♪ emily: i am emily chang, and this is the "best of bloomberg technology," where we bring all our top interviews from the week in tech. the iphone x is here, price tag $1000. the u.s. appeals court clears the way for alphabet's waymo to get to trial. the ceo brings out the case in a bloomberg exclusive. another exclusive. the blue apron ceo discuss the

transition to publicly traded company. life after an ipo with shares down and the strategy for fending off growing competition. first to our lead. apple uttered in a new era for the iphone tuesday. e of new unveiled a suit products with the iphone x grabbing headlines. >> the most advanced iphone we've ever made, the incredible new design. true depth camera system and more powerful camera technology than we've ever put in an iphone before. it really is the future of the smartphone. they roll out a tv set top box. we spoke with bloomberg technology's mark gurman to get their first impression. >> is a nice phone.

i'm sad that it doesn't go on sale until november as it -- as a fan of the product. that mrs. a whole term of sales. it will be interesting to see. it is nice. emily: it is light and small. especially if been carrying a iphone 7 plus. what struck me was the height of the screen. you don't have to scroll so much and the facial recognition technology. it is quick and putting in five fingerprints. i feel like i was the first person outside of apple to enroll my face in phase id. the quick setup process works well. if you have an app on your phone it will convert to a face id app. the integrated well.

your: i'm curious from perspective looking at the big picture, how big of an upgrade cycle do you see this will actually be given that 80% re: have an iphone. the biggest change was not having a phone to having a phone. i think it is a big upgrade cycle they are facing and one of the things that apple is found is that when people -- when they upgrade from an iphone to another iphone, it is a system in which they tend to stay. leave anden people android device they will switch to an iphone. over time they grow that larger margin. the time between buying phones as they go on longer and longer would should just the upgrade cycle could be a big one for apple. the question is we could sit

here and speculate, but the wenswerable question, will as consumers feel the need to get this device. these bells and whistles, they are in an obvious way not with the experience with your phone, but the experience with looking at your neighbor using the phone is the thing that going to help them sell this. the facial recognition stuff might be more pleasurable to transfer the user, but it's something the person who is yet to upgrade is going to see and they will respond by getting a new phone. emily: it is a new phone factor. new design and several analysts and suggested to me that it might discourage people from buying the iphone 8, why would you buy it if you can spend a little more and get the most expensive phone. i was speaking to jean at the event and he said nevertheless it will be a home run. what do you think?

>> the 10 will be a home run. i don't know why anyone would buy the eight. the thing i was surprised about they raise the price. it is now $700. now you're about $300 between the eighth and the 10. you look at that in terms of dollars per month. or six probably five more dollars a month. i don't see why people would not get the 10 if you're on a smaller plan. why is is not coming out to november 3? be in theould there store? maybe for five of them. they have more capacity, they filled up. think they are saving up for a big november 3 launch and try to have as many of these phones as possible. emily: it will be available more on the third than the typical first day. >> multiple countries per wave,

it's a big expansion of the iphone. emily: i want to talk about the apple watch. they emphasize the health .eatures of the apple watch they introduced with a surfer wearing the watch while riding a wave and getting a call on the watch. obviously i know you are obsessed with the trackers, apple said today this is most popular watch in the world. what is your take on just how much bigger of a category the watch can be for apple? >> i don't know what people are going to do for business plan. they threw bunch of things out there to see what would stick. dr. oz was there when they announced the watch and when we got to cover the event. they have always thought health was going to be a part of it. what they figured out was --

they had a lot of success with the product again focus on fitness. it seems that apple has figured out as much as they thought fashion would be a part of the watch, the fitness is the thing. certainly showing off the waterproofing capabilities that other devices don't have in a ,ery big way, be it paneling i'm all for the paddle diva. but also everything else. emily: apparently it works, that's what they say. let's talk about the apple tv that they unboxed. they demoed the four k capacity. it is impressive, but not if you don't have a four k. >> this was a big shock to me. if you have 1080 p video in your library, they will conferred k videowo free to the 4

format. that's not what i'm at and they would do. typically if it's a different quality they would charge more for the higher-end. we are upgrading them and them when you buy new they will charge the same price as they did. it's a great thing. emily: cory johnson and mark gurman there. the rush into the demo room right after the keynote presentation got his hands on the new iphone x. >> we do have one more thing. [applause] ♪ >> we are here at the steve jobs theater at the new apple park campus. this is the new iphone x. you can see it has the screen, up there little notch for the face recognition center. stainless steel edges. this thing looks really nice. the screen makes other colors pop out.

