after a supreme court ruling overturned part of the voting rights act, courts across the country have struck down a number of state laws saying that they discriminate against specific groups of voters. tonight, c-span's issue spotlights look at voting rights and the impact on the 2016 election. it will feature part of the 2013 supreme court oral argument in shelby versus holder. congress -- there will be a congress look to restore the voting rights act. plus, there will be a discussion on whether or not the voting rights act is necessary. mr. ton: with butter -- rump: a lot of these places will not have voter id. what does that mean? people keep coming in and voting? clinton: it is an effort to keep disenfranchising people that are poor and young and one end of our country to the other.

>> watch our spotlight on voting rights on c-span and on .02-748-8002 -- www.c-span.org also at the techcrunch conference this year, the creator of siri debuted a new voice control app called viv. we would hear from tech officials about how to expand diversity in their industry. this is just over an hour. >> good morning. can you hear me ok? all right. great. inc. you. just out of curiosity, how many people know what the word " viv" means? yes, that is right. it means like. we are going to use this tech -- :life."

we are going to use it to breathe life into our technology. that is where we are headed with this. roughly every 10 years, a new paradigm comes along that changes the way we interact with computers. is a we do not think it secret what that next paradigm is going to be. we are not alone. major much every technology company is now investing in the intelligent assistance race. it is a race to a single interface for the user. noisenk a lot of the around this area of assistance agents is a very important question. how do we take today's basic technologies and transform them

to something that is a true paradigm shift? all, we have come up with list. isething that we think essential to take this experience to the next level. first, we really just want one assistance. you do not want to have to look and think about what service provider you are going to be using to ask what questions, what kind of commands they require. you really just want to ask. ink appthink of an -- th justoad is a thing today, wait until you see a device with 600 bots wedding for you to ask them something. it does not scale. second, you wanted personalized to you. you want the assistance to learn from you. you wanted to learn from you whether you prefer i'll or

window seats on a plane. you wanted to learn about your food preferences. you wanted to find you a restaurant in an unfamiliar area. you wanted to know all of these things regardless of what device you are talking to. you do not want to have to start over every time you have a different device. you do not want to have to start the entire process of teaching your assistant and so on. i think the most important part about this is that no one company in the world has the resources to plug-in every single one of the different services that you may want to use. has spent a viv whole lot of time and money on. perfecting this third-party ecosystem. we think it will be a crucial thing that takes it from today's version that each do 20-30 different things great and will be able to do -- things. it will be able to do hundreds

and thousands of things. without further do, let us meet viv. a couple of notes. we are talking to pretty much all the major companies around the world that put viv a different kind of devices. today, i'm going to show you it on a phone. the other thing i want to note viv's audible voice is something we are still working on. you will not hear that today. it will certainly be there when the product comes. viv, as a platform, is built so that developers can come in and make things quite easily. experiences that are fairly straightforward in a fairly short. time.e -- short period of it also allows developers to

create much more complex experiences. i will give you a few weather examples to start off. to show you the kind of spectrum of what viv can do. starting with the basic. what is the weather like at home today? pretty straightforward. our friends from weather underground get it. pretty straightforward type of query. let's ratcheted up a little bit. was it raining in seattle three thursdays ago? weather underground to the rescue again. has a can see, viv stronger understanding when you can teach it. i will take another bigger lead to a question you might not ask just to show you some more of

the power. will it be warmer than 70 degrees new the golden gate . the dayter 5:00 p.m after tomorrow? ok, so this is a pretty sophisticated aquarium. -- query. there are a few assistance to this. this is where viv can be trained by developers. with that, let me go behind-the-scenes to show you how this works. what we are looking at here is the viv developer center. it is where they can go to develop new apps and teach viv new things. i will load one of the queries from earlier. we will run that, and then we are going to open the curtains of little bit. i will show you what is going on inside.

it looks fairly straightforward here. there is action something rather extraordinary going on. the first thing that we do is we thatur friends from nuance represent our speech recognition turn our sounds into words. we have a very sophisticated natural lingwood understanding. it translate into something called "intent." we have a new technology that we have been working on and patenting. it is a computer science breakthrough called dynamic program at generation -- " dynamic program generation." so, once he understood the intent of the user generated this program. it is a very important aspect of scaling the assistance. every other platform like it has a manager that says we are going to do movies or something else.

