>> welcome to bloomberg businessweek. kelly at bloomberg headquarters. a big show this week. we start in london where we explore that city's future as a financial hub. backdrop of brexit. we go to south carolina where we talk to the although ceo about the new plant there. what it means for that state's economy and for volvo's chinese owner. story of ith the big

the week, an evolving story about the thousands of immigrant children separated from their families at the u.s.-mexico border. so many facets to this story. we looked into it with editor matthew philips. matthew: the epicenter of this story for the last few weeks has been this one detention center in brownsville, texas, a former walmart turned into a detention center and run by a company called southwest key programs. they are the biggest by far beneficiary or contractor of this government program to take into custody and to care for these children. we ran some data. they will be making probably more than this because the numbers are not current, but on the order of half $1 billion just from the federal government this year. that is a 60% increase from last year. we looked at the economics. it's a nonprofit.

they are based in austin. they run a dozen of these facilities in texas. they are operating in a handful of other states in the southwest. we looked at the economics and how these companies are set up. they are there to provide health services and custody in care. their main client is the federal government. this obviously has a human element. but we wanted to look at the for the magazine at the business side. >> you also talk about the ceo. the man who runs this organization has gotten nice raises over the last couple of years. >> we are learning about this guy as we go. his name is juan sanchez. his compensation has gone from $200,000 to more than a million dollars last year. we are unclear about all the sources of that income. we stand here today. there is a charter school that he is affiliated with in austin.

we are also doing reporting right now about some of the other situations in other states. obviously, look, they are set up as a nonprofit. they are getting hundreds of millions of dollars in revenue to operate these facilities for the federal government. and that is only set to increase. this. 't necessarily say their business model - dash we have no insight into whether - obviously it is a nonprofit, so we are not sure what they're claiming and what they are not. obviously, they are bringing in a ton of revenue from the federal government. >> do we have a sense of how the money is being spent at this facility? >> you can put hard numbers on that. we are still kind of getting to that. a lot of the data we were able to put together came from the agency that is in charge of - that sits inside health and human services. custody of these kids after they are first brought in

customs. that is very backward looking. it does not appear to capture the increase of these immigrant kids flowing into these centers over the past couple of weeks. so those numbers will only go up. carol: just to build on what jason asked, matt, as you guys tried to dig find out more about these organizations, i don't think they talk to you. you have reached out and they had not said anything. do you have any idea how many caregivers per child? what kind of care? health care? food? the conditions? i know some members of congress have tried to get into the facilities. they have seen one that was the wal-mart, buts others have been blocked off. matthew: it only added to the controversy and attention put on this. initially, the policy was not to let media inside these places, nor to let lawmakers - a bunch of lawmakers descended specifically on this one facility in brownsville over the course of a couple of days. a number of senators were denied

access. we have gotten leaked audio from this one particular center from immigrant lawyers that is quite heart-wrenching. there have been a couple of two bloc tours that vn given to lawmakers. they have loosened up. no cameras are allowed. a couple of members of the media have been a lot inside. reports of kids being kept in fenced in cages, on the semantics of it they will battle you, does seem the situation. looks like they are well fed, well care for it, no one is thirstier hungry. they are air-conditioned. in terms of their physical health, they seem ok. but that does not even touch on the mental health. carol: up next, russian missiles starting fights everywhere without having been fired. jason: and how the country recaptured its swagger. an economic comeback. carol: this is bloomberg businessweek.

carol: welcome back to bloomberg businessweek. carol master. jason jason and i'm jason. you can find us online. in the politics section, we tak a look at russia's a defense system. . inon: it's never been tested combat. it has never been fired in any sort of how but has provoked skirmishes from eastern europe to the indian ocean. . carol: we have more from henry. henry: my story focuses on the the s400, a missile defense system that is increasingly popular in the world.

russia is in talks with a number of countries that would be seen esther traditional u.s. markets, saudi arabia, qatar, and it has signed an agreement with turkey. this is a major concern for the united states. that's why i am focusing specifically on this weapon. obviously, there's wider competition in the arms market. but this weapon is interesting because it has a geopolitical dimension as well as a purely commercial one. jason: physically, what does the system do? what does a purchaser a country look to do with it once they have it? henry: it protects up to 50 kilometers. it shoots down any incoming ballistic and cruise missiles. jason: this is associated closely for the last couple of decades with the patriot system. that is something that any

viewer-listener would be familiar with, going back to the gulf war. where does this for the patriot? henry: there are countries which are always going to choose the patriot over the s400 simply because they would not buy russian weapons. what is interesting here is there are markets which you would think the u.s. would have a hold over that now russia is trying to move into, specifically saudi arabia. it is in talks on buying the s400, and qatar as well. the patriot is losing some of its edge. and the issue of the relative performance of the two weapons systems, they s400 has never been tested in battle. carol, there are other countries that have already placed orders and taken delivery on this. why are they doing that? henry: there are reasons for that.

in the case of turkey, why they have gone for the system is because turkey's relationship is deteriorating with the united states and nato and it is trying to find other alliances, and it's a way of entering in a new level of relationship when you have a weapons purchase of this kind. i don't think turkey wants to give up its relationship with the u.s. but it wants to have different possibilities. and hedge its bets. carol: what about the u.s. sanctions that would punish anybody doing business with russia in terms of buying any kind of defense systems? shouldn't that have an impact? why is it not? henry: clearly, it is a concern. the language of the sanctions bill was that there would be reprisals against any significant transactions with the russian defense sector.

i guess it's a question of how you define that. it's interesting that countries are weighing up these possibilities on both sides and are willing to go for something that potential he could have negative consequences for them. jason: in the economic section, not a lot of happy news out of europe on that front, except for spain where there's 3% growth. carol: that is pretty impressive considering that it shrank from 2008 to 2013. jason: we asked what they are doing right. >> the economy has fully recovered above the level that it was at before the crisis. in italy, the recovery is more on paper only. the economy output has not recovered to precrisis levels. one of the things that was different, spain did labor reform. in spain, companies were forced by the crisis to look abroad for new markets. this is something that small and medium-sized businesses have not traditionally done. carol: this is a big thing.

cristina: yeah, it's a mindset. we talked with a bunch of companies about what that meant for them. there is a company that has a very interesting concept. it is sexy. they recycle sea plastic into clothes. half their sales come from abroad. carol: it is interesting because the prime minister has been kicked out. seems to be till coming along. lot of people have coming out saying that the previous prime minister deserves a lot of credit for re-steering spain. he new government has not pushed the reforms, and it has not been very clear about what its agenda is overall. one of the things they have talked about his strengthening

the bargaining power of unions in collective bargaining. bargaining. carol: salaries recovering, rising consumption, and even the real estate market is seeing positive trends. it's above levels where things of different h levels where things are doing well. cristina: the economy looks like it is going to 3% growth this year. exports were up 9% last year. to a record. exports of cars also include tourism revenue. hat's the way they work out national accounts. and we all read stories last year, last summer about barcelona and all these cities being at capacity. those are some of the positive indicators. unemployment is still 16%. that is high. spain has a structural unemployment issue. even with the labor reforms.

carol: it's down. cristina: yeah, down from the crisis when it was 26%. carol: i'm curious how the rest country looks at spain, as maybe being a buyer and seller to the world. export to ion is on the economy. >> cristina: people forget that they have certain advantages, like europe's second-biggest automaker. there is an industrial know-how. so they've been able to mobilize that. in italy, it is less clear how they can leverage their assets already. carol: up next, we talk to volvos ceo about trump's tariffs and opening its new manufacturing plant in the u.s. jason: and the future for london and the u.k. carol: this is bloomberg businessweek. ch

