or next speaker is the third ceo in microsoft's history overseeing a renaissance over to company's culture and strategy in the three and a half years since he became ceo. his new book is a candid account of his life as a immigrant, father and a corporate leader. his efforts to reinvigorate microsoft and its outlook on the future of technology. join me in welcoming microsoft ceo, satya nadella. [applause]

>> excellent. such a fun video. we'll return to those scenes later itch want to start with something that is a little bit more in tune with your own personal personality and that is you've lore of cricket. and i brought something for you. one anecdote he tells in the book, hit refreshes when he is on a conference call -- i want to hand this to you -- he actually likes to hold a cricket ball. i went to the ends of the earth to find this, tell us about your love of cricket, what it means to you and how it influences your life. >> thank you much. this is probably the one thing that people have found out because of the book is i love crick set so i have a lot of cricket balls now, but i really appreciate it. growing up in india, i would say

for south asians, this very english game has become more than a religion. how it happened is just it's one of those artifacts of history, and for me, when i look back, i think it's true in most team supports. in fact the other day i had the great fortune of going and seeing the seahawks train, and pete was explaining how he sets up the training session and brought back memories because some of the coaches i played under and the captains i played under in cricket, these team sports grab you and teach you so many lessons. in my case in dusty fields of the plateau. that is the place where i must have played a lot of crick expect then went back recently and i write about the lessons, whether it's about how to compete, how to in some sense one of the incident its recount

is a captain i played under, one of -- i was a baller and i was balling trash that day, and for this guy to replace me, and takes a wicket. gets us a breakthrough and then give this ball back, and that incident has sort of perhaps had a lot of influence because why did he do it? he could have just sort of broken all my confidence, thrown me off the team, but for some reason he decide i'll give this ball back because i went on to take more wickets and have a decent season. that sensibility of leaders who bring teams along. you can learn from team sport. >> also teaches endurance. believe one type of cricket you like to watch is test cricket. >> host: there's a huge debate going on in the cricket comments because we have a version of cricket like baseball, but

that's the shortest form of cricket but as i live the five-day test cricket. it's like a money, novel. plotsplotsplots and subplots ans beautiful. the debate is how does that continue no popularity but i'm big fan and very clear with the espn cricket. if test contradict crick debt guess away i theying lose one fan. >> you sat down with espn. what was that like? >> it was really fun. i'd never been to lords in london, the home of cricket as they like to call it. i'd been past it but never -- i'd watched it on telly a lot of times but never been in that. so to go toe this hallowed ground and -- it's one of those other fascinatings thinkings that happens when people go to places you read everything about

it. cricket has a lot of literature about and i've read everything. so you back in ask see the players and then have an interview, frank shaw who works with me was telling me, i won't know who was more excited. the interviewer or me. >> let's look at this picture, february 4, 2014, you were named the third ceo in microsoft's history. you're here with bill gates and steve ballmer, the prior two. what was going through your mind at this point and what do you wish you could go back and tell that guy in the middle right now about what he was about to face. >> you know, i am a consummate insider. i grew up in the company that bill and steve built. everything that i've learned, everything about me, has been shaped by the company i worked for, which is microsoft, for now

25 years, and obviously something that wouldn't have happened but for one of the greatest partnerships in business history think partnership of bill and steve, and as i -- i distinctly remember that day and leading up to that day because it's not really long before that day i even now i was going to be ceo. the thing that i was seeking the most, and in particular based on all of the people around me, that -- you see even in that photograph, is asking that existential question, why do we as a company exist? you could say, what sort of a silly sort of way to start but i do believe that. do believe companies exist for a reason. there needs to be a sense of purpose. if there's going to be long-term

success, you can't be bound by one brand, one product, one technology way. have to go beyond that. anything that you started with is not going last forever, but what is that core sense of purpose? that can really help drive. then of course what is the culture that will then help you re-enforce that sense of purpose with every changing technology wave. so those were the things -- i mean now i see it even have to and a half -- in fact, this entire book came about not as some kind of reaching any destination. it's a reflex of sitting ceo going through that process, that hard process of transformation, which by the way is a continuous process. you never, ever reach your destination. how do you keep hitting refresh and being smart about it? that is what i was sort of saying dish was pretty naive, teen three and a half years ago, about all of what i at least now