they laid out in a program exactly what happens when you query related to some domain. but that does not scale. this is a dynamic program that in 10 millisecond it writes itself. it creates an execution program that goes out and ties the pieces of the service that you need and it generates the dialogue and the layout. it does everything after the intent. let me show you one more example. here is another query from earlier. your member this one from a minute ago. it was much more sophisticated. wrote alliseconds, viv 44 step program that figured out all the details around the context that the golden gate bridge was a point of interest,

when the day after tomorrow is, connecting all the services in mind. it is rather incredible technology. that is just a little of what goes on behind the scenes. you guys ready have some fun? all right. what i am going to do now is show you where we put our emphasis in the initial development of this. this is something we call, "conversational commerce." is, how quickly can you get things done i talking to things -- by talking to things. let me show you an example. give adam $20 for the drink last night. here goes, we are going to send that.

and that is it. adam has his money in one sentence and we are done. let me continue. send my mom some flowers for her birthday. our friends from proflowers come up with some beautiful arrangements. she is a tool of lover, so let lover, so let us try that. how about tulips? great. some beautiful arrangements here. i will go ahead and do this. it knows what my mother lives, and it is going to seamlessly put this together. we will go ahead and buy that. and that is it. the flowers are on the way. let's keep going. and palmnice room springs for the labor day weekend. hotels.com, with

some cool options. hotels.com come up with some cool options. here's one at the undress hotel and resort. i think a deluxe room will be good. that.t's put has anyone seen a hotel booking happen that fast before? is this exciting stuff or what? [applause] >> all right. let us do one more. i need a ride for six people from my office to madison square garden. all right, our friends from uber will help us out here. a car that needs six people will require an suv.

we are going to request arrived. -- a ride. now it is looking. all right. .ell, i am sorry robert i will have to cancel the right today. hopefully, we get a chance in the future. i'm going to cancel that. ok. now, let us see what we have here. i'm getting a phone call at the same time. what you think? this is all 100% live. [applause] >> we just did for transactions in about two minutes just by talking. so we are very excited about this. -- ii'm showing you hear

don't know who is trying to get in touch with me, but i will have to call them back. what i just showed you is just a small slice of where we see the world headed. just imagine when you have hundreds of thousands of developers plugging in new services. you are able to make these efficiencies of using conversational commerce like this. it is just the beginning. let us go ahead and look at the inside of viv's brain. what i am showing you now is a bit of a walk-through of the actual capabilities on the inside of this -- viv. these are the actual models that the developers are building into. i call this the universe of capabilities. people just with a few at our office building these. we can take a walk-through here.

we can look at what the weather person built. it gives you a sense of how to model something in here. let's take a look at another area. i do not talk about much -- i did not talk about this much today, but i will partake of this tonight. you get a sense of what is in this brain. -- you canng to be sort of get a sense of this universe. this is what the developers will add to overtime. you can imagine, with thousands of people adding to this, the amount of power it will gain. summarize, -- so let

me summarize. is going tos, viv be the everything. you will be talking to all kinds of things and it will do all sorts of things for you. for developers, this will be the .est -- next great marketplace the thing that comes after app stores is a new type of marketplace. a marketplace that works for all of the different kinds of devices and the internet finds useful and sales will denigrate -- generate. look ahead, let's say the next five years or so, we think there will be a new icon that will be very recognizable, as i -- as recognizable as bluetooth and wi-fi and i will be this one. when you see this, you will be walking around and more and more

devices he will see this icon and that means you can talk to that thing. that we think will be the end result of this and the power of viv overtime. thank you very much for watching. @--[applause] >> thank you very much, that was a very impressive. let's chat for a moment. what did you guys think? interesting stuff? [applause] demonstration app that you had. the very first question is twofold. when is anything launching that we can use and when is something using that developers can build on? 202-748-8003 we will -- >> we will start enrolling launch through the end of the year and showcase various types

of domains in various ways, apps and phone apps and other things we are working on with partners. then we will start opening up and workoper world with select partners for the end of the year and gradually open to the full crowd. -- chatbot erara is fully upon us now and most of them pretty much suck and people are seeking behaviors that they are good for. why is viv going to be the system that makes our lives better instead of making us talk to things we do not want to talk to? thathole idea is developers can go in and build any kind of experience they want and they will have a self-interested motivation to make it work really well. whenever you are looking at the

hotel examples or the weather examples are anytime of commerce -- any type of commerce, the people building them want to make sure it works well. you actually train and teach viv new things all the time and when that goes from the 25 different things most assistance 5000day to 100 things or things it becomes a much bigger part of your life. i think our kids will grow up asking, how did you ever get along without your assistant? the same way when i was in college my kids were incredulous that i did not have a computer. generally speaking, the aggregation of all of these developers building these incredible experiences together creates a powerful medium. >> right now you have stakeholders that have a desire to serve people directly, like amazon for instance.

you have the consumer on the other end that wants to buy the thing. in the middle, we have this interface that is largely made up of search. google is a big example. going to eliminate the middle part and bypassed google entirely? