♪ announcer: from our studios in new york city, this is "charlie rose." charlie: welcome to the program. and ashe end of summer, we prepare for our next season, we bring you some of our favorite conversations here on "charlie rose." we have technology discussions with jeff bezos, susan wojcicki, and investor reid hoffman. >> talk about virtual reality. >> many describe it as the next big thing. every time, virtual reality is better.

if people have not checked out virtual reality, they showed. we are getting to the point of, the science fiction -- maybe our classes for kids will be in virtual reality. maybe all discussions and conferences, may be "charlie rose" will be in virtual reality. a lot of prospects. before we see those science-fiction futures, we will see more mass-market adoption of a movie thing or technology thing. charlie: entrepreneurship for the hour, next. ♪ charlie: jeff bezos sounded amazon in 1994 out of his garage as an online bookseller. today, it is one of the world's most valuable companies, he is one of the richest in the world, second to bill gates. their ambition is to sell

everything to everybody. well beyondached their retailing roots. amazon web services is the leading company in the cloud. in january, they became the first to win a global global for best tv series. founded in aerospace company blue origin, to lower the cost of space travel and increase its safety. in 2013, he purchased "the washington post." i met with him at the economic club here in new york. here is that conversation. charlie: what is it that amazon wants to be? there are a couple ways to answer that. the biggest 1 -- if i could choose a single way to answer that question, the thing that connects everything that amazon our number one conviction and idea, philosophy and principle, customer obsession. as opposed to competitor up session. we are always focused on the customer, working backward from the customer's needs, developing

new skills internally so we can satisfy what we perceive to be future customer needs. we have a whole working backwards process the begins of the customer. it seems like we are in a bunch of different businesses. we have amazon web services, which is completely different from our amazon prime business or amazon marketplace or amazon studios, and so on. but really, the way those businesses are run is very, very similar. it is not just customer obsession, that is the number one. but we have a very inventive culture. invent,the pioneer, there are other business strategies. pioneering is not the only effective business strategy. some would argue it is not the most effective. many times if you look at the

history of business -- willingness to think long-term. that is another common thread that runs through every single thing we do. we are very happy to invest in new initiatives that are very 7 years. 5, companies will invest for very long periods of time when of outcomes are more certain. it is a combination of the risk-taking and long-term outlook that make amazon not unique, but special. taking real pride in operational excellence. just doing things well, finding defects and working backwards, that is the incremental improvement. in business, most successful companies are good at this one. if you are not good at finding defects, the root cause, fixing

that root cause, you do not want them to go downstream. that is a key part of doing a good job in any business, in my opinion. charlie: you have said there are three pillars -- the marketplace, amazon prime, and amazon web services. amazon web services now is the largest contributor to revenue. not to revenue, but a big contributor to profit. business, by the way, and our established countries, is also very profitable. we keep investing, so we are investing in original content, with amazon studios. but amazon web services is remarkable for a couple reasons. it follows all those principles i laid out in the beginning. one of the most unusual things that happened with amazon web services is the amount of runway

we got, which is a gift, before we faced like-minded competition. empirically, ae new way of doing something, if you're lucky, you get about two years of runway before competitors copy your idea. two years is a pretty long time. that is a big head start. reason, and i have a hypothesis of what the reason is -- for whatever reason, amazon web services got seven years of runway before we faced like-minded competition. there were other people doing similar kinds of things, but not the same way, same approach, same mindset. in my experience, that is not unheard of, -- that is unheard of. the reason that happened is, the incumbents in technology for

enterprising, infrastructure enterprises, thought what we were doing was so damned weird that it would never work. so we kept very quiet about it. we knew it was working. we would read news stories and say things like, do you think anyone is going to buy mission-critical enterprise infrastructure from an online bookseller? and we would look at that, certain people were opining on that. we would look at our business statement and be, like, we are. so we kind of knew. we got very lucky, that was a gift. what that allowed us to do was build a gigantic advantage in terms of the features set in the service offering and the cost to structure and everything else

