query. so what we're looking at here is this developer center. this is the place where and develop ll go new apps and teach new things. is load 'm going to do one of the queries that i did earlier. run that.to and then we are going to open the curtains a little bit and a look at what's going on inside. looks fairly straightforward here but there's actually something pretty extraordinary going on. the first thing that we do is we have our friends from nuance e're using fur our speech recognition today turn the then you can rds

see we have sophisticated natural language understanding that's something called an intense. here's where the magic comes in. so we've got a new technology that we've been working on it's a computer science breakthrough called dynamic program generation. it understood the intent it generated this program. so this is software that's writing itself. a really important aspect of scaling the ssistance, because every other platform like it has a program manager that says we're going to we're going to do something else. we're going to lay it out. nd they program exactly what happens when you say some query related to some domain. hard-coated. but that doesn't scale. program that mic in 10 milliseconds, writes

an lf, that creates execution program that goes out and ties the pieces of the services that you need, dialogue, he generates the lay out, does everything that happens after intent. let me show you one more example. here's another query that i did earlier. now, you remember this one a minute ago. sophisticated. milliseconds, it wrote a 44-step program that details out all of the around the context of the faculty that the golden gate ridge is a point of interest and when the day after tomorrow is, connecting all of the ervices in mind, it's pretty incredible technology. just a little bit of what goes the scenes.

a little eady to have fun? audience: yeah. all right. what i'm going to do now is show you where we put our emphasis on development of this. this is something we call conversational commerce. here is how easy can you make it to get things done talking to things, right? o let me give you a few examples. bucks for the drinks last night. up, nds from mail comes knows who adam is, knows wha it's about. send going to go ahead and that. that's it. it's done. adam has got his money, one and it's done. let me continue. send my mom some flowers for her birthday. from pro flowers come up with some beautiful

arrangements here, but well she tulip lover. let's try that. tulips? t reat, so some beautiful arrangements here. let me go ahead and do that. where my mother lives, seamlessly puts all that together, and we'll go ahead and buy that. and that's it. way, owers are on the right. let's keep going. room in palm springs for labor day weekend. ur friends at hotels.com come up with some cool options. i've stayed at the andreas before. it was pretty nice. i'm going to go ahead and get that. i think a deluxe room would be good. let's book that.

has anyone ever seen a hotel booking that's that simple before? you guys. is this exciting stuff or what? . applause] all right. let's do one more. i need a ride for six people garden.ison square so our friends from mover will help us out here. they know a car that holds six a suv or xl.es request a ride. looking.t, now, they're well, i'm sorry, robert. i'm going to have to cancel this hopefully we get

a chance in the future. okay. see what we've got here. i'm getting a phone call. think? you guys this is all 100% live. [applause] we just did four transactions in two minutes by talking. so we're very excited about this stuff. showing you here -- ringing] e i don't know who's trying to get in touch with me, but i'm going them back.call what i just showed you is just a the slice of where we see world headed. imagine when you've got hundreds developers of

plugging in new services, and you're able to make the fficiencies of using conversational commerce like this. so this is just the beginning. in and look just this y at the inside of brain. what i'm showing you now is a walk-through of the actual capabilities on the today.of this so these are the actual models that the developers are building into. i'll call this the universe of capabilities that are in there today. and this is just with a few building our office these. so like we can take a little walk-through here. say, like -- we can go look at what the weather person built. a sense for how to model something in here. models consist of.

let's take a look at another area. i didn't really talk much about certainly but i'm going to partake in this tonight. what's in a sense for brains that we call it. and this is going to be -- you can get a sense of this universe what the developers will be adding to over time and you can imagine that with housands of people entering, the power that this is going to gain. summarize. consumers, this is going to be the intelligent interface to everything. you're going to be talking to

things erent kinds of that will be doing all sorts of different things for you and for developers, this is going to be next great marketplace, right. you've got app stores today. after thing that comes app stores is this new type of marketplace. for arketplace that works all the different kinds of devices that the internet of things will, and use cases that generate and the marketplace that will become the next big area. look ahead, let's say in the next five years or so, we hink there's going to be a new icon that's going to be very recognizable, as recognizable as wifi and that's going to be this one. ecause when you see this, you're going to be walking around in more and more devices this u're going to see icon and that means you can talk we think ing and that will be the end result of this power over time. thank you very much you guys for