know a bit of, and all i know is i know -- need to learn a lot more. >> looking at this, it strikes me that bill and paul and then bill and steve, had each other. there was a partnership. two partnerships that resulted in this company, really. you don't have a singular partner. you have what you call the book a legion of super heroes. the slt was the microsoft insiders call it. how has that changed your leadership as a company, the way the company is run, and ultimately the culture of microsoft? >> in fact, steve was the one who switched me on to this. he had once reflected, when he was ceo, about how even in his tenure, and his and bell'stonnure, ball -- paul and bell and then bill and steve built the company. many management attempts came and went but they were constant.

so they could provide the continuity in their own way, and realized when the next ceo is going to be in place, the way that ceo will need operate, it's going be very different. and the business -- when i was talking to paul recently, when it struck me, how different the company is than the company that paul worked at, in terms of its scope, its size, it's complexity, operation us. so the thing that steve was in fact trying to even do in his own tenure at microsoft, was to build more of a leadership team. for me, of course, it's an absolute necessity. there's no way could i operate with the context and the depth. steve could do pretty much anybody's job better than anybody. such immense intellectual horsepower. i clearly don't. the thing i wanted to make sure is bring the team, and also have that ownership for this is our

company, and that's something i always felt. this is not just for the slt. i want people inside the company to feel it's their company so they can use it as a platform to realize their own mission and their own personal philosophy and that is what i believe is applied to the leadership team as well. >> you said earlier you were the consummate insider and said that gave you the credibility, internally to make change. you were not an outside person coming in to make change. now after three and a half years, the stock price has doubled. i recognize you don't have direct control over the stock price but a that's external credibilityow gained through your leadership of the company. what do you plan to do with the external credibility? could you take even bigger betss on microsoft's future, given that kind of rope you have on wall street? >> i think you're absolutely right. tech businesses in particular are about that constant need to

renew itself by taking big bets. in some sense we are -- we have this attribute that things all look like failures until they're not. they're pretty binary transitions because of the network effect in technology. have to see things that are changing long before conventional wisdomment take bets and then go after them in a strong way. so to your point, at the same time the market is going to hold you accountable. base judgment on your judgment, they're trying to make sure that you're able to walk the walk of producing a result, and then they will give you permission. so you have to get, is a describe it to use a cricketing matta for, a batting average that is good. and i think that in microsoft, here we are, 43 years after inception, fighting it out with a whole set of new characters.

not the ones we competed with 43 years ago, let alone ten years ago. that's i think shows that we have the capability to renew ourselves. hit some but miss some but we'll keep at it. i'm very excited about what doing in mixed reality, in a.i. and long things like quantum and all these efforts didn't get started three and a half years ago. it's really bill who started msr. steve started our crowd push. and so these are the folks who long before it is conventional wisdom, these things can be successful and that is key. you're right, as an insider i've been through that journey, but at the same time i was also very grounded on the things that needed changing. >> so along those lines, one thing that struck me -- it's fun to read a book like this as a reporter who has been covering the company because you get the inside information on some things you have been doing and

we have been reporting out and fine out what really happened. apart from the rose petals anecdote, one of my favorite anecdotes is how and you amy hood decided to reorient wall street. you said we're not going to focus as minute on where we are in smartphones. we're going to set a target, $20 billion in cloud revenue, and it was an interesting mind exercise that you went through to try tote good wall street to look elsewhere. it that good approach? would you give thatted a tries ceos in the audience to set goals like that and make them external? it's risky. >> clearly. it's not about looking elsewhere. one key thing we felt that we needed to make clear, quite frankly, internally and externally, is what i the trend that we are really capitalizing on and how are we winning in that space? that i think was going to be very important for the