you cannot wave a magic wand and do that quickly. it takes years and years. charlie: the central point seems to me -- jeff: we're not stopping. every year, 500, 600, 700, 800 new teachers. we keep pushing on that. the team does an amazing job. charlie: amazon prime, the second pillar, some 65 million members of amazon prime. jeff: we do not reveal that. [laughter] crucial why is it so for your future, prime? prime -- what we want prime to be, and have developed into overtime, it is the best of amazon. prime, we want to have our core service be outstanding.

anybody who wants to use amazon and not be a prime member should have a great experience. people who are not prime numbers can still get free shipping. they have to get above a certain i think it ise, $49. if they get above that $49 hurdle, then they can get free shipping. what we did with prime is say, look, you can get free shipping without joining prime. but if you want fast, free shipping, our best service service, you need to join prime. charlie: $99 a year. jeff: yes. and we added time video, a successful new benefit. we started many years ago. we added 10,000 or 20,000 shows. they were all reruns, things

like "gilligan's island." it was a, by the way offering. you are already a prime member come here is a benefit. we know it is not the most important tv shows in the world, but it is not costing you anything extra. doingw, and now we are and the award-winning and golden globe-award-winning content that you get access to at no additional charge, just being a prime member. charlie: getting into the creative part, how did you get into that? jeff: there are two coupe different ways. we start with the customer-centric point of view. if we are going to make original content, which amazon studios is doing, how can it be better or much contentm so that is out there that you could license already and not have to make yourself? thefact of the matter is,

over-the-top streaming services with a subscription model can -- can make different types of content. a show like "transparent," which has won golden globes and any -- emmys, could not successfully be done on broadcast tv. broadcast tv needs a much bigger audience. we want to make shows that art somebody's favorite show. you can be very happy if you have a big show that is 20 million people's favorite show. you can think about the creed of process differently, attract different storytellers, go for stories that are narrower but incredibly powerful and well told. "mozart in the jungle" is another one that has won golden globes and emmys.

i do not see how back could be successful on broadcast tv, either. we can attract a different type of storyteller that wants to tell a different type of story. the other things are just tailwinds in this business happening because of netflix and others. 10 years ago, you cannot get a list talent to do tv. they perceived it as stigmatizing. today that is inverted. today, a list talent wants to do serialized tv. because the quality of the storytelling is so high, it is flipped on its head. charlie: i listed three pillars. what might be the fourth? jeff: we do not know yet, is the real answer. we do a lot of different things. the fourth pillar will rise and distinguish itself. we will put energy into many things. i am optimistic about things like amazon studios, original

content become -- could become a fourth pillar on its own. what we're doing with natural language understanding and echo and alexa could be a pillar. charlie: everybody talks about artificial intelligence. jeff: rightly so. that, andnlarge on the idea of what echo is and how it may very well be the intoning on the edge artificial intelligence of benefits everybody? jeff: echo is a small, black cylinder that has seven microphones on the top, and a speaker inside and a digital processor and other computer inside. it is wi-fi-connected to the cloud. the artificially intelligent agent that lives in the cloud, can talk to you through echo. one of the interesting things

about echo the device, it uses those seven microphones to do something where he can hear you very well, even in a very loud kitchen environment, for example. you have the dishwasher running and the stink running water, maybe somebody is playing the television set in the living room. and alexa can still hear you because of the digital single processing. you can say, alexa, what time is it? what is the weather today? alexa,tural language -- play a certain song, etc. it has been a big hit, we launched it a few years ago. it has vastly exceeded our expectations in terms of volume. we have literally thousands of people dedicated toward working on it. charlie: google wants to be in that business. standard, we got the