watching. applause] >> thank you very much. that was very impressive. chat about it for a minute. what did you guys think? stuff? ting [applause] so we saw the demonstration app that you had there. very first question is sort of two-fold. ou know, when is interesting launching that we could use and then when is something launching that developers can start on? ding dag: so we're going to start a olling launch probably towards the end of theiary, and we'll be show casing various types of things i ike the various ways, apps and phone apps and other things we're working on with partners and then we'll slowly tart opening up the developer world, and we'll start working with some select partners

towards the end of the year and the ally open it toward full crowd. matthew: so the chat bot era is of y upon us now and most them pretty much suck, and then people are seeking kind of like behaviors that those are good for. so why is this going to be the chat system that makes our lives better instead of just talk to things we don't want to talk to? dag: well, the whole idea is go in and pers can build any kind of experience that they want and, of course, they're going to have a to -interested motivation make it work really well. so whenever you're looking at or the ls examples weather examples or any kind of commerce or any kind of app, the that are going to be building them are going to be super incentived to make it work very well and the system is do t very easily to make it that. so it's teaching and training all the time.

you can imagine when that goes things that ferent most assistants do today to 100 hings to 5,000 things, this becomes a much bigger part of your life and more, you know, i grow up kids will asking, how did you ever get along without your assistant? when i was in college, my kids are incredulous computer.n't have a so generally speaking, the these tion of all of developers building these incredible experiences together a very powerful medium. matthew: so right now you have a system that you have that have a desire to serve people directly, like amazon, for instance. to sell stuff directly out of their app, and you have the consumer on the other end of wants to buy the same. in the middle, we have this sort interface that is made up of search. google is a big example. is this something that's going kind of eliminate that middle part and just bypass google

entirely? dag: well, i don't think -- search isn't going anywhere, but i think you will ind out that the more capable these intelligent assistants comes, the more primary source as the gs they become user. when there's a thousand things i can do with it. gets.w how seamless this you don't really want to go back to the old way, right? let's think about what we take granted today and the experience of the internet. if you want to do something, you a url or you download an app. first of all, you have to have app, then you download the app. you have to sign up for the app. then you have to learn how to app.the and then you have to place it on your home screen or wherever else it is. these are a lot of steps involved in that. it's easier to have this assistant with you. you state your intent and what it is you're trying to do and thatexperience, i thi as becomes more powerful and

developers band together and incredibly rich experiences, users will migrate world.s that new so no, i don't think search is going to disappear but i think assistant is e inevitable. matthew: and it sort of means goes from even installing an app that is notifications h or via like a text message or something like that to not even app at all lled the but still access its benefits. dag: yeah, so think about this of the internet of things, for example. you're not going to be downloading a piece of software refrigerator or to your mirror in the morning or even necessarily to your car. to live in the cloud and it all has to be dynamic. really nk that model is great for mobile, but there's going to be this next world got this ve cloud-based art official intelligence agents that you'll talking to and they'll follow

you around on all the devices that you have. something, uying consumer electronic device, taking it out of the box, wall, using into the it as some i.d. like you do with and having that thing say hey, dag, nice to meet you. set your preferences in this device. do you want me to tell you about it, right? kind of a new thing we're talking about and it's not that far away. so if you have your way, viv will be imbedded in download available for and enabled inside other apps. so it's not about launching a app.le it's about launching a system people can imbed in their their hardware and software. dag: we'll start out with a similar experience i showed you today to show case the power of and invite the developers to have at it and use it for whatever self interest they have. watch the market evolve.

it's hard to say where it will exciting to l be see. matthew: you've used the term cam brian explosion in the past tms of how fast a.i. will grow as a sector. hat do you think are the benefits a.i. will bring normal people? dag: it will just make things mundane and rally task-heavy much easier to do. and also this personalization you t that i talk about, don't really -- every time you're asking for something, you don't have to explain every bit of detail. starts to know you like a real assistant might. an efficiency game where it can help you. there's all sorts of interesting cases on how to apply that and one of the most interesting things is going to be to see viv when ens with people start applying all the creativity. think about, you know, apple launched the iphone in 2007 with or nine apps t that they made. but what an incredible creative they ion happened when

