analytics. there is a lot of opportunity for this company. a great chance to be super successful. by the way, we are out doing our competitors every single day. using about storage for the last two years, every quarter we have taken share. taken share in servers, networking. the group 18%. cisco shop 3%. hrunk 3%.s emily: would you ever get back into politics? meg: we will not get into elective politics for sure. we will see. i told the board i would stay five years, that is coming up in september. i am having a great time. i love running the smaller companies. you are more able to be nimble

and invest and spend more time with customers and go deep. i am having a great time running hewlett-packard enterprises. hpe's a conversation with ceo meg whitman. both india's growth be more resilient than china's? with the ceo of sun microsystems. that conversation is ahead. it cap hennessy explains how computer science became the most popular major for women during his tenure. stay with us. ♪

emily: technology will replace up to 80% of what doctors do in the future. that is according to a knockoff khosla,under -- vinod cofounder of sun microsystems. we asked him to explain that prediction. blog: i wrote in 2014 a that said, more than 50% of all jobs that exist today will be

dislocated in four years, roughly. 40% of 80% of the jobs, i don't know. but we in the past cannot replace human judgment and now we will. progress will be the go champions. that is how it was described in many of the posts i read about it. this infusion -- it could not be done with brute force power. -- thatdifferent about is different about it. it will be really good for society. .t will see great gdp growth

we will have income disparity and we will have to address that. if 50% of jobs are replaced by technology, with the same amount of jobs be created? vinod: i think it is unlikely. emily: more jobs will be destroyed and created? vinod: for the first time, we will have a set of technologies that destroy more jobs than they create. qualifiedists is not to judge what ai technology can do. that is like a doctor commented on -- commenting on what i do. they are completely clueless. the go champion was clueless about what alpha go could do a week before the go match. experts all the wrong people to ask when the changes are coming from outside the system.

i think there is a pretty significant probability that jobs will be disrupted and disruption is good for some and really bad for others, especially for the people being disrupted. we will have to say, capitalism will have to do more than optimize for efficiency. it will have to optimize for efficiency and fairness at the same time. emily: you talk about the importance of founder-led companies in the power they have. when you think about the big technology companies, and the most powerful technology companies of today, google, apple, facebook, amazon -- one of those companies is no longer led by founder. how much innovation is left at apple? vinod: i would say the companies without founders have a very hard time because they do the sensible thing.

and sensible and big innovation -- and sensible in big innovation -- if you can deliver things on time and on schedule, you are the kind of person who is essential to delivering good, but disruptive to real innovation. you kill it. companies, jeff bezos has been crazy things, introducing hardware, you are a retailer like walmart. jeff is trying all kinds of things. traitss have personality that are unreasonable and knowledge adjusted, and that the two innovation. non-founder-led companies have a harder time. what too early to see

apple will do. hope i am wrong. clearly, the big companies, especially outside of that, have a hard time innovating. emily: jeff bezos made a big investment in india. $3 billion. is it the time were india can really charge forward in the technological revolution? world -- or will there be insurmountable challenges? vinod: i think jeff is a bury -- a very smart guy. he understands the problem quantitatively. emotional person. he is buried quantitative at how he looks at things. -- he is very quantitative at how he looks at things. analysis of different things. i remember when he started talking about how books in 1996 how they were a good starting

point. when he said he would invest in md -- invest in india and spend more time in e-commerce more than i have, i completely believe he is doing a smart thing. i don't think it is without risk , but it is risk-adjusted, probably a very smart bet he is making. years,are talking 10 india will be a great market. emily: there is a lot of talking about the environment bubble. if you could write a blog post about violations in the environment, what would you write? is it my beef with that was written in response to all the press about private valuations and markdowns. it is silly to write an article about a company like uber or dropbox or airbnb that somebody at fidelity marks down. a month later, they market up again.