two-year, 2.5 year head start. charlie: let's talk about "the washington post." you bought it without doing any due diligence. john because i knew grandma for 15 years. he is possibly the most honorable person in the world. all of the awards in great things about "the post" for me. no amount of due diligence could've brought more clarity than just talking to him the first several hours. charlie: why did you buy? because it isff: important. i would never buy a salty snack food company. but "the washington post" is

important. it makes sense to take something like that. i am also optimistic. i wanted to be a self-sustaining, profitable enterprise. that would be healthy for "the post," and i think it could be done. our approach is very simple. it is hard to execute, but the approach is simple. we need to go for making a relatively large amount of money per reader, on a relatively low number of readers, that is the historic model of the "the post ," versus a relatively small amount of reader on a very large number of readers. that is the new model. charlie: that is your business model, isn't it? jeff: it is a better business model for the internet-era. is unusual, and this is why i'm so optimistic about it has historically been a local paper. a very good local paper. but it happens to be a local

paper situated in the capital city of the united states of america. it has a geographic location, superb from converting it to being a local paper to even a national and global publication. that is a gift to the internet brings. to do national and global publication in the days of print, super expensive. you have to figure out how to have printing presses everywhere, physical distribution. today, that peace is easy. to get global distribution in a digital form, is extraordinarily simple. charlie: because it is an important newspaper, in the nation's capital, the most powerful nation in the world, did you want it because it would give you political influence? jeff: no. [laughter] jeff: and one of the reasons don like to me as an owner is because he did not think i would politicize it. because it is in the capital city of the united states of

--rica, it should not be take the british model of you know the left-wing wing paper or right-wing paper. there are people, if they had bought the washington post, what have converted it into one of those directions. it would not be healthy for the country. request, i am sodamn -- i am so damn busy. faster: we talked about not at the international space station for i do not know how many days. what is it you hope to accomplish in space? up.: this is -- let's back this is a childhood dream. i fell in love with the idea of space and space exploration and to when i was five years old and

watched neil armstrong step onto the moon. you do not choose your passions, your passions choose you. i am infected with this idea. i cannot never stop thinking about space. been thinking about it ever since then. , when i started blue origin, the name of this space listny, i did not make a of other businesses in the world where i thought it might get the highest return on invested capital. it was given by passion and curiosity and a need to explore things i care about. have, over time, built a brilliant team who were now over 800 people at lou origin. we have a suborbital tourism vehicle called new shepherd, that flies like a regular rocket when it launches, and lands on its tail like a buck rogers

rocket. we have used the same vehicle, it is reusable, we have used it five times. charlie: and that is key. jeff: it is absolute key. if you ask the question, why is a struggle so expensive, there is one reason. it is because we throw the hardware every time after using it. it is all expendable. even in the past and we have done things that were semi-reusable, they were not what i would call off herbal reusability because they were disassembled, assembled, and put back together. you can imagine how expensive air travel would be if after your hawaii vacation, you get to -- they throw the 747 away. it will be super expensive to get to hawaii. they disassemble the whole thing, inspect every part, and put it back together before you can fly again. that was a problem with the space shuttle.

it is really important that you designed the vehicle from the beginning for highly operable reusability. the propellants are incredibly low-cost. people do not know this about rockets. but a big rocket says -- say has one million gallons of talent, some is liquid oxygen. that costs $.10 per pound. $60,000 worth of liquid oxygen. at the fuel costs, a few hundred thousand dollars in propellant costs. in the launch, it costs on the to $150 million. millionou get from $100 to $300,000 a propellant? it is simple, you are throwing the hardware away. engineering talent is involved in creating a reusable vehicle that is gigantic.