opened the app store, right. happening same thing in a.i. and we're kind of at the same stage in a.i. begin to imagine all the different ways people will start excited to t we're watch the development. matthew: so when developers build for viv, they're going to add sort of instructions to tell viv how to do new things. but you mentioned part of the things that the set it apart from other a.i. amazon like siri or echo, aside from the extensible platform is the dynamic generation. you explain a little bit more about when a developer creates a module that says hey, ow you know how to do this or that, what added benefits does that domain program generation give? dag: so you're honing in on a really important part of this new system. kind of a break-through. the way g to change programmers work with computers, because they're no longer the red to actually teach

computer step by step coding every single line. program we're talking synthesis here, right? dag: yeah, it's a variation of that, right. so instead of having to write xactly every code as instructed, you're really describing what it is you want it to do and modelling what you and the computer does the rest. so there's a lot of benefits to that. faster toeasier and actually program. box 's a bit of a black there so people who have bad intentions can't deliberately program -- they don't have creating wreaking the havoc other systems might have if they don't have a system like that. that's a super crucial aspect to this. important computer science break through that our science department came up with, excited about that. matthew: you mentioned wreaking havoc. hawking said artificial intelligence could spell the end of the human race.

says he's concerned about it. el akin to a aid it's demon. do you believe it might enslave s all or do you have an outlook? dag: i was waiting for this question. atthew: got to give the people what they want. i actually am glad these questions are coming up because i do think this is going to be road.ue down the we were joking a little bit last if there is some a.i. scanning the internet looking for something, one of the places they'll go is viv to over that network of capability. but no, i'm not worried about that. don't think this is the beginning of the end quite yet. o, i'm not too concerned with that issue today. matthew: so this is the second you've in this vain that started. what is it about the conversati

u.i. that nal convinces you it's the future? dag: it's just easier. it's just a natural way for us to interact. i had a guy i was talking to when i was about 65 and he was asking me about what i was doing these days. him and he it to said well, it's so techie. i don't really understand all that stuff. actually technology is coming to a place where it gets even easier for you to use to hold e you know how a conversation. it's just a natural way for humans to interact. they've been doing it thousands years. if that became a de facto interface for pretty much that you do or at least many things where it's appropriate, i think that's very owerful and radically simplifies the world, especially with tech. atthew: so you've -- and you cofounded siri, sold that to apple, and there have been many start-ups in the a.i. stage that were acquired to companies as the a.i. system. as you mentioned, everybody sort

a department working on this. if mark zuckerburg took you for walk in the facebook world and offered you the kingdom of the world, would you do that, or are see this ined to through the natural inclusion. to well, we're in talks acquire techcrunch right now, so not sure how that would work. kidding. our goal for this is ubiquity, going to follow the path that gets us to ubiquity. that's very important to us. had acquisition offers previously that we've not gone with. matthew: anybody i would know? dag: yeah, you would probably know them. read about it probably. we're friends with all these that nd there's a lot of interest and stuff going on in this area but we are going to whatever we think is the right way to get to ubiquity. we're not going to predetermine what path that is but we're determined to finish the job for

sure. matthew: and we touched on this your le bit but does vision for viv include hardware, systems? ded dag: we're not having any plans to build any hardware ourselves, are talking to many hardware providers to as i was talking about, into many types of existence. n fact, there's some interesting approaches we've had that i can't tell you about today, but i wouldn't have even it before.t of it's really fun to see the reativity of what may happen here. matthew: well, if i promise not to call your uber driver and got you what happened, i the number off the screen, but you'll tell me back stage. much, dag.very appreciate it. thank you. [applause] [applause]. yeah, i guess you guys need that at some point. else notice he spent

like $1100 on stage? a lot of money. we're going to switch gears again because that's how this going s going, and we're to focus on fixing tech's culture problem. some of these people we've had on our stage before and excited again.e them welcome eric o'baker from slack, derrick brown from intel, romero from paradigm and vicky.erator, megan rose >> so as we all know or should know, the diversity in tech conversation is nothing new. evolved in the last year or so. erica, can you tell me how that evolved? on has >> previously, people didn't really talk about diversity in

at all.h if anything, they would speak how we need more women in take maybe and now people are all aspects ook at of diversity in tech from the gender problems, to race problems, exclusion of people disabilities, exclusion of young.who aren't so the conversation has been a multifaceted. >> before we came on stage, you you weren't the biggest fan of the title of this panel. right. >> fixing tech's culture problem. tech has so much of a culture problem. i think it has an exclusion problem. the default is to exclude people patterns match the that people expect, so i think once we fix the exclusion on some of focus the issues that underlie that, racism, sexism, i think we can