you can see the time. you can flip the status bar. bottom charger and this has wireless charging on the back as well. the screen is 5.8 inches, so it is bigger than the iphone 7 and the iphone 8. overall this feels like the size of an iphone seven or eight. i know people have been asking about the side button. it is longer and you can hold it down to activate siri. double-click for apple pay. to go home you swipe it from the , bottom and you can go invoke multitasking from there and swipe between different apps. you can see so many more texts at once and it is great for video. this goes on sale november 3 after preorders at the end of october starting at $999. there is also a 256 gigabytes

version as well. emily: mark their giving as a first look at the new iphone x. coming up, president trump has blocked a chinese investor from buying a chipmaker on security concerns. we will discuss what it means for relations between the countries. we speak exclusively with blue apron ceo matt salisbury. ipothoughts on life post and their strategies were fending off the competition. this is bloomberg. ♪

♪ emily: social media is now a red-hot focus of robert mueller's investigation into the 2016 election and possible links to president trump's associates. that is according to u.s. officials. the team of prosecutors and fbi agents is zeroing in on how russia spread fake and damaging information through social media. his team is seeking additional evidence from facebook and twitter about what happened. last week it was discovered that facebook had discovered money connected to fake ads. -- fake accounts likely run from russia. has blocked ap chinese backed investor from buying oregon-based semiconductor, just the fourth time in a quarter-century where a u.s. president has halted a foreign takeover of an american firm because of a national security risk. these burned buyer is a

privately equity firm backed by a chinese state owned asset manager. our editor at large, cory johnson, spoke to ian king about this story. >> a very small company. a billion and a half dollars is nothing in a market like this. they make programmable types. >> programmable logic. they can use these whether it's an automaker refrigerator maker and they don't have to design the whole chip, they can make it do certain stuff for them. >> they have been used when you design another chip because you map it out. we know it works. >> you can use this because it has a lot of optionality. then you specify the chip once you have done that. >> you can change its function after it's been locked out. >> this doesn't seem like, it is complex. it doesn't seem like really complex technology. >> no.

this is obviously not a large company. the product itself could be used in various ways, useful to the military and so forth but that is not what we are talking about here. what we are talking about is a broadening of the purview of a change in policy from washington and a hardening of the stance from washington toward china. >> if if french backed venture capital firms, might not face the same sort of pressure? >> yeah. >> the technology in and of itself, is there a suggestion that there could be an embedded ability to monitor the use of these chips, if they chinese government controlled company can see what is happening with these? >> there is an element of that. they are often used in networking equipment. a lot of it based the stations are on phone networks and they

control various functions. i want to stress, quite clearly, security is the stated reason. whether we look at these things fundamentally, the u.s. semiconductor industry, the u.s. government does not want china coming in and taking those key capabilities away from it. >> who else competes in the area? >> intel. zylinx. >> the business was a lot more focused on networking and was bigger. >> they divide the market up between them. >> is there a notion -- this seemed to be a suggestion it was being used in a lot more stuff that he used to be and it might continue. an fpda was an accelerator to another chip. >> the argument has been they have a specific use, even more

narrowly confined to the design of other chips. the suggestion was they would spread and get into data centers. microsoft is using them in data centers now. that is happening but not quickly. it is how the chips can be used. a broader point is, we're seeing the chip industry consolidate massively over the last several years. we are down to 60% market share for the top 10 companies. the market is shrunk like mad. china needs to get into the industry, it doesn't have anyone in the top 10. it is the largest market for semiconductors. it will throw a lot of money to buying its way into the domesticating industry. with things like we've seen today, how will they do that. >> it seems that it would also limit the ability of all the other semiconductor companies to get higher prices in the market with the notion there might be a chinese bidder? >> that is exactly it. if you're a company like them,

what do you do? everyone else is getting together. you haven't been bought and you can't by anyone else. it doesn't make sense. where do you go? one haven was supposedly all this money china had said it was going to spend, that will be the rainy day fund. not looking like it will happen. emily: our editor at large with ian king. coming up, why we may see self driving trucks on the road before taxis. we will hear from the ceo of waymo next.