if you do that, it is a game changer. why was your original question. i believe it is incredibly important that we humans go out into space. you think aon if long-term, we need to do that to preserve the earth. i am not one of the plan b guys. there is a kind of conventional wisdom that is quite common, that one of the reasons we need to go into space and settle another planet is that it is a backup for humanity, if earth gets destroyed, at least we have this other place. i do not like that approach. that is not motivating for me. charlie: you got together and started a company called grail fighting cancer. the idea is? jeff: the science behind that is unbelievable. tumors shed little bits of dna

into your bloodstream and you can use sequencing technology to amplify those things and to detect cancers very, very early. for a lot of cancers, early detection is a big deal. the science of this is very promising, very real, and it might not work -- and it just might work. charlie: thank you. ♪ charlie: susan wojcicki is here,

she is the ceo of youtube. they have over one billion users and 88 countries. her history with google goes back to 1998 where she was employed 16. she has made pivotal contributions, especially in advertising. she has been called a consummate google insider, observing not many people, and few women, are part of larry page's inner circle. i am pleased to have her at this table for the first time. welcome. you should have been here earlier. i will take the blame. susan: thank you so much for having me. charlie: when they moved to alphabet, some thought youtube might lift itself from under the google umbrella. susan: the idea of alphabet was to be able to give a scalable

platform. hasle and alpha that now, expanded into -- alphabet now, has expanded to fiber, medical, cars. youtube, you might think would become an independent company because of the brand we have. we have over one billion users, the reach we have. yet, youtube is an integral part of google. our mission about enabling everyone to have a voice and be able to have a large collection of video, is similar to google. we are integrated in so many different ways. we decided it made sense to keep youtube as part of google. charlie: it was acquired 2006? susan: yes. charlie: when did you decide this would be big? or is that the reason google bought it? susan: early on, we realized it could be really big.

there were a few insights. that peoples, already -- all over the world wanted to upload video and have it be shared. when we first charted we had a basic link and said, update -- upload video. incredible -- incredibly, people did. insight,the first well, people want to share their video with the world. the second insight, more surprising, other people wanted to watch regular people's video. hit,ember we had our first these two students in their dorm room, singing to "the backstreet boys." they were so funny, so creative about it. had -- wes that we just saw, this was a hit, people

wanted to watch all sort -- all types of content. charlie: he said youtube has grown up. what did you mean? cats: youtube started with and interesting things they saw along the way. then what happened is, people realize, i and viewers -- realized they got a lot of users and viewers. some people created -- became professional youtube creators and made a living making videos. it is a next-generation media company. these are people who have a global brand. a lot of times they have millions of subscribers. they are making a good living on youtube. they are extremely well known, extremely famous among their demographic. now we have youtube, a collection of a huge amount of video content.

there are many professional youtubers. tv also uses it youtube as a way to put their content on and ofmoted and have it be part a site where there are one billion people coming every month to watch video. charlie: google was born in your garage. susan: yes. standardtwo guys from -- stanford showed up and said, we want to use your garage. susan: yes, i was looking for someone to pay the mortgage and they were looking for a place to rent. it turned out to be a pretty good match. they moved in. i was just looking for them to cover the mortgage. i was not looking for a hot startup or new search engine. charlie: not your career? susan: i was happy where i was.

i was looking for them to pay the rent. and they successfully paid the rent and in the meantime i learned a lot about google and realized, they are onto something. then i decided to join. charlie: people ask you this all the time -- what is the next big thing, the new frontier? is a virtual reality, machine learning, artificial intelligence, or all of those? or something else? susan: those are all really big questions. certainly all of them you mentioned, whether it is vr or all ofmachine learning, them can play a really big part in our future. if we were to look today and say, what is playing a big role in our lives today, we see something like machine learning being really powerful. -- we have for us 400 hours uploaded to youtube every minute. to the to match that billion users that we have coming to our site. how do we do that?