a lot more progress than just looking at it as like a culture problem. danielle, speaking of there on, so at intel, are 3.5% african-american in 2014. that year, it was 3.4%. so there's nothing much of an improvement. we seeing much growth there? >> yeah, so what i would say learned on our own journey is that this has to be a tech erm commitment that companies make. this is not overnight change. it's difficult to move numbers, a company like people.at's 107,000 you have to be in it for the long haul. i do think you've got to set goals, which we've certainly had some success with in setting goals around hiring retention. but you do have to really be ommitted to driving the change over time, and it never happens fast enough for our liking. that. readily admit

>> and what's retention like at intel? >> so for about the past decade we saw our diverse employees leaving at greater umbers than their non-diverse counterparts. so our underrepresented minorities and women were intel at greater numbers. last year, we were able to stop hat trend and even out our retention rates where women and underrepresented minorities were leaving at comparable rates to non-diverse counterparts. >> what changed there? hy are women and underrepresented minorities not rate? g at as high of a >> yeah, i think we've really tried to invest in making inclusion a very significant initiative that's top-down.the ur ceo brian kirzanich made some pretty big bold announcements about the importance of diversity and inclusion in our workforce. measurable goals. we tied every employee's pay to chieving those goals and we

started releasing our data and i think our diverse employees opefully sort of realize that, hey, this was more than lip service. this was something that we again, cared about and, we were committed to for the long haul. we've invested a ton this year training, in culture training for all our employees, and i think it's starting to the needle, megan. we're still not where we want to be but we're on the right track. said you tie employee's pay to diversity numbers. everyone? company, yes.n the so we have a company-wide bonus program. every year, we set a number of corporate goals. for the past two years, we've hiringoal around diverse and diverse retention and every single employee at intel gets hit those numbers. a really powerful way, i think, o say you're serious and committed. >> chris, do you a lot of work paradigm at companies like pinterest. b & b,

based on your experience with those companies, what advice do huge ve for intel, this company that's trying to tackle diversity and inclusion? > i think one thing that intel is doing really well is taking a data-driven approach to addressing g and barriers to diversity and inclusion, and that's really the way that we work with our clients. i think the way that kind of diversity and inclusion initiatives have traditionally noticing ached is by that there's a problem, looking around and seeing what are other ompanies doing and kind of relying on so-called best practices that aren't really and what we arch want companies to do is look at your uniqueee where barriers are and then based on strategies to n address those particular barriers and don't wait one to years to see if the numbers change. look at the proximal outcomes you're can see if what doing is working sooner. >> what are some of the most glaring culture problems you've

in your work? >> yeah, something i've been thinking about a lot is this ulture of genius or culture of brilliance that we have in tech. so really similar to something graduate school called fixed mind-set. lot of research is showing that people's beliefs about the nature of talents and abilities, whether they're fixed, stuff color, which is referred to as a fixed mind-set or whether you believe that talents can be developed and more of a growth mind-set. have these duals beliefs? individuals who have a fixed focus more on o improving themselves, and they give up more easily. individuals with the growth mind-set are interesting in improving and remain resilient in the face of challenge. it turns out companies and even can have these mind-sets too. and when companies or fields ave this more fixed mind-set view and when there's a culture of brilliance, people that don't kind of fit our stereo type

who is brilliant in our society are not only less attracted to those companies in fields, but once they're here, there's more pressure where you have to feel like you have to prove yourself. which is about group ability. do we get rid of this stereo type? >> in terms of growth and fixed mind-sets, there are a lot of things companies can do to growth mind-set and i know something intel is this.g on are you focused on innate traits? are you saying you're so x, or are you helping people focus on the process, understand what they effort they put in, the strategies they use. or openly f success talking about mistakes and making it okay to take a risk, even if that doesn't necessarily lead to success. those are the things that we now from the research to help

develop more of this growth mind-set culture. some of the t are culture problems you've seen at slack around diversity and inclusion? slack is a fast-growing company and we hire a lot from other companies in tech. know, people come with their biases that they've formed and so other companies it's a challenge to try to, you get them to think in ways that are different. but i feel like we're doing a of that.cent job i think that it's important for talking about how slack, to matters to continue working on inclusivity and i feel like if we keep doing that, you know, we'll have a pretty decent culture. i think it's important that we're tarting now while still a small start-up. i've said frequently that it's right. turn a tanker, so you know, a big