jason: welcome back to bloomberg businessweek. i am jason kellie. carol: you can listen to us on radio. jason: and in london and asia. opening the magazine, we have remarks from the editor and chief emeritus. news, and bloomberg '80s. london back in the carol: he was there when margaret thatcher was helping to make london they financial epicenter back in the day. jason: this was the so-called bong, but his argument is tha brexit is poised to undo all of that. >> london before the big bang, which was the deregulation of very old, distinguished, and antiquated financial system, was sort of from hunger. hunger in the sense that

everything was poor, high bound, lacking vitality, dark. london seemed darker. and what big bang did more than anything else was open the country to everybody in the world. that's really what it did. by opening itself to everybody in the world not only transformed the financial system, but everything in london. carol: there is something you wrote - you said a powerful expression, the big bang, a powerful expression in the faith to improve lives. it is something that we see challenged over and over again, the pushback on globalization. >> yeah, it is very sad. carol: what is the lesson to learn by looking at what is happening with london. they are pushing back to because of the exit.

>> what it is really all about, if we just open ourselves up to the other, we will all benefit. what has happened with the populism, whether it is trump it's manifested in brexit. it's the opposite of that. it's fear of the other. when you have fear, people doing things out of fear, this request -- they sequester themselves. they become smaller, not bigger. big bang was about becoming bigger because it was about and the other in every which way. margaret thatcher was all about i don't care who gets the job done, whether it is americans or our british boys here as long as we get the job done. that was radical. carol: that's a tough sell, right? >> it was a tough sell, but she had performance on her side. the u.k. economy, after big bang, became the leader in europe. prior to big bang, in the decades preceding big bang, it was a laggard. what she did was unlock all this

energy, all this potential. we saw it manifested, especially in the 1990's, and it continued right to the 21st century. jason: part of what she did was the privatization of british telecom, british steel, british airways. that is history that is not too long ago that a lot of people have forgotten. >> when british telecom went public, when it became a public company, it was the proudest possession of britains, a share of british telecom. people were so proud back then to own a share in british telecom. transformation in how people thought. that point hough people pr become very statist, very pessimistic about his future because none of these state-owned enterprises were

doing anything that was successful. they were going to die eventually unless something else happened. and of course, big bang was the vehicle for unlocking the rebirth of british capitalism. carol: and really unlocking so much economic growth. you became a big performer in the eu region. >> one of the things that she did simultaneously was she spearheaded this drive with private funding to build a -- what became known as the tunnel, the train that connected france and britain. jason: that really connected britain to the continent in a new way. >> totally spectacular. that coincided with big bang. it was in 1986 when it was started. that train we all take for granted today actually was transformational. britain became or london were -- more particularly, became the destination of choice for people

across europe. this is where people wanted to be. it was more excited culturally, economically, more dynamic than any other city in europe. and also london became an example for new york and hong kong. it became an example for all of the major cities in the world. jason: what happens now? there is a state of existential crisis, not to overstate it, for london and its place in the world. where do we go from here? >> if brexit goes through in whatever form or fashion, it is chipping away at all the big bang achieved. it is not adding to them. it is making less of what it was. jason: we have an update of a very cool cover about volvo and its ambitions fueled by the chinese. carol: part of those ambitions was opening up their first manufacturing plant right here in the united states. in south carolina. we caught up with volvo's c.e.o. >> we are a truly global country. exporting in re

europe, we will build them in europe, build them in america, and build them in china. this really completes the global production structure. it also means that we are local in the u.s. i think that is absolutely the intention to grow naturally. carol: do you think about the of volvo? a swedish brand, your now owned by a chinese company add manufacturing here in the united states. talk to me about this growing wave of protectionism. obviously, the trade talks going back and forth and the imposition of tarriffs between the united states and china and others, what does that mean for you folks? you are planning to export a lot from this facility in south carolina. >> that is, of course, very