learn, have systems to figure out the best recommendation, -- charlie: [indiscernible] susan: the machines will teach the machines something. we give them an initial set of information for them to be able to learn something. from there they can make recommendations. otherwise, it is not scalable for us to recommend all these videos are right to you or the next person over here and have that be the right set for them. machine learning has been incredibly powerful for us. thatie: someone said to me is something they talk most about these days, machine learning. susan: we are using it today, it is useful and powerful today. vr is an example of the technology we think can be really powerful in the future. i say it is still very early for

vr. how can you have an experience in video where you are watching and fully immersive in that video experience? that is a new art, new experience. it is hard to do. there is a platform, content. how do you figure out how to build content for the platform when there are not that many platforms yet? we tried to make this really accessible. we came up with something called which is made out of cardboard, a way of taking your phone and putting it into the cardboard and having it be a vr experience. we are looking to make it a low-cost, easy experience for people. charlie: define a youtube star. onan: someone who has been -- created videos, and has a

large number of followers. large their videos have a number of views or they have a large number of subscribers. 10 million subscribers, for example. that would be a successful youtube star. if you talk to teens today, they did a study where they pulled teens and said, who are the biggest celebrities? eight of the top 10 were youtubers in 2015, when they did this study. these are real stars. how can we help these youtubers take it to the next level? we have been creating original programming. we have been focusing on our youtube team. we have been working with traditional talent and doing a new medium. they traditionally do blogging or a video with us, maybe a series, they do it with other youtube stars, traditional media. over 30 original content pieces so far.

that is part of our subscription service. we are seeing some really good traction. charlie: no one has been a stronger opponent and more active in issues of gender discrimination in silicon valley than you. tell me how it is changing. susan: it is a really important issue to address. maybe i can say why and how i hope it changes. i see that the change we are going through right now, from a digital perspective, is similar to a change that we went through with the printing press. suddenly, there is an incredibly new set of information that was not just available before hand to users and information is seen in a massively new way. that the number of women who are getting degrees in computer science is only 20%. if you look across the panies, they- com

are maybe 30%, 1/3 of silicon valley. charlie: [indiscernible] susan: that is a good question. i think there is a misunderstanding among young women and girls about what computer science really is. they may see it as a more geeky, less attractive field for them to go into. when in truth, it is incredibly exciting, fast-moving, social, creative. if you think about this, this is one of the major forces we have right now that changes all parts of our world. technology is changing so many parts of our world. we need to have more women there. it would be like having the printing press, but only 20% of women can read and write. writly 20% of women can whate would be all the great literature you are missing,?

it would be a lot. it is important to encourage women to be part of this change. charlie: is silicon valley were -- waking up to this reality? susan: there has been more discussion. not asty numbers are strong as we would like them to be. there's been increased awareness about doing more to support women in the tech field. charlie: and avoid discrimination? susan: and the issues we have had. i put out a piece in "vanity fair." i recommended three things. first, it needs to come from the top. it needs to be the leader of the tech company that says we need to make this a diverse environment, we will work on it as a management team. teamswe need to give the the right resources to execute on that. but you also need to enable the current diverse teams to be successful. the worst thing is, we have some

diversity, but they are not happy. how can you make sure you understand what their issues are? , the one woman in the group, we want you to organize all the women's events. that is not fair. -- ay, everyone can be in mentor and advocate in some way. i have had amazing mentors at google. behind the scenes they have helped me in a number of ways. when i needed help and was concerned about something or needed someone to guide me, get me invited, they reached out for me, and i have them to thank. women, your mentors and

advocates can be men, actually have to be men, because the leaders in silicon valley are mostly men. so they need to reach out and find the next generation to support them and grow them. charlie: at apple, they have a meeting every monday morning of every week. and allowed me to come in see it once. tim directs and all the key people there, i forgot how many are there. i have heard there is a similar meeting that larry page conducts at google on friday. is it true? susan: we have a meeting -- it used to be on friday, it is on thursday now. it was called tgif. meeting, ancompany opportunity for anybody to be able to ask -- a, to go over key things that happened in the week. an opportunity for anyone in the company to ask a question. yes, we have that as a tradition. i do something similar at youtube. i do my own friday because google mood -- moved to theirs