100,000-person company like big 50-000 orw, a more person company like google, to change t's hard the culture of those companies. but if you start small, start at start-up stage when there's 25, 100, 500 people, it's easier and ke in diversity inclusion at that point so that when your company grows your already where it needs to be. is anielle, of course intel huge, and you've been in your role for a little less than a year now. do you wish intel had brought ago? n 10 years >> yeah, you know, i talk to a lot of my peers at start-ups and a lot about is when you're small, now is the time to set those aggressive bold goals. is the time to start examining your data and really go about building your culture deliberately because at intel we've had, you know, 40 culture decisions and building, and this is very hard

to drive change when you've had very long sort of tradition rooted. so i think for start-ups, the is really now to seize the opportunity and do things differently. i think there's so much small companies have to really get this right. you recently launched project include. in ou teamed up with women tech such as ellen powell, rita just kind of this dream team of diversity in tech. and so with project include, the idea is to provide concrete start-up ation for found ers and for tech. feedback been like vc the start-up and community. >> we've gotten great feedback vc m the start-up in community. last i checked, we were at 800 our interest page.

that was a few days ago. is that interest saying to you? 00 people saying we want to learn more about what you're doing. >> definitely. there are a large portion of bcs e who are partners at who want to sign up for our ceos at program and start-ups. there's one start-up i won't particular but like five people from their company signed up on the page and they reached tracy and reached out to everybody they knew at project involved. try to get >> that company has a serious problem. >> or they may want to get things right. but may not have a problem they really care about making sure they do things right and i like we're going to continue to see that sort of positive feedback. so project include is a bit of a side project for you. mentioned back stage that they powell at pinterest, actually gave her a time to work

on it but a slack that time was not offered even though about 20% of your job is supposed to be inclusion. >> so i don't know that they wouldn't have given the time. i didn't ask for it. i should have asked for it. to tracy did give the time pinterest to work on it. i think it's important. it is very important for us to change the industry and biases in the industry right now. ecause, you know, we're having this boom of start-ups right now and to make sure that those diverse and inclusive, when they grow to be big companies, you know, set the tones will for the next one so it's now. ant to set it in

>> last thing on project whatde, i think, we'll see happens. >> all right. >> so it's a pretty hefty resource. i admittedly have not gone of it and i am just being know, honest -- i am someone who really cares about diversity and inclusion in the industry. how do you get people who may about as passionate diversity and inclusion to really look into all the resources on project include. we get them to look at statement? >> yeah. >> we've broken it up. not everything will be as to everybody. so we've broken it up into different sections and people can go and look at what they that moment and i would hope they would look at the whole thing but if there's something they want to focus on, different sections for them and also there are little guidelines on the pages that, ou know, this applies to companies that when they're like 25 or more employees, so if

a seven-person startups up, you don't need to worry about that. pretty hefty s a piece of work so we try to make intosier for people to get it. >> are you tracking which parts of project include people are looking at? analytics we have happening somewhere but i'm not looking at it. we had a long discussion about that, yeah. that ielle, you mentioned it's really never too early to start working on diversity. advice do you have for the startups in the audience right now? >> sure. big thing that we have learned on our journey is start with the data, right. i think we are by and large an engineering culture and what measuring where you a and setting concrete goals, really being very clear about ow you intend d

to report on them. what we're finding is, again, data, understanding what the real issues are. we're now reporting our data which, again, keeps us accountable and setting real holding employees accountable for them is truly needle.ves the i tell people don't be afraid of the data. it's probably not going to be where you want it to be. ours certainly isn't. if you don't know what you're dealing with, it's really hard change. this change ined the area of diversion and inclusion in the company, brian at reverend jesse jackson's there's erence, that actually been back lash inside of the company. could you tell me a bit more about that? yeah, certainly. so i think anytime you embark on -- culture e change of this magnitude.