emily: this week a u.s. appeals court cleared the way for waymo's lawsuit against uber. the car developer claims uber's stole trade secrets for his self driving car. the judge declined to send the suit to arbitration. the case centers around the allegations that engineer

anthony levandowski took thousands of proprietary files from waymo to uber. waymo will get access to a key piece of evidence. a report that aims to scrub anthony from any proprietary information and examining the forisition of his company $680 million. cory johnson spoke with eric newcomer who covers all things google. and influential engineered google, waymo, leaves, starts the self driving company called auto. >> all of a sudden, self driving trucks? what is that about? there is a whole message around monetize well-being sooner. uber buys them a year after he left. >> they buy the auto trucking company? >> a small team. >> they are not pursuing that at all.

they just want to go back to automated. >> uber's focus is self driving cars and they put him in charge of their self driving car effort. waymo digs around to see if any of their trade secrets have gone with him. that is the basis. >> uber wants arbitration because why? >> they don't want it in public. there are embarrassing details that, out. the arbitration claims says it looks like a stretch and they lost. they were basically saying, waymo should be bound by its agreement to arbitrate things with anthony levandowski even though they are only suing uber. >> they are trying to take the arbitration clause that they had with anthony and say that applies to us. >> exactly. >> so now the trial happens? we will get some discovery. the trial in october seems real

soon. >> the key other ruling here, uber suspected there would be issues. they did this diligence and had a cyber forensic firm look into everything lewandowski had. that report has been tightly capped and they have refused to give it up and didn't mention it. finally a judge has said you need to hand that over to waymo. it will be interesting to see what that firm said because we have been not been able to turn up the 14,000 files. that was the explosive claimant -- claim at the beginning of the suit. there were these files that uber had and so far waymo has not been able to say, there they are on uber's computer. emily: sticking with waymo, the ceo was on stage at the bloomberg: sooner than you think conference. he spoke with bloomberg senior

executive about when we will get self driving cars on the road. >> the answer is literally the name of this conference. it is sooner than you think. we have been working on this at google and now at waymo for over eight years. we have driven well over 3 million miles. we have started to talk about the simulation models we are -- miles we are driving now which are more important. last year alone, 2.5 billion miles in simulation. we are to the point now with the -- where the technology is feeling mature and ready, which is why we are spending a lot of time in phoenix and mountain view. there is something in phoenix called the early rider program where we have families driving around in our cars and we are beginning to understand how real people would like to use this technology. that is the last part for us. understanding that as we continue to refine the technology before we are ready to deploy. >> yesterday was interesting in

terms of regulatory framework. elaine cho put out a vision strategy statement, which some consumer groups criticized for taking a hands off approach. allowing manufacturers to test the driverless cars on highway. the same day, highway regulators , pointing more active to the tragic crash of a man last year and a tesla. where do you see the regulatory mind? what are your concerns about taking this tech forward safely? >> if you look at what the administration has done in the last couple weeks, it is encouraging for this technology. we are in the early stages. we really haven't served our first users yet. it makes sense that we are careful and flexible so we don't unnecessarily or inadvertently squelch innovation. how many things of the house of

-- what we have seen in the house. how many things of the house of -- have the house of representatives united behind recently other than self driving cars? which passed a bill recently which having to supportive and in line with what we saw. i think that is great. it bears reminding, there is a difference between the problem we are trying to solve which is fully self driving and removing the human from the car and letting our technology do the whole driving task. the different problem that is trying to be solved today is driver assist technology. there is a difference between those things. that -- >> that is what the ntsb was ruling on. our drivers getting too comfortable these technologies? >> it is the fundamental conundrum we face in this space. we learned it at google prying -- prior to becoming waymo in

2012, we had a pilot experiment where we put employees in cars for highway use. we told these smart googlers, they had to be very attentive, we would be watching them and if they did not behave we were going to take this free car away from them. we ended up having to stop that pilot experiment after a couple months, because those google employees couldn't stop taking their eyes off the road. they very quickly came to trust the technology too much. that is the fundamental conundrum. if at some point the car needs to ask the human to pay attention, the human has fallen asleep, got distracted, that could be a big problem. emily: waymo ceo speaking with brad stone. equifax is still reeling from a massive data breach. it may have impacted anyone in the u.s. with a credit card. can their insurance policy come

close to covering the damages and what are they doing to stop the bleeding? all episodes of bloomberg tech are live streaming on twitter. this is bloomberg. ♪