to thursdays, so i can do fridays. different teams present, sometimes you see an update and say that is cool. sometimes you say, this is the future. i am seeing it for the first time, and the world is changing. charlie: our success as a nation has been in part, beyond our values, constitution, and values of this country, has been our lead in technology. one of the questions you have to ask yourself, how do we maintain that lead? susan: i agree, that our lead has come -- i think technology has been a big factor in that. that, theremaintain are many things we need to do. one thing we can do as a nation is, at market pewter science training in our schools. computer science training

in our schools. we all take allergy, whether or not we become doctors. how can this generation be prepared? if they can embrace technology and learn technology -- you do not need to learn everything. just enough that you are willing to learn more. wish we would be able to offer computer science and all the schools. that would handle the differences with minorities. it would solve so many issues. and it think about the next generation growing up, with strong computer science skills, that would be incredible. i am very optimistic about the future and opportunities it will the ways that we as humans will be smarter and better because of technology. it will enable us to do our jobs better, make better decisions, and rich our lives. i am excited. charlie: pleasure to have you.

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one of silicon valley's most respected and savviest investors. in 2002 he founded a linked in -- linkedin. in june, microsoft bought linkedin for more than $26

billion. he has a venture capital firm that has had some of the biggest successes, including a bet on facebook, dropbox, and airbnb. to microsoftedin for $26 billion. how long ago did you form this company? almost 15 years, late 2002 was when we started working on it. it has been a labor of love. at what place was facebook at that time? facebook in 2002 had not been found it yet. charlie: he was at harvard? reid: he either just got the harvard. charlie: you started linkedin before facebook was a reality? reid: and there was trendster, which most people do not probably remember.

placee: they needed a where people of a similar interest in terms of their professional lives could communicate with each other. was, we allought have our identities online. professional identity online can make a difference for what kinds of jobs you can find, economic and learning opportunities. the best way to improve the system is to enable people to help each other. i am connected to you, you say, do you know this thing? that was the basic idea behind linkedin. charlie: how many use it? reid: over 430 million. charlie: facebook has 1.3 billion? reid: it may be even bigger than that. charlie: where can it go? what is the possibility of linkedin? help to enable every professional, someone that can learn better skilled at their jobs. ands not just lawyers

doctors. it could be a coffee store manager, anybody, able to change their economic trajectory, to make better of themselves in terms of what kind of economics, what kind of job. charlie: they may have ideas or connections? reid: learning opportunities, anything that allows you to invest in yourself and have a better economic outcome. charlie: why did you sell it? i, we leadjeff and the same way. how do we enable our members to have the best possible experience of investing in themselves? it was a long, very thought out decision. combining with microsoft -- their primary mission was to computers productive. -- they care about individuals. one plus one can be much greater than two. is it five or 10?

missions asn our collaborators. this can help us with our mission. people use microsoft products productively every day. we can underlie office, windows. charlie: when you look around at the big five, it seems like the best fit? reid: yes, for our mission. to help individuals with the best possible economic opportunities, help them be productive. those are the things we care about it linkedin. we are perfectly happy with people being entertained, having a public discourse on funny cat pictures or anything else. that is great, it should be part of peoples' lives. that is not what we do. we help you get to the best possible ways of doing your job.

has there been an acceleration of growth in the last several years? or has it simply been studying? reid: it is been a light acceleration with big numbers. charlie: [indiscernible] us 468 to get to our first one million members. charlie: talk about virtual reality. reid: they have been many cycles were people describe virtual reality is the next big thing. we are in another one of them. each time, virtual reality is better. if people have not checked out virtual-reality, they shouldn't. the science fiction a may be taking classes for kids, maybe "theiscussions, may be charlie rose show" will be in virtual-reality.