worrying. now however that we have the factory in the u.s., we have a good step forward. we believe in free trade. we also believe it should be fair trade in both ways. that is also what we brought here to demonstrate. this factory, when it is fully used here, and a few years time, we will export as many cars as we import into the u.s.. we will have a balanced trade in about three years. carol: give me an idea of how much will come out of the south carolina facility. know the s-60 you guys are to this week, today. how much do you plan to produce and how much do you plan to grow that production? >> the first step is about one

shift operation about 50,000 cars. that's where we start. after that, within three years time, we will introduce a new generation and use the extra capacity to hold 4050 a year. -- 450,000 a year x that number, that is the same we would import out of europe and china and into the u.s. and more or less the same number we'd import out of us and china into the us. and we would have a balanced trade. carol: it's fascinating, we did a cover story all about volvo and the highs and lows coming off the crisis, the ford ownership, and being owned by gili. people see it in the auto industry, it's quite a remarkable comeback. where do you see volvo in the next few years? you guys have been pretty aggressive when it comes to driverless car's, electric cars. give me an idea where you see

the company in two to three years. >> we will continue growing. first of all. we will be a major player. and very strong. we are really going to focus on the challenges for our business. we need to do something about our carbon footprint. as a safety brand, we need also to be the leaders in the autonomous side because that is the next step. we are putting a lot of effort into those areas. perhaps, we will make volvo stronger for the future and more are active for consumers of the future. jason: just ahead, the ceo of airbus ventures. he tells us why he's putting in alphabet. ith $40 million. carol: plus, getting inside the nintendo headquarters in kyoto is not easy, but our order did

it. jason: this is bloomberg businessweek.

jason: welcome back. to "bloomberg businessweek," i'm kelly. carol: i'm corral massar. still ahead, artificial intelligence to the rescue at hospitals. jason: we also go into the g league, which could be the salvation for college basketball. control control control and a deep dive into nintendo.

jason: one of our top reporters talked his way into the headquarters in kyoto. carol: they are getting ready for a new head. jason: nintendo mania on the here is felix. felix: incredible boom and bust cycles they go through. i think of it like almost like the american movie business or the blockbuster business. every three or four years, nintendo comes out with a new platform, a new gaming console. and you have to get all your fans to move over to this console before you can start selling new versions of the games. and then when it works, it is this incredible cycle that feeds into itself. carol: the initial wii worked really well. felix: wii was a huge hit. the follow-up, the cycle did not go well. that was 2012. between 2012 and 2017, when they released their new console, there was a lot of doubts about the company.

maybe they can't survive anymore. maybe all of gaming is moving to smart phones. this home console business is outdated. they will never be able to do it again. lo and behold, they did it again. carol: what is cool about this county, you write their unusual ability to recalibrate. they have seen the ups and downs and they figure it out felix: they were there at the start of the videogame business. the 1970's, they started making donkey cong the first hit game. the creator of donkey kong, is their most famous game maker. he is still at the company. found someone off to other company. all the game designers and developers and producers have all worked under him. the next level of game makers from college come in and they continue that.

way. eps going that jason: you talk about the genius market move. people lined up to get the new version of the original console that wet people's appetite. felix: what is interesting about the cycle is people wondered how they would market in this new world. it has changed a lot since the 1980's. there are so many digital distractions out there. can you still create the same fervor around your products? they did a really good job of priming in the audience for t release of the switch in part by releasing a rebooted version of the 1980's console. carol: nes. felix: nes classic they called it. they did not make that many of them. all the games are built-in, but it did an incredible job. people in social media were going crazy. they were saying where do i get one? i really want one of these. the demand built up.