confidence internally and stormily. the reality was most people even today view the cloud by talking about is, your in competition with aws. that's one spacer but you look at the cloud, we have application we office 365, business applications, azure. and azure has an edge so we want to mike sure that it is clear, both internally and externally, we will have a big business here. most importantly we will innovate, serve our customers. you have to take that risk and it's our ability to walk the walk, quarter after quarter that helped the street in some sense say this a management team, company that can in fact form a true and will never be done. another quarterly call in a few

weeks and i have to show up with amy andshow our progress. that's going to give us permission to keep doing thearchy app ai wo, kwan custom wok, mixed reality. all companies have to be able to perform but you got to also accrue power for the future because your revenue -- one of the major cultural changes we made in the company was not to fall in love with essentially lagging indicators of success but fall in love with leading indicators of success, which is usage, customer satisfaction, come long before revenue profit. we needed to make sure we're really tracking that, not just what we deliver per quarter. >> i want to talk about the future of technology and that portion of the conversation actually starts in an unexpected place. here with your son he was born

with cerebral palsy. walk us through that. >> zane was born when i was 29 years old, and his world has shaped a lot of who i am today, especially one of the more heard parts of writing the book to go back and reflect on it in more concrete as to what he has taught me. as a 29-year-old with both my wife and me, were the only children of our parents, and so when zane was about to be porn, all exciting in the -- to be borne and all exciting in house and thers inry being ready and whether she would get back to her work our how quickly get back to her work as an, architect, but that night when he was born, everything changed. he had severe brain damage which led to cerebral palsy, and i

struggled with it. i struggled for perhaps multiple years because none of the well laid out plans of mine, as sort of a mid level or entry level engineer at microsoft, were out the window itch needed to recalibrate and i felt like, why this did happen to us and me and then it's only by watching my wife, who even right after recovering from their c-section, was driving zane up and down the bridges here to get into therapies, and given the best shot, and that is what perhaps really got me out of my stupor and said what die as a father have to do. over the years, we've been blessed in this community, whether it's the children's hospital, it's the physical therapists the occupational therapist, the speech therapist, the community that we have now

around us, and the connections, and the role of technology. zane has gone through many sort of hardships, medical surgeries and what have you, and there's even one incident i remember, one days was sitting, waiting for him to come out of surgery, and then all of the equipment around me, a lot withwith windows, and i said you -- so just sort of gave me the feeling of understanding of the responsibility even of a platform company, technology company, that's one of the thing that is very unique about microsoft, which is we're in every power grid, every hospital in every critical part of our society and our economy, and we have to take that responsibility very, very seriously. >> how has it shaped your view on the accessibility of technology and making sure that everyone can access the power of

innovation? >> to me, my personal life of course has been a great influence on how i think about the importance of accessibility, but one of the things that i'm seeing inside of microsoft is this universal design and accessibility as a real driver of true innovation. one of the app wed launched recently, which uses the cutting edge a.i. in our cloud or on computer vision, and give anybody with visual impairment the capability to see. in fact angela mills was a coworker whom i worked with very early on as part of my microsoft career was telling me the story how she can now go into our own cafeteria in microsoft, order with confidence because she can see the food. read the ingredients and the

menu, can walk into conference rooms. we have braille rathers and everything but she wants to walk into the conference room knowing that's that's right one, and not barge into something that is not one she needs toker and she can do that with confidence. so is able to fully participate. empowered because of a.i. >> an app called seeing ai. you can hold it up thank you the world and identifies people and tell your the proximate age, kind of like the petri dish for a.i. technology. >> ratal cool and -- it will recognize currency and gives people more empowerment who need it. similarry with learning tools. a very passionate group friday of microsoft who say we have some amazing at the knowledge around reading which -- technology around reading which change the outcome for kids with

dyslexia. you have learning tools or anyone can start reading faster, bet, come -- come present text, steve gleason came to a hack athan -- hack-a-thon. what can we do for somebody -- we have in windows 10, in the fall creators update, eye gaze is an input mechanism. so, i feel one of the thing that is being unlocked this the fundamental recognition that it's not just about accessibility as a.t. technology. in fact we historically anyone at microsoft would think of it as, oh, wow, something you do as assistive technology. >> a niche. >> something you do on top of having built a product. the reality is the one thing it