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♪ emily: welcome back to "best of bloomberg technology." i'm emily chang. the massive equifax data breach could be ranked as one of the largest in history. the hack may have hit 143 million customers. and a class action lawsuit is demanding up to $70 billion in damages. while the company carries an insurance policy for this, it reportedly only covers $100 million to $159 million. we spoke to the chief information security officer at fortune net about the hack. >> i think what it means is the doing it's due diligence to figure out what happened, what the extent of the breach would

be and what they need to do to address the victims of the breach to include probably cooperating with local law enforcement to get to the bottom of it. emily: in europe there are laws against not reporting things like this faster. i believe you are required to report data breaches within 72 hours. wouldn't that make more sense? so that the hackers don't get a head start? phil: what you are talking about is the european regulation called gdpr, designed to bake in privacy protections for clients for companies that handle personally identifiable information. in europe versus the united states, they are a little different. in the united states our model is more one of market forces, with perhaps the end of that continuum being legislation. more specifically here in the

u.s. we go from market forces to public outcries to executive orders to regulation to legislation. that is a continuum from minimum to harsh. in the european union they start closer to the regulation part of the continuum. there are indeed hefty fines if you have massive breaches of private information. up to 4% of global revenue. emily: bloomberg spoke with senator dick durbin who said we are duty-bound to step in on behalf of innocents who are going to pay a price, adding this is an indictment of our current level of regulation when it comes to this industry and others. how do you respond to that? >> i think there is a role for government, the legislative or executive branch. at a minimum trying to incentivize companies to avoid the false choices. false choices between convenience, privacy and security. i want all three as a consumer.

the best architectures can provide all three. emily: what do you imagine investigators are doing right now? explain what is happening behind the scenes. phil: they are looking for forensics. hopefully they are looking to the future. they are looking to see what types of strategies and techniques and technologies they ought to be implementing. things like really good segmentation, both at the macro level and micro level so future breaches' scopes are limited. they are looking for solutions that implement defensive depth rather than relying on point solutions, they might have automated solutions working together. over a security fabric. quite honestly, i'm guessing they are looking closely at what is the best way to communicate with the private sector since so many people were affected by the breach. emily: there are reports it is possibly accomplished by

exploiting certain networks that other major companies are based on. what is the likelihood that many other companies could be at risk of the same kind of attack? phil: we don't have specific information about where the original breach was. there was one company that stepped forward who said i think it might be us. misses software used in 65 of the top 100 companies. what we don't know for the a zero expletive that software package or something that is a patch that is been released. it's important to understand there is a point of entry the perpetrators came in through, but there are likely other points in the network where the network defenses did not live up to what was necessary. emily: would you say the scale of this breach is as bad as it

gets or could it be a lot worse? phil: the scale of this is about as bad as it gets. there is probably not a viewer of this tv show that has not been affected. this is unique both in its scale, number one, and number two in the type of information. this is a matter of me saying i have to change my enough password or address, this is resulted in hard to secure information. my social security number, my date of birth. these are very personal things. so it is different both in the scope of the compromise and the nature of it. emily: what do you imagine is going to happen to all of this information? phil: quite honestly, this is most likely to be a criminal event. i like to categorize it in four categories. one, individual hackers looking to cause mischief through trophy penetrations of companies and

organizations. two, persistent criminals making a buck with private information. three, countries looking to destabilize democratic institutions. four, countries looking to impose their will on other countries in times of crisis. it looks like number two, a criminal element. it is likely they will try to commoditize this private and financial information and sell it on the dark web or other places. emily: the chief information security officer at fortune net. coming up we speak with matt salzburg on the meal kit company, blue apron, strategy for fending off the competition -- that is next. plus ibm ceo and chairman ginni rometty, our exclusive conversation about her vision for the future of artificial intelligence throughout

business. this is bloomberg.

emily: blue apron has had a tough time. shares are down 46% since the ipo. the meal kit company says it sees potential in partnership in its effort to expand its brand. bloomberg spoke with the ceo. from cornell tech bus campus.

-- from cornell tech's new campus. matthew: our ipo happened right at the end of q2. at the beginning of q3, it was it was 3% of our network's volume. we have been investing very aggressively in our supply chain in order to get people new products, more flexible offerings, new ability to monetize our customers with personalized offering and lower infrastructure costs. linden was a big opportunity for us. it still is a big opportunity for us. we still expect it to be our lowest cost operating center. as we moved into q3 with our ramp plans, we were overly optimistic on how quickly to ramp it. there is a lot of work. our business is incredibly hard to do what we do. if you think about operationally what is involved with getting a blue apron home cooking experience to people all over the country, working with