clear, diversity and cultural change is big in the tech industry. that's okay. it should turn you off. it's big culture change. anytime you embark on that, you who wholeheartedly embrace it and are really excited about it. y the way, i think that's the majority for intel. we've had so many employees tell us how much they appreciate and our commitment. at the same time you've got a lot of people that this is challenging the status quo. threatening. and people worry with what it means for them. i think that's human nature. continuum of where people are at on their journey and i think our job is to bring conversation forward. bring them to the other end of say that hey, nd true inclusion means you include everybody. it's not about excluding the favor of the minority. it's creating a place where everybody is heard and valued. that change doesn't happen overnight but it is worth it. brian also mentioned it had

something to do with white men threatened. do you agree that has something to do with it. megan is we haven't done enough job of bringing our asian male population into the conversation. i don't think you can do without engaging that majority population and when i these people d is want to be part of the conversation but it's sort of frought with land mines and sure about how to go about engaging. and i think we can do a better engaging our peers in the dialogue, talking about issues like white privilege and things talk aboutst hard to and creating a safe space where you can get the real issues out instead of sort of keeping them under the surface. i think that's the next step we really need to take as an industry. >> definitely. >> erica. >> i found that the key to ringing people into the conversation is making it okay for them to be uncomfortable, right. saying up front like this is going to be an uncomfortable

conversation. that's okay. e're all going to have some discomfort around this. own it. nd then you can move forward with the conversation. >> i see what you're saying people in to be part of the solution, i think it's really important and we see in is what research in large metaanalysis looking at what makes diversity one of the main moderators that the research finds is that the managers feel like they're a part of the not just a part of the problem. that's going to be more likely to make whatever kinds of more s you're doing successful. >> right. brings me to what are the costs of implementing these either y policies, financially or culturally and e've kind of touched on culturall culturally. it takes time. like one thing that -- and i honest u have to be about that. this is not something that happens overnight.

that you need ng multiple people to be involved in. longer to t takes bring people in that are different because those people aren't traditionally exposed to industry, and so you need to be honest that that's going communicate r and the value of that to people. eople understand like this is worth our investment. this is work taking more time to make this happen. take's definitely going to a lot more time, and it's going to take some different sort of training. do the t continue to same things over and over again that you've been doing and results.fferent so, you know, the time it's going to be is much more and it's going to take a lot more training about how to audiences, rent different groups and i feel like in tech a lot of companies are sed to like the influx of people coming to them, especially for hiring. it's like oh, we don't have to find about going out to people but, you know, it's a different way of thinking to go

people who aren't coming to you in that. >> you know, i do think you've this as an investment just like any other investment you do in your business. that nly intel announced we were investing $300 million theolving this challenge by year 2020. that's big money, right. but i think it's also because the problem ng really holistically, looking at chain, our hiring practices, our culture and retention and the way we train invest in supply ers and startup. it isn't cheap but big important issues are rarely inexpensive to tackle and i really think again, problem to attack the holistically and with a lot of solutions, not just money, not just training. things. >> and to be clear, so intel layoffs.announced some do those layoffs have any effect and tel's diversity inclusion efforts?

>> yeah, so no, they don't. again, i think our commitment to diversity and inclusion is because we truly believe it's to intel's inclusion as a company and that's something we continue to be committed to, our folds absolutely have not though some of the business emperatives we're undertaking right now. it's still important and we've to be committed to it in the long term. >> so all three of you had a revious relationship with each other, right, or you knew who v were.rs -- so for ng companies who maybe don't have ahead of ces to hire diversity and inclusion or hire a consulting company like like gm or have someone you who's just willing to step away from engineering from time -- to to work on these can on this issue, what startups do right now, or what

are the solutions for them? >> project include. i mean, that's what we've right. it for, we know that companies don't have the money to spend on can't forward to bring on ahead of diversity and inclusion right now because they more engineers to actually build their products so e created project include to give them this road map, this guide book and recommendations worry don't have to about spending money and they also don't have an excuse not to do it. value ink it's a lot of of having a place where all of research is synthesized for people so people aren't relying to spend best practices but are works and out what how to design the culture from excited ning so really about the work you guys are doing. >> thank you. i would say two things. i think the first thing is reach out. so whenever i'm asked to speak to another company about diversity, however big, however

small, i always make the time to do it because i believe if there's one thing i'm doing that might help another company, there are no secrets. it elevates the experience for everybody in the industry. i think the second part and you certainly don't need a chief diversity and inclusion officer this, just gather the data. see where you are today. data tells you and set one or two goals you'll take on this year that moves the in a meaningful way. >> speaking of the data. tech company diversity eports, we rarely see stats on lg lgbtq status, eligibility status. slack did include lgbt status common? sn't that why aren't we seeing that very much? >> i think one reason is don't collect that data so we need to do a better job asking people to self because if we're not measuring these things it can be hard to track what is the people in like for