mark it up again. it their stock prices would go up every single day. if they go up and down in the private market, why is that news? i think that is silly. the press needs headlines to write about and they do. but to me, it is a silly issue. a smart founder, on the other hand, should not care about valuations. get a great valuation, they should take it. theyvaluations come down, will assume they cannot get more money and have that money last. when money is freely available, it,art founder uses lots of to reduce their marketing risk or product risk, or some other risk. emily: you have been publicly

supportive of peter thiel and his backing of gawker. a lot ofed about it times. where do you draw the line when it comes to freedom of the press and the criticism of the technology industry? vinod: the definition of what is very ambiguous now. is a bloomberg journalist the same as a hustler magazine journalists as ? what is the line? to me, there are two things that matter -- anything that goes without checks and balances is to go out. if there are no checks and balances, there are things like gawker and buzz feed, they

resort to a style of journalism that makes the "new york times" chased them and reduces its standard of journalism. seen is the fact checking out of the "new york times" has gone way down compared to 10 years ago. i don't blame them because they are chasing this instant news idea. what bothers me is when the "new --k times" starts chasing lowers the standard. checks and balances is really important in the press place an important role. if you will the quality of the press, that is a real problem. freedom of the press is important, but the quality of the press is important. diversity of the press is important. gawker hast what

done to the "new york times. times" has gone from -- has gone to the news we want to print immediately. emily: speaking of diversity, the venture capital industry has been under pressure for not hiring enough women and minorities. i am wondering what your position is on this? it is happening slowly, but a little too slowly. it needs to happen a little more fast. the way to solve the problem is to get more women into tech and engineering kinds of positions at the ground level so 10 years later, they will be a much bigger part of the startup world and the venture world. the not khosla. uber will allow you to schedule a ride 30 days in advance. what i keep it ahead of the competition?

emily: uber is rolling out a new scheduling feature that allows you to book rides 30 days in advance. advanced the scheduling feature will begin in seattle before expanding to other cities. this is a bit of a turnaround for it over. .his is the ceo take a listen. some people want to schedule a ride and we want to be so reliable that you do not have to schedule. i am like, you took a shower this morning, didn't you? did you schedule taking time with your shower? we want to be that surprising. at some point that will not be surprising. emily: the global experiences director tom fellows joins us.

why and how did travis change his mind? tom: the voice that speaks most loudly at uber is the voice of the rider. one of the things that we figured out how to do is how do we create a scheduling ride service for writers but build on top of our on-demand platform? emily: why the change of heart? tom: we listened to our customers. when they tell you something again and again it is exciting to go, we hear you. intellectually everybody understands uber is available. emotionally if you have that early morning ride to the airport, you feel better knowing it is taken care of. i veryas a customer excited about this because of that emotional reaction. lyft said they started testing that before you came out with it. tom: this is something people

have been asking for a while and it is nothing new for us. gettingbeen working on it exactly right so it is extremely reliable. emily: how much additional business do you think this will drive? drivers tell us they would have taken and uber car but because of the emotional endurance they did not. maybe you have a meeting that will be ending at a certain time . those are the folks that will be using this feature. emily: is there a number you put on it? tom: not right now. emily: how do you balance the ride schedule? tom: that is a great question. perspective,rs this is a scheduled ride. the car will show up when you set the request but from the driver cost perspective, this is

just like any other ride. our system does the job of distributing it to the nearby driver. emily: so there is no idle time? tom: that is exactly right. efficiencyis about and so for the way for us to keep this extremely efficient is for our technology to get really good at dispatching the right driver at the right moment. emily: i know you came over from wille announcing that waze allow carpooling. how do you think of that in terms of competition? tom: competition is great so i am not one to talk. we all listen to our customers and think about what is the best thing we can do for them, which in the context of scheduled rides i'm excited to roll this out today. emily: i was speaking with the

khocall/-- vinod earliersla. drivers are really important customers on our platform so just this week we launched another big feature that was directly requested by our driver community called driver destination. it allows a driver at the end of their time to say, i am ready to go home, please only give me a ride headed in my general direction. it is not something we had originally intended to do but because of our driver feedback we decided to build that feature. emily: what is it like working at uber? that we launch is unprecedented. emily: that was tom fellow, global experiences director at