hundreds of farmers, growing ingredients, bringing them to incentives for quality control, portioning, packaging, shipping, delivering nationally in a high-quality way, that's incredibly difficult. >> that is fair but that is the value you are pitching to investors. is that you can figure out these hard problems. matt: that is what we are doing. linden is about a start of a new center. because it took us a little longer to launch linden, we are operating two centers side-by-side. in new jersey, right now. that has additional costs. those are short-term costs because we are closing down our jersey city fulfillment center and opening up our linden the -- linden fulfillment center. we were a little overoptimistic and we realized that as we are getting through q3 but we are working on the number of initiatives, both short-term and medium term in nature to get it

up and running and take on about half of our network's volume. that is what we are doing. >> you are having to do it all in the public eye. would this have been better worked through if you were a private company? matthew: you have to be confident about what you are trying to do. we are confident in what we are trying to accomplish with our business. we are building a company about new experiences, helping people cook at home, and going for a large industry that's in massive transition as more and more dollars move from off-line to online and new brands capture share from old brands that are no longer relevant to customers in the world we live in where people are looking for healthier alternatives, more emotional brands and experiences. we feel good about our long-term prospects. what does that mean? we have to do the things we need to do to achieve long-term goals. going public is one of those

things that has helped make our company stronger through access to capital, access to having capital markets and public currency. for talent and the like. we have to be confident to say we know what we are trying to do, we know who we are as a company. as we execute over time people get to know us better in the public markets and they will appreciate what we are doing. >> i have one other thing i gave -- in the rundown i gave our audience, a stepping down as -- of your coo. this is a reorganization of the structure. talk us through that briefly. matthew: there was an important reorganization we were working on and completed. at the time we announced my cofounder was stepping down as as part of the whole re-organization of the company. as we are moving into this next phase of company life, it is more important than ever for us to innovate fast on emerging

consumer needs, understanding our core customers who want to cook with blue apron but they have a diversity of needs. for the first five years of the businesses life we've been focused on scale. we saw very large and attractive market and we felt the need to attract capital and talent and resources to invest in building a world-class brand and supply chain that allows us deliver -- to deliver great products and great prices. but in this next phase there comes scale. personalization and innovation on new products so we can address new segments of customers that we have historically not addressed because we have been focused on scale and monetization and increasingly stronger ways in terms of revenue per customer. what we did with the reorganization is divided up some of the teams and the company more clearly to allow us to go to new product opportunities. we elevated tim smith and pablo

cazadi. to help divide those and help us accelerate our consumer products. >> the timing of it, you came out with a team. post-ipo. you pitched your story to public market investors and you turn around just weeks later in a reorganizing the dna of the company. matthew: no company should sit still and do nothing. my job as ceo is to every day, do what i can do to improve the business. our job as a company is to take one step forward. every day we will continue to do new things. in terms of the exact way we have personnel structured and the like, we will continue to make decisions when we come to the crossroads and see opportunities to improve the company. we are not afraid to make changes.

that is our job. >> you talk about confidence and trust. some of the investors i talked to don't like to see this kind of change so soon. thinking back to that stock chart with your stock down 46% since listing, how do you continue to instill trust in the investment community in your strategy? >> we need to execute and show investors we are doing things we say we are going to do. we need to continue to build value by building a great brand great products, for a supply , chain and continuing to engage millions of customers all over the country. we need to continue to prove that. i think people, as they get to know us better, will begin to appreciate the amazing assets we built and the strategy we are going after. if investors say, we don't want change, i think that is misguided. it is a company's job to continue to change in new market

environments, when they see opportunities. the weakest companies are the ones that are afraid to change. our willingness to continue to change and evolve and build a business in a gigantic market opportunity is something that i as the largest shareholder am really excited about. >> you talk about making more money off your existing users, focusing on that channel as well , as looking at scaling your products. talk us through your biggest opportunities. why are you different? there are so many people out there trying to feed you. why is blue apron different? matthew: the food and grocery market is one of the largest markets that exists. it is not a winner takes all market. there will be many brands and kinds of companies trying to feed you in different ways. what we stand for is this love of home cooking and the experience of home cooking and a lifestyle around that. our mission as a company is to make incredible home cooking accessible to everyone.