is true for all of us is at some point in our life, we all need some help with some sense of ours. so we better design products so it can help everybody, and that's what i think we're trying to invoke and the beauty is it's not a top-down thing. it's much more -- if you look at the hack-a-thon. they dent end with just that one week, we do. it takes life after that. with product teams are passionate, and we have a long distance to cover. but what cortana can mean for accessibility. what mixed reality can mean for accessibility. the exciting frontiers and i think it's going to make us better a.i. company, better devices company, better everything company, by sort of focusing in this area. >> great. let's talk about the future. you identify the trends in the book. mixed reality, quantum computing, and artificial

intelligence that are in your view going to drive the future. paint for us, if you will, picture of that future. what is the world going to be like if these three things come to fruition for our grandkids or perhaps our grandkid's grandkids. what you thinking now as you lay the foundation authorize the future? >> one of the hardest things to do is speculate in technology about the future. these three trends broadly, how they manifest in specific terms i think will be very path dependent, depend didn't on where we start. take mixed reality. we've been on this journey where we have been creating middle worlds. we have been trying to create metaphors we find in the digital space. desktop a great example. for the first time we have the

ability to take what you see and just superimpose in your field of view the digital artifacts. in other words, the analog and digital media can merge. you can have a complete immess sir isive experience warrant people call virtual reality, or people can see the two together and that's what people call augmented reality. our view is that a dial you get to set. and we're in the early stages of the devices. but ultimately my -- our dream is that people will have devices which will be like your glasses that you will wear, that you can set dials and be able to sort of really -- all computerrer andend will be mediate by this new media. now, in order to do that, you really need a.i. one that that in the hallow wednesday today is a chip called hpu, the hole holographic

processing ewaned. its understands spatially everything that is happening and is able to do a lock of digital object into real space. it does -- that means it solve his computer vision challenge. think a.i. is going to be very much part of even bringing forth these knew u.i. met fore. like at mixed reality as gaze first, gesture first, and a voice interface. you're not trying to do keyboard and mouse or patch but it's all about gaze and speech and computer vision, and so that is the real a.i. capability you want to build. now, in a.i. i feel one of the challenges we have -- and we talked about all of the things around seeing a.i. or learning tell but take cortana. one thing i'm most excited about

is a.i. that helps me with my more scarce commodity, which is time. every day i send lots of e-mails and get a lot of i'ms and make commitments in e-mails which forget. but cortana save merchandise differ because it said you sent a mail to todd saying you would call on thursday and thursday comes and says did you follow up with nod and a.i. helps me get focused and get more out of my time. something we do with cortana and that's the real currency of our time, which is i always say it's -- a.i. can help you stay distracted by engaging a lot more in things that take away time. but the most real purpose we need to solve for is how does a.i. give you back more time for things that matter the most to you. and quantum to me is if you say, well, this amazing, going to have a mixed result future, all

this a.i., what's anyone thing we need more of? it's computing. in some sense, in spite of all the progress we have made, what is still not solved for -- let's talk about the compute additional problems not solved. we can't yet model that natural enzyme in food production. we can't model the catalyst that can absorb, say, the carbon in the air or build a super conducting material for power transmission. those are all computational problems and if you try to use a classical computer it will take from beginning of time now. so we don't have that time and that's where this advances in quan -- quantum computing is important. they're not going to be juxtaposed with each but i believe these the changes will be profound in their impact in our lives and in our work.