uber. john hennessy's exit interview. he steps down but his legend lives on. if you like bloomberg news, check us out on the radio. you can listen on the bloomberg app or on serious xm. ♪

emily: welcome back to the best of bloomberg west. i am emily chang. john hennessy will step down as president of stanford university this august. he has reigned over the university for the past 15 years and attracted more applications than any of its ivy league competitors. we asked about his legacy at stanford and how computer science has become the most popular major for women during his tenure, and how important it is to keep it up. john: one of the things we had

to do was break the stereotype that computer science was all nerds who cared about programming and computer games. i think as we saw information technology reach more and more parts of our society, it became clear to women that there was an opportunity to make important contributions. there is a breakthrough phenomena that occurs once you get to a certain critical mass. people feel more comfortable because they seem more people that look like them in the classroom, and we managed to make that breakthrough. we have turned the corner in the case of women majoring in technical disciplines. emily: why do you think it is that computer science in particular has become such a male-dominated field, especially at the university level? john: i think it's origins go back a long time to probably the computer gaming era. the dominance of males was

considerably larger than it is today. i think engineering has always tended to have more of a male presence but i think once you begin to think about engineering as solving critical problems around the world, you can get young people excited about the work they can do by mastering the subject. emily: stanford has been part of the founding stories of google, cisco, and yahoo!. do you think you have found the right balance between fostering entrepreneurship and education? some critics may say stanford makes it too easy to start companies and too easy to drop out. john: everybody has this image that a lot of students have dropped out to start their company. most of the students who dropped out came from a school on the east coast. students have finished their degree before

they start their company. that has worked out very well. we think education still plays a big role because the best companies have a core technology or discovery about them, and the university is often the place where that initial insight is captured. students need to think about not just what they are going to do after graduation but the long-term nature of their career. emily: howdy respond to the contention that stanford may be too cozy with startups, and some of the ethical issues raised about professors investing? there are certainly issues involved ensuring that people are not in a conflict situation between her academic role and whatever role they have in the valley or in a company. we try to ensure that that, those two roles are distinct and separated, and in particular,

students do not get stuck between two different roles. example,le are -- for a company cannot advise a student that they are employing. emily: speaking of a certain school on the east coast, harvard, when offered an opportunity to take startups in startupsd which backs founded by harvard students, said they did not want to take any equity, however stanford does take equity in the companies that come out of the startek's and q bader. why is that the right model? john: we want to be on the same side as our alumni entrepreneurs by then and we want to be helping support them and ensure that they are successful. in the companies that we believe have great opportunity is a way to do that, that aligns the interest of the entrepreneur and the industry. emily: that was stanford

university president john hennessy. you can catch more of the interview on our website, bloomberg.com. up, a japanese messaging app could deliver the biggest tech ipo of the year. a competitor that gets as much daily face time with its users as instagram and snapchat. ♪

emily: just when he thought the tech ipo pipeline was dried up, the chinese messaging app line is aiming for what could be the biggest tech exit per year. the on-demand meal kit startup blue apron seems to be taking the first step toward the idea. more than 160 private companies

are currently valued at $1 billion or more. we spoke with david kirkpatrick and alex barinka. first of all, let's talk about line because they originally filed a couple of years ago in tokyo with a financial -- potential nine billion dollars valuation. alex: it did not go through and they are coming at it from a different approach. raise $1looking to billion to $2 billion and about half of that from u.s. investors. ,hey are coming to market now they have seen some slowdown in their business, but it seems like they are now ready to take those steps, be a public company, and get the capital that would come from this kind of listing. the company has talked about

expanding outside into new markets like indonesia. the majority of its business comes from outside of its native japan so they have some growth prospect they are hiring -- eyeing. emily: as i understand it they have about 200 million monthly active users but years or growth has stalled over the last few quarters even though they say they are profitable. alex: they say they are profitable, user growth has stalled. you still see revenue growing at 30% this year from last year. line makes about $5.10 a user. when you are looking at what u.s. investors will be comparing the company to, you look at twitter who makes $7.70 a user and facebook who makes $11.70 a user. they are not quite taking as much on the user.