the reason we call the company blue apron is because chefs around the world aware blue aprons -- they wear blue aprons when they are learning to cook. for us it's a symbol of lifelong , learning and cooking. this participatory component is core to how we engage our customers. it's important to understand. we think of our business as a branded consumer products company, not just a distributor of other people's products. you have to be great at innovating on products around customer needs and have a supply chain to do that in a high-quality, low-cost way. >> those new innovations, touch on some of those. matthew: the one we just announced recently. a couple thing was we announced. we have been expanding our menu offerings to allow us to offer different accommodations of -- combinations of meals to address different customer segments. we have more recipes that are designed intelligently to accommodate wider audiences. more flexibility for our customers. any combination of recipes they want. we announced 30 minute meals

specifically designed to be really fast for people. we might send you pre-chopped chicken, pesto sauce, or recipe for a fast meal. some customers want faster in and some who want more discovery. >> that sounds similar to the core product, for at least the same mealtime. are there additional add-ons? where does the additional revenue come from? matthew: there are a lot. the biggest opportunity is in the core of what we do. emily: that was blue apron ceo --matt salzburg. silicom, our conversation with ibm chairman and ceo ginni rometty. if you like bloomberg news, check us out on the radio. you can listen on the bloomberg radio app. this is bloomberg. ♪

♪ emily: the role of artificial intelligence in business was a focus of bloomberg: sooner than you think. ibm ceo ginni rometty is reinventing the way you use it everyday. megan murphy sat down with her at the conference and asked about watson's impact on business. ginni: we are on a path to hit about one billion people will have a decision impacted by watson in some way. financial services. it's interesting to watch.

some of the biggest banks in europe have adapted more quickly to this. customer call centers. you take 350,000 emails a day, you don't just sort them by keyword for urgency and how to solve them. these are sorted by important , sentiment of a client, that is with the use watson for and for possible answer. i was saying to megan that financial crimes, you think people spend all the time decisioning. if i'm doing a dossier on money laundering, they could take me five hours to pull the data together. now i get the data and i spend 15 minutes gathering. and i do it. on weekends i was with a big oil and gas company. everybody has this problem. an aged workforce. many industries, i can name many in the room, have this.

how do you gather that knowledge? they use watson to do things like safety, making decisions on where to drill, all of that. i was chatting with someone about the weekend and the hurricanes. some of you may or may not know this but we also own the weather channel. any of you on your phones, that is ibm you are hitting when you do your weather. we have now introduced watson to that. over the weekend, 3 billion dots of weather info, a new weather forecast recalculated across 3 billion points of earth. on the weekend with both irma and with hurricane harvey, the most recent one, we held one -- help -- held one million conversations, interactive conversations i had, on how to prepare for the hurricane. and then it was half a trillion

interactions with watson to help 140 airlines reroute. these are things you learn for business that are very different when people traditionally talk about a.i. >> you have touched on the criticism that it's still too dependent on human interface. we talk about financial services, underwriting risk, the weather, they cannot than fast -- that it cannot learn fast enough and it has been not transformational enough to live up to some of the dependency both of ibm and how it's being marketed. how do you respond? ginni: ibm is an $80 billion company. when people say, "why hasn't this grown ibm by two?" that's an unrealistic expectation. it is an era, and you teach these systems. those of you that work with them, they have to learn to teach.

watson is exactly where we thought it would be. watson is exactly what we -- where we thought it would be. and a great example, and when you're a pioneer, people shoot. not deadly but they shoot. health care is an example. when we did our very first oncology teaching watson, the first was lung breast, colon , cancer. it took the doctors a year. this is another key point about professional a.i. doctors do not want a black-and-white answer. nor does any profession. if you're a professional, you don't want it to say here is the answer. what a doctor wants is, ok, give me the possible answers, tell me why you believe it, can i see the research, the evidence, the percent confidence. what more would you like to know? that is really what we are

doing. the first cancer took almost a year, we are down to less than 30 days now. by the end of this year watson will have been trained on what causes 80% of the world's cancers. i find that kind of criticism out of line for what it is we are working on together with doctors. emily: ibm ceo ginni rometty. that does it for this edition of "best of bloomberg technology." we will be live from the tech crunch disrupt conference next week speaking with steve jurgensen and sam altman. tune in each day. 5 p.m. in new york, 2 p.m. in san francisco. remember, all episodes are livestreaming on twitter. that is all for now. this is bloomberg. ♪

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♪ david: what was the human genome project? dr. collins: the entire instruction book for an organism. david: was it harder to discover the human genome or be appointed by two presidents? dr. collins: both have certain challenges. david: how long do think people can keep increasing their longevity? dr. collins: we can tinker with the biology. david: what is the single greatest health challenge the united states faces today? dr. collins: more people died of opioid overdoses than car wrecks last year. it is just unbelievable. >> would you fix your tie, please? david: well, people wouldn't recognize me if my tie was fixed, but ok. just leave it this way. alright. ♪