seere we see those, we will more mass-market adoption of a movie thing or entertainment thing. the technology is definitely good enough. are we there yet? charlie: you mean film a movie in virtual-reality? reid: and the way you would show up to experience a movie. if you are watching a movie that had been made for virtual, you would feel like you were on the set? reid: you would actually be a character in the movie. that would be the way you would experience a. -- it. is it three years, five years, seven years, 10 years? charlie: artificial intelligence, which i am enormously interested in, give us the lay of the land. give us a sense of everybody -- whether it is facebook, google, anybody -- reid: most techniques have amazing results, whether it is

deepmind byfrom google, or reading cancer charts better than the vast majority of doctors, or the ability to do self driving cars, all of these things, the techniques -- there has not been a game changing new algorithm. there is the cloud and a lot of cpu's and the data. you can use them on a much bigger scale. that is what has created the new current ai revolution. the way to think about it is, the decisions human beings can do in a second can now be through large data sets, trained to massive server farms, can now be done by computers. this of images, parsing of language, driving. you decide to go left or right,

stop, brake. all of that classification comes to these deep learning networks, which allow the program through integration of multiple human life lines of data, that is how they computer does it, it in just so much data, it can now make decisions like humans. that is a revolution we are seeing. it will go from self driving the medical, to parsing language. literally, the sky is the limit. can figure out because of algorithms it has and howdevelopment of the app, to analyze all this information? reid: they are classifiers. is this a or b? do i go left or right? and there is supervised learning and unsupervised learning for teaching. goes in and says, these

of the cases when you should decide this is an a and when it is not. unsupervised gives it a very -- a simple example, a robot, i want you to move from the side of the warehouse to that side of the warehouse and i am not going to teach you how to move or walk or roll or hop. i will give you a score with a gps locator moving toward the right thing. the robot will learn -- some will walk, some will roll, some will hop. that is unsupervised learning when you do not teach it the specifics. charlie: it teaches itself? it teaches itself by doing what -- trial and error? algorithms are smart enough that they'd build

sub platforms. legs this way, my score at getting closer to my end goal when better. that is good, so now i am teaching myself how to walk. how do i do that better so now i can walk? that is the kind of thing that is the magic what we are seeing with these algorithms and modern artificial intelligence. when you take all these kinds of things -- is there anything about this that worries you? reid: broadly, like many folks in silicon valley, i do think technology leads to progress. there can be a lot of pain sorting it out. it is notan happen, that everything is good, that is foolishness. our notions of privacy change. if someone described facebook before it existed, you would think it sounds like an awful invasion of privacy, and yet over one billion people using

this every day. ist being said, what is key to surface issues to pay attention to them and navigate the technology to get the most benefit. worriedave boys been during the industrial revolution, the manufacturing revolution, the information revolution, about the downsides. and they should be. it is not wrong to be worried about them. but if we look at our history, we are a lot better off when we deploy those revolutions and figured out how to make humanity better. we have industrial revolution, we put in child labor laws. there are things that are really important. we need to solve privacy, we need to solve privacy of medical data and that kind of thing. but, if we can get all of the medical data and some kind of computations in an accessible way, we can live healthier

lives. we can identify key diseases earlier, those things are important. broadly speaking, i am a utopian. let's take a classic one around ai, which is, will we have a labor translocation? the short answer is, yes. we should be trying to do something about it. charlie: in other words, robots will be doing jobs we have today. reid: it is already happening in manufacturing plants. as a society, help the people who are being shifted to find other productive ways of being good members of society. it is not welfare. my job here matters, and we should do that together. both as entrepreneurs and governments. the big one will be self driving. ♪

alisa: i am alisa parenti in washington. you are watching "bloomberg technology." irma is now a category five hurricane. the monster storm continues to gather strength as it roars toward the caribbean. it is the strongest atlantic hurricane since rita in 2005 and comes less than two weeks after harvey devastated parts of texas. the storm get it florida this weekend. south korea's navy conducted an exercise as seoul continues to put its military might on display. the show of force follows north korea's launch last weekend. pyongyang blames the u.s. for