>> all three of these areas are highly competitive. microsoft is far from the only company pursuing them. you've got two competitors in particular in google and apple that have an advantage in that they have their own large base of first parties smartphones, hardware users. how much of a disadvantage is it for microsoft that you don't have that on the smartphone now and how will you overcome it. >> a great question and it's absolutely right. the 300 million pcs sold and there's a billion smart smartphones so, so realize the mathing on the high volume device. take inspiration, quite frankly, from our own history, and how others approached it there was a time when the only harm for all things was the pc. and until it was not. and today of course the

conventional wisdom is that's it, this last device you will ever need and want and have and if you don't participate in it, this second, there's no way, except the two companies you mentioned, were born after or the rebirth at least of apple was -- came not because of their pc share going up. it was mostly because of what they did with the ispot the iphone later. so the question really is for us, how do we meet the reality of today, and then invent our own future. and the way i think of that is, first, let's make sure our software and applications are used on ios and android. offers was there on the mac before windows was even a platform. so this is not new to us. and we want to go and make sure that whether it's linkedin or skype or office, outlook, are

used every day, mindcraft, whether it's game organize productivity and communications, do our best work on ios and android. we also want to look at the changes in form function. what is a mobile device today? how is that going to be shaped? and whether it's what we did with surface, after all of a category with two in one, nobody thought through be such category. we invent it and it poparrized it to the fact we have good competition. the mean wes have to keep at it. the next form function change. and also what are these new big changes, like mixed reality, which in fact put everything up in the air. in terms of what is -- if you stack seeing your compute -- start seeing your computer in front you, you'll keep reaching out to your phone as he hub for

agency. we have to take some betted some we'll hit, some we won't, but we are very excited to both making sure that our cloud services are available as great applications on every mobile end point, and we invent the next set of devices, the next set of form factors with the next set of natural interfaces jukes have you given up on smartphone hardware. >> we do not have the share to have a smartphone hardware that the real consumer choice. that is the reality of it. think there's a lot of press this week suddenly around this, but the reality is that we cannot compete as a third ecosystem with such -- with the -- no share position, and attract developers. so the thing we're dying is make sure the software i available to we can service the enterprise customers who don't care about a lot of things a consumer will care about and it's one

operating system for us. so it's not like we have for phone operating statement operate from the xbox and separate from windows. it's one platform. so that where is we and are what we're now all in on is to say what are we going to do with surface? how do we push the boundary outfields what is a pc even? and all in on mixed reality, all in on gaming, all in on all of our applications on ios and android, and that's how we'll go it's. >> just asked a good question. what are you going to do on surface? >> well, i tell you, we have a lot of exciting things happening in surface. >> there is anything kind of form factor you're most interested in you have not yet entered. >> i'm definitely not going to talk to you about it on stage before i have the device. >> just you and me and a few friends. >> this lesson for us -- one thing that steve was the one who taught its this was you have to build the capability. if you if county about the last

five years or seven years, the capability we now have, of being able to build devices. it's not be device. it's the software plus the device and the ability -- or even not even just the device as a system. it's even the hpu, the fact that we now have that capability to do end-to-end. i like to tell, from silicon to cloud, is what now we have to use to innovate new categories, and clearly category creation is going to be a big part of what we have to do. >> yesterday we had two of amazons top executives, tony reed, head of echo and alex and the ceo of the amazon consumer business. you have a front row seat for an interesting story in technology apart from microsoft in the seattle region. you have been partnering with amazon between cortana and alexa what are your observations busy amazon and the growth have seen. >> amazon is a very impressive

company. what jeff and his team have done. is something that i think i've long admired and i think there's a lot that we can learn. in fact, the good news, i think, is between microsoft and amazon we have a lot of cross-pollination of talent, and i think it's helpful for the region which is something that silicon valley always had which is a good thing for the region. do -- i look at what we're trying to do with even alex and echo is straightforward, which is i want to make sure that at any point in time, value we can deliver to customer us is not artificially held back because the way to reach. the is to through someone else's platform. i feel like -- i've learned at microsoft is that -- mores people don't think of it that way but that's the lesson i learned from what we did on the

macintosh to start with. so, i thought that cortana is going to be the assistant that help meds we my time, my product different. the u -- productivity. so there's no reason i shouldn't have that capability if i'm other user of echo and alexa. that's the partnership we have. we're going to see. these are all about user habits. i am not a believer in there's one agent. i think each agent is going to have different characteristics, and you should be able to scaffold these agents together some of them after a while of habitual users being automatic. that's what at least both jeff and i talked about and what we hope to see. >> will we ever see a microsoft hq2, another headquarters somewhere necessary north america? >> we're very, very happy where we are. i love the -- in fact one thing we're also committed to is what