these different groups. >> and i also think companies might be scared to track certain ask somebody , to lgbtq.heir -- if they're it seems a little scary, like traditional h.r. manuals say you talk to your employees about that, right. so it's a tricky place and i think we can grow there for sure. stats there any other that you think are missing from these diversity reports? >> definitely. data.'t see retention so the stats that we see are like percentages of employees, retention.t see we don't see how many harassment settled out of court. we don't see how many people are taking the parental leave that's offered. there's a lot of data that just isn't in those reports that speak to like what the culture is like at a company. though you're starting to see companies on that data continuum. our year we started showing

retention data. we started showing our pay data. we're t thing i think going to start looking at is diversibility , and veterans data. i think you've got to start somewhere. analysis you get the paralysis, if i don't show everything, i'm not showing anything. everybody has to start somewhere and for better or for worse, people have started with women nd broaden it to underrepresented minorities. i think where the future is eaded is showing data about everything. i think you've got to realize showing your data is a good thing. afraid of hing to be and the flood gates open. >> last thing and we touched on but earlier, institutionalized racism and discrimination. those are hard topics to discuss people.e how can we get everyone in this about eling comfortable talking about it? >> it's tricky. it's an uncomfortable people, ion for many right. it's hard for people even outside of the tech industry to

alk about institutionalized racism, but i feel like it's very important. should people in tech look at themselves as being isolated from the rest of society. like we're in this bubble. different from everybody else. but the reality is, you know, and e come from everywhere there's institutionalized racism sexism and bias against people of all different sorts come to terms with the fact that we aren't different from the rest of work on nd we have to and address these issues also, progress. some good >> that's all the time we have. thank you so much. applause. a round of [applause] announcer: c-span's "washington every day with news and issues that impact you. up, former congressman from south carolina who has embraced the concept of global warming.

he tells why he feels his fellow republicans should join the reduce climate change and how progressive issues are laying out in the 2016 campaign. c-span's "washington journal" live beginning at 7:00 eastern thursday morning. discussion. [captioning performed by the national captioning institute, which is responsible for its caption content and accuracy. visit ncicap.org]. to new york city where a panel of investors and talk aboutapitalists the current economic climate in silicon valley and the future of investments. this is about 25 minutes. >> i'm very excited to do this panel. it, use, i mean, let's face valuations are done, the ipo market for tech company seems all but shut. there is a lot of nervousness out there and yet somehow vcs together more and capital commitments in the first quarter than they have since

2006. if you are wondering what is going on, join the club. we're hoping these three savvy help us out today. guys, thank you for joining us. hris, you are an investor in josh's fund. biggest question is, it seems like vcs are returning to their investors much faster than historically. i think maybe over the last decade it's been standard to or four und three years. that might be conservative. xl, light seeing speed, founders fund coming back. . at's going on >> as an lp, i'm kind of the money behind the money. people in my seat fund people like josh and andy and i used to endowment and 's i work in the fund's group. so we're kind of a sun light in venture world.e all of the energy in a sense comes from us. f the lps stop showing up the trees will kind of wither. that sound

grandiose? maybe. but one of the challenges that lp capital isn't infinite like some people think is. in fact, dollars going into venture capital compete at the institutions where these dollars come from against other asset classes in terms of what's the attractive risk of return. so one of the challenges venture aces is that it's further side of the money, longest dated option that most institutions buy. so as a result, there's a lot of pressure on venture. and one of the things that's challenging is you kind of discussed over the last few periodicity of fundraising has shortened. two-year cycle. he challenge is investing for nirvana for an lp, to the point to e you are mature enough recycle distributions. hopefully each dollar comes back in three of its friends

relatively short order. shorter cycles were four or five years and liquidity cycles were longer. gone on now as fundraising cycles have shortened, liquidity cycles have gotten longer so i describe it sphincter. it >> he did just say what he thought you said, by the way. >> so 're pushing this capital out and kind of feeding the money, nd lps give gps gps give to startups, startups get liquid and georgia back to lps and it starts over again. when you have the snake getting meler and fuller, it reminds we're in brooklyn so not exactly but there's a song method man where one of the methods of torture they talk say i'm going to sew your rectum shut and feed you. what it's like to be an lp today because the dynamic he