they created that prior the to the release of the switch. i'm curious why you are doing the story right now. the company is turning 130 next year. it is not easy to get to the japanese headquarters. why tell the story now? felix: i have been trying to get access to the company and get over to kyoto and see their headquarters for a couple of years. part of it is also to try and explain the cycle they are going through. right now, they feel on top of the world. a hit con sol. carol: making lots of money, right? >> and going through a change of leadership. the current president just announced he would be standing down, handing over the reins to the next generation. and also this notion of trying to really create the last evolutionary leap for a videogame console, which is trying to reach non-hard-core gamers, just general fans. jason: now we are here to talk

about the cover mario, the most iconic image for nintendo. you got to feature him, right. >> he was the first go to. you know, it was interesting. we were able to photograph at their headquarters and it is very austere. that's where the design process started. we wanted to bring the characters into that. that is how we arrived at the cover. all the different characters in the universe are battling it out for the company. being.ell carol: croll this is a contrast. into. is what we got the contrast of the hours and characters. >> we wanted something it would grab the reader and show them familiar characters, bringing a bit of attention to it. it is abstract but you have this classic mario villain.

jason: welcome back to bloomberg businessweek. carol: you can find us online at businessweek.com. jason: and our mobile app. in a feature section, nba crushing it. viewership is up, attendance is popular around the world. carol: but there is a talent problem. jason: that's where g league comes in. we are told what the league is in the mix.ng them d-league, the g stands for gatorade. it is a league if he can get the

top talent of next nba players. opportunity, it may be something that people watch. y for and carol: we see it getting top talent. >> this kid, darius baisley, who was supposed to go to senate -- the syracuse, could be a decided pick. he said, no, i will not go to syracuse. i'm going to go to the g league. it s the first kid to do that had a choice to do something. a kid in 2009 - he was ibb eligible. this is really the first time someone has turned down the big time college scholarship for the g league instead. it's kind of startling. pay will is small. next year, it will be raised to 35,000 for a five-month season. i want a more direct path of the nba. bestt to prepare myself as

i cane. i think the place to do that is the g league. and if you ask the g league, they will say the same thing. they are proud of the fact tha 53% of players in the nba have some g league experience. first time it's been a majority. they are pushing this to become a full-fledged minor-league carol: how do the colleges feel about this? n.c.a.a. >> it is in their interest. they had this scandal where federal prosecutors decided going after coaches and agents and sneaker company executives who were paying bribes to players and their families to steer them to certain colleges. jason: that's the black market. >> that's what i'm talking about, recruiters and coaches who want them to come to their program, sneaker countries that want to start loyalty early before these players turn pro. they are paying tens of thousands of dollars to the families and to these and -- young players. carol: and that's not allowed. >> it's not allowed by the n.c.a.a. rules.

crime. is a federal and they can be prosecuted. that is raising the stakes. he impaneled this commission. in charge. rice was she came back with a report. the first thing you need to do is get rid of this one and done rule. you need the league and the union to agree to change the age minimum. carol: so you do one year of college. >> one and done. when they made the 19-year rule, all of these layers started playing one year at these major schools and then went to the nba. then they split for the nba. which they did not like. these kids are the biggest targets for this bribery market. they would love to see this move over. i think their products survives without it. carroll: what is a potential for big league to become business, in relation to

television >> it is if you have global market for those rights. you have tickets. a lot of these teams are owned by the parent nba team. you have tickets. teams can now sell the cts, the spohn supportships bundled with t big club and a newly viable property. opportunity for the nba. jason: one of the things you point out, the connection between the franchises, the nba franchises, is much tighter in this model. >> this is what they have been pushing. malcolm turner, the head of the g league, it's a direct affiliation, they play close boy. it's a tight thing. they were basically training their coaches their next trainers, the next players. carol: dwyane wade stop to buy. jason: yeah, people just drop by bloomberg to catch up. it was a wide-ranging conversation about lots of

things that dwyane wade is interested in. of course, but off the court, he has been big in business. he talks about his son going off to college. he also talked about florida, parkland specifically. that shooting happened right in his backyard. he was on the scene, very engaged in a lot of activism. carol: you can read more of that interview in the magazine. time for this week's game changer. jason: elevating flexible working to the executive branch. and got more more on the mission. >> a number of different dimensions. it's about customizing the work day to meet everybody's needs. we are not one-size-fits-all. why is work one-size-fits-all? there are strategic dimensions to help people modify their work week. their own individual eeds, how they work, who they care for. we think ba time of day, where you are,