i would say is our development happening in many part offered the world and many part offed on the united states. we have a thriving silicon valley office. we just broke ground for a new offers there a big office in new york now. offices in boston in cambridge, obviousfully china and india, and so i am at least in no hurry to talk about any hq2s. i'm happy with where we are in redmond. >> the amazon example is a good one because it is emblematic of the approach you changed and you write about this in one chapter of the book with the industry partnerships. frenemys. what's the most awkward moment? sales force when they compete or disputed your linkedin? >> the fundamental approach take

is can we look at things -- recognizing where there is overlap and there is going to be zero sum competition. but my -- especially today's day and age, which is we are lucky, as a company, and as a community in tech to be in tech. it's shaping every walk of life, every part of our economy. and i think it well be really in some sense short-sighted to view things in sight of our own industry as all zero sum, and so that's at least an attitude that i come up with -- come out with and that is what shapes our company. at the same time we're going to compete. compete with sales force in business applications head on. in fact wire the disrupter in the face. so excited about what we are doing with dynamics and dynamics 365. change his business model texas technology in everything. at the same time sales force and

office 365 is great integration. and this is something we did. in the past as well. but it is an article with as -- with oracle or sap. if want to bring that maturity. feel sometimed what is needed is custom on obsession, viewing thing with how they view us just our own strategy all the time, and then compete. i can't believe we haven't talk about linkedin. in our pre-event survey one of the biggest concerns is privacy. data is one of the biggest assets that you acquired through linkedin. how can you tappallize dash capitalize on the data while being respectful of current and future privacy concerns. >> the expired linkedin proposition franchise, use said, is built around trust.

trust about the data of linkedin and the value linkedin provides to the user. that's of paramount importance and that's why when there were concerns what we would do with it, it's clear that we will only do things that the community of linkedin gives us permissionment and adds value to them. that's not our data. it's the data of the 500 million people who use linged linked n and are members. i reinforce at microsoft, don't own data. it's either the user data or the organizational data, and we are essentially entrusted to make it secure, make it private, and make sure that we are -- they're in control and we're very transparent about all of it. and those principles is what guides everything that we do, whether it's in office 365 or whether it's on linkedin, and if

there is val knew integration, you have to ask for permission, and get that permission, and i think that's where we are going. things gdpr are going legislate that and so therefore that's the world where we should build for. >> should we expect an acceleration of integration between the companies? started to see a little between linkedin and microsoft in terms of the products. >> i feel very, very good about one of my top goals was the re-acceleration of linked n and we'll talk more about this the next quarter earnings are but then on top of that the product integration, we announced between office 365 and linkedin, between dynamics 365 and linked n, all there today, and our customers benefit from it. so it's one of those places where we have executed super well. on a large acquisition, keeping

their culture, their value proposition, accelerate that and then add the products integration, not exclusively. there can we others who can do these product integrations. that's been our strategy. >> before we close i want to talk about a couple of your personal community initiatives. you are on the boards of the fred hutchinson cancer research center, and also the starbucks, kevin johnson was here yesterday. share with us what you're hoping to accomplish? >> it's a real privilege to be associated with these iconic organizations in the community, and with starbucks, kevin was at microsoft, i work for kevin hen was at microsoft. i've known him and gotten to know howard and he was year yelled and i'm very excited about what starbucks is doing,

whether it's -- i mean ultimately it's about the experience they're trying to create and using of digital technology and be on the board to learn and to contribute, it's fantastic. what gary and team are doing at fred hutch is just truly inspiring. to me, to have even that goal of solving cancer, by the turn of the next decade. an audacious goal. one of the places, where again, i'm not understand understood, which is one of the great limiters to even progress in cancer, is how can you take the research that is happening and make it comprehends able in a way so that new hypotheseses can integrate the researched at fred church and other places. so technology is going to goinga huge role. for me i'm learning so much and gary is an amazing leader in