that would be one of the pain points for line. they have talked about that odd sales only talks -- only makes up about a third of their revenue. twitter, it isnd a majority of the revenue so that could potentially be where they are looking to grow. emily: the revenue is more diversified when you look at where it comes from, 35% from advertising, some from content and games, and digital stickers provide something like 20% less revenue. do you think line will be an ipo that other companies go watch, or is this too unique a case? though it is tempting to compare them to whatsapp or we chat, actually pioneered many of the techniques that other companies are currently using, particularly stickers.

they are more like a media company and content company, and the interesting thing about the ads they sell, they swear targeting from the pipe and try to be more the ally of the user. they are getting a lot of their revenue from celebrities and brands who gave -- who they give access to their users. it is kind of a powerful model. they are anapan amazing brand with unbelievable strength as a company. i think it is going to be a growing company that is a decent company for the long run, and i do not think it is crazy they are going public. emily: interesting, you have also got some news about blue apron having preliminary talks about their exit strategy. blue apron has held talks with bankers to discuss potential plans, the possibility of going public in the next 12

months. an ipo would mean evaluation of around $300 billion publicly. what this really communicates to -- dearththis darth of tech ipos, some of these companies that are further along are starting to look to that ipo exit route as something they would consider, which we have seen a lot of the larger as we call them, unicorns tapped the brakes when it comes to going public. good news for my market. sawe for blue apron, we some sort of activity happening in what has been a slow year for tech idea -- ipo's. emily: alex barinka and david kirkpatrick. applocalized e-commerce that got one of the best shout outs in merrymakers annual ceo report. ♪

to siliconing now valley's most important slide show of the year, merrymakers annual inter-net report. this year's presentation included some seriously sobering themes like the fact that smart phone markets are slowing. and in the company -- e-commerce company called offer up got a shout out. search timeaily you has gone how are -- usage time has gone higher. the ceo joined us here on the set. i was in the audience when mary meeker mentioned you guys. what do you attribute the recent growth surge to? is it because the way the product is designed, the way the images are emphasized? >> i think because of the

smartphone we can really reimagine the way people buy and sell locally. something we find that people enjoy, they can discover what is nearby them wherever they are because of their phone. emily: craigslist is the obvious and comment and next door is the place where you can sell things in a hyper local market. how du pick them up? nick: we are very focused on creating the best experience we can. while there are a lot of different competitors we are focusing internally on trying to create the best experience for users. emily: how do you adjust the stranger danger factor? nick: we have a handful of features such as ratings and the ability to scan and id if you do that you become a 2-d

member on our platform. it is an endless pursuit and there is a lot of things we need to do. emily: you have grown a lot faster than ebay. are you going after the same market, a different market? best at want to be the local and we want to transform how people buy and sell locally. we do not even use the word "classifieds." ebay is a bit of a different animal. we are more focused on the local aspect. emily: can you ship or do you have to drive and pick it up? nick: we are more focused on the in person transaction. emily: that does it for this edition of the best of bloomberg west. join us on monday from live coverage of apple's worldwide developers conference. on tuesday we are live from our bloomberg technology conference.

the theme is invention. we will have andreessen horowitz and next gape cofounder and andy rubin on tuesday on bloomberg. ♪

john: hello, i am john mickelthwait. tony blair is the only leader to have won three consecutive general elections. he remains a controversial figure both in britain and the wider world. in an in depth interview, i asked him at his role, donald corbyn, and jeremy about brexit. tony: i think we will remain. of course it is a referendum. , if you look at the opinion polls, it is very close.