where you are doing the work, but also how ad hoc or preset that schedule is. >> if you look at the data, one of the most surprising things you have learned about how people work or when they worker with a need? -- or what they need? >> there's three drivers in the need for flexibility. you need drivers. caregiving is one. that is caregiving up and down. but also health and wellness needs. we have a population that needs to stay healthy. soaring health care costs. people are that trying to access health, buts can't. we have people they're trying to ask is preventative health but can't. and the third driver is actually all around productivity. we sent to nothing about flexibility that increases productivity. but we don't all unseemly and there are all these disciplines about the science of learning. why are we thinking that we work differently? carol: you have a job board. post-it bard. but you also wok with companies. what is the dialogue? >> we have been around for two years in the conversation has dramatically shifted.

we primarily help companies understand that flexibility or lack thereof, some things are obvious, like diversity, retention, the ability to hire quickly. that's a tough factor for millennials. for what about health and wellness, productivity innovation, all these things that are controlled by a lack of flexibility? if people can operate the way they want to and need to be productive, you can factor in real estate costs. we have a database assessment that helps companies better understand the needs of their population. needs, not wants. that's very important, it's not want to work home on friday. what would enable you to work best. it is an algorithmic assessment. it helps companies understand how big the problem is. what type of flexibility would address the problem? and what operational metrics is that job driving? it comes down to dollars and cents. jason: you alluded to this.

the conversation has changed. what was the catalyst for that? do you think. you talk to ceos and people who manage these operations everyday. >> i think it's a number of things. no.1, labor productivity has been stagnant. there was a great research report that shows productivity is at 4.5%. we cannot ring the towel anymore. we can't get more out of our people. are talking about ex. ing op companies are asking how they manage that overtime. i think there is a social conversation. it is hard to deny what is happening in the public sphere in terms of diversity, women in leadership. i like to think of it that the light is on for leadership. we are at a special time where there's a lot of forces that are driving profitability, but also a lot of social forces that allow this to happen. carroll: up next, the computer that talks.

when a heart stops. jason: the ceo of airbus ventures tells us about his new investment in space catapult. carol: this is bloomberg businessweek.

carol: welcome back to bloomberg businessweek. massar. l jason: you can also listen to us on the radio. carol: and in london and in asia. in the technology section, airbus ventures, alphabet, and and kleiner perkins is setting up a company. jason: what it is doing, hurling rockets into space. we caught with the c.e.o.

>> we are doing investment in early-stage companies, from seed stage. to series c . we do characteristics. we are investing globally. so we do capital in the u.s. of course in silicon valley, where we are headquartered. but also in europe, israel, and asia come out of tokyo, japan, where we also have a business office. and we operate independently from airbus. independently from airbus. i imagine you are into all kinds of transportation travel. what kind of trends are you seeing in companies that you are investing in? is there a certain trend that they all eing, or are different types? >> yes, we definitely see a trend, which is pretty much the backbone of our investment thesis, which is a disruption along the vertical axis. from ground to deep space, there are many companies and products and services, hardware, software, that try to challenge not just the world of mobility,

but connectivity and communications and innovation. carol: one company particular, a i want to talk about, silicon valley startup, you guys, along with kleiner perkins, and alphabet google, are invested in it. about it and why you find it interesting? >> the short and simple answer to your question is possible. the word possible for us means a lot. we believe in the new possible. the things that are used once to be impossible. now enabled by changes in material, changes in computer science, and connectivity and collective and connecting intelligence, there are a lot of things that make those things possible. carroll: it is not using some propel ants or sort of fuel, kerosene or something, to get a rocket into space, but using kinetic energy, like spinning something around and propelling it. that is such a different way of