terms of the organization. got a great team. so, it's fantastic to be associated with both of these organizations. >> as you look to the future, know you're a big fan of poetry. is there a line or phrase of poetry that most capitalizes or summarizes your view of the future, personally and of microsoft and of the technology industry? >> as you are getting ready to disclose a at our ignite conference a few weeks bag our quantum efforts, i had a chance to spend a lot of time with michael freedman, fields medal winning mathematician who is part of our quan culp effort and he was schooling me on the quantum technology, and being a mama particulars --

mathematician, he asked me do you no. your square roots? i think i did. i'm not a great student. he said you know square roots of imaginary numbers? i didn't know where he was going but turns out, that these square roots of imaginary numbers have a lot to do with quantum computers. but there was a line of poetry that a couple of years ago, by pulitzer prize winningpot. it's called, imaginary numbers. and it goes something like this. it's the soul luke the square root of minus one is an impossibility that has its uses. and i think it just captures a lot that force that within us, that seeks out the unimaginable, that gets us up to solve the

impossible, and so there is poetry behind square roots of imaginary numbers. >> thank you very much for your time. [applause] >> here's other look at books being published this week:

>> i have the great honor and privilege of just meeting clarence moses who was arrested in 1987 and wrongfully convicted in 1988 of sexual assault. he was sentenced to 48 years based on the victim's dream. in 1995, with the help of barry

exchange and the innocence project in new york the court ordered dna be tested. mosesel and fellow prisoners who believed in his innocence raised $1,000 to have the dna tested. denver police packaged the evidence, including the victim's rape kit, clothes and bed sheets and sealed it in a becomes, market in big letters do not destroy. the police then permanent hi destroyed the evidence by throwing the box in a dumpster, a judge ruled that the mistake was not grounds for a new trial. in 2013 moses el received a alert from another prisoner admitting to the crime. the confessor, lc jackson, was one of the people whom the victim originally identified to the police in 1987 as a possible attacker. lc jackson was housed -- i got ton this part -- lc jackson was housed in the same detention facility as clarence would and was doing a double life sentence

floor 1992 double rape of a mother and her nine-year-old daughter who lived about a mile and a half away from the first woman's home. the blood type of the attacker matched that of lc jackson. the denver district attorney's office did not interview lc jackson until 18 months after his confession became public and they have fought vigorously to prevent clarence from receiving a new trial despite the confession and matching blood type. a colorado judge vacated the convictions and ordered the dna -- the darn to either retry to case or drop the charges. clarence was released in december 2015 but at the denver district attorney has decided to retry him good he was finally found not guilty on all counts in november of 2016. can we please give a big hand to clarence moses el. [applause]

>> welcome, welcome, welcome, welcome, welcome. >> you can watch this and other programs online at book there.org. -- at booktv.org. >> booktv tapes hundreds of author programs throwing the country all year long. here's a look at some of the event we'll be covering this week. on monday, at the new york historical society to hear michael korda, author and former editor and chief of simon & schuster, chronicle his life in britain during the runup to world war 2. later we're out west where university of southern california history professor steven ross will recall the infiltration of nazi and fascist groups by an say sortment of american veterans in los angeles before world world 2. on tuesday the smith stone ran's ripley center in washington, dc, slipped fit harris looks a little surgery in the 19th 19th century and the medical advances of british dr. joseph lister. wednesday we're at the redwood library in rhode island for pulitzer prize winning gordonon

woods' recount of the friendship between john adams and thomas jefferson. also great politics and prose book store to hear anne nelson tell the for our a member of the french resistance gave her life to save hundreds of jewish children from being sent to auschwitz. then on thursday, at the hoover institution in washington, dc, lee edwards recall this career in the conserve movement. on saturday and sunday, watch our live coverage of the texas book festival in austin. also on sunday, best selling author michael lewis will discuss his many books, and take your calls, live, on "in depth" end. many of these vaccines are open to the public. look for them to air in the near future on booktv, on c-span2. [inaudible