getting something into space. >> it is a different way. at the same time, it does respect the laws of physics, the notion of possible. f you look at the analogy, i won't get into the specifics of the company, but when you think about the wright brothers and how they challenged this concept of heavier than air can't fly, they look at the biomechanics of birds, the different elements of fabric or material and also a new engine system. but they didn't really invent anything. it was a combination of a different way to look at things in a way that it can be possible. carol: they are building a prototype, right? and it will bell a few years before this comes to fruition. what was it that held promise to you and you heard their pitch and thought this was an interesting idea? >> i think we start the market. e have observed along the vertical axis a vergens of a new economy. we talk about the small satallite market.

cube set, nana said, things that are the size of a printer are calculating the lowest orbits. that is new. it wasn't the case 5-10 years ago. we see this booming economy popping up. it raises the question of how do you put the thousands and thousands of satellites with the right price points in space? carol: give me an idea in the next three to five years, as you get involved, airbus franchise gets involved, and alphabet google. companies, tesla, tell me what we might see in terms of going up into space or even it's a lower orbit, what we might see that is not there today? >> you have to look at this vertical axis again, from the ground to a deep space. and imagine each and every altitude populated with different types of vehicles. so not just aircraft and helicopters, but like a flying taxi. industry is rown booming. can deliver package or in possession.

of the activity we used to do in a different manner. all of that will populate this vertical axis up to space where we can see activities, manufacturing activities, and new types of businesses being lifted up completely in the air. jason: from the final frontier to a french are closer to home. the solution section this week look at sooner than you think technologies related to health care. carol: using artificial technologies, we caught up with the editor. about three companies approach island. >> we wanted to take a look at a handful of ways in which it is just being used right now. carol: it works? >> it works at hospitals and health facilities have decided we like what we see of the results. and it's technology we can easily possess. there's so much technology and -- in hospitals already. you don't want to overload it with more. yet technology is the answer. we look at three ways this plays out.

carroll: juventus - they are dealing with alarm fatigue. >> everything being measured your new as a nurse or a clinician in that setting might become desensitized to some of those sounds. it is based right down the road from camino hospital, they just rolled out this program, this fall prevention software. they did what we have been talking about, they are looking at data, using data and developed a software program that also factors in machine learning and prods nurses 12 or so hours before a fall might happen or something else might happen because maybe they were not as focused on that alarm as they should have been. jason: let's talk about cordy. this is a company using data in different way. >> the software and ai that denmark developed in is basically listening to the voice, picking up on other signals and what it is

saying about the condition of the person. at home, was it because for ems, it is often instances of cardiac address. but people don't know how to recognize it. it can be hard to recognise. cordy has developed a system that actually increases the odds to say that this person on the other end of the phone is in the middle of a heart attack and we have to get there faster. we can't let you going about the king headlines - predicting unexpected death. >> this is where companies and universities are involved. google and microsoft are doing some work. johns hopkins are doing some work. there are several hospitals involved. and they are doing the same thing. they are looking at data. what they are trying to identify the tipping point. they are gathering all the data and the course of some time trying to figure out was there a point where we can identify for doctor and say it seems as they this is when it kicks in, when you have these factors with

this individual. and this kind of a situation. signs croll warning essentially. >> warning signs - doctors have been looking at this and they know that, in all the things they collect, your vitals, your medication history, and everything else they are collecting while you're there and you are hooked up to a bunch of machines, the answer is in all that. what is great now is that computers and machines are being ery effective and helping people to find those points. carol: business week is on stands right now. matt winkler going into london, when he was there several decades ago, before the big bang, which really turned london into this international financial hub. i love his perspective. i have to agree with you . it was my must-read as well. i love sitting down with matt and get in the perspective. he took us back to a 1982 version of himself, right up to the present, and more importantly, with the future

might hold for london as a financial center that is so important for the world seeing that we are in a little bit of now.is pushback te with the of the global world. more bloomberg television starts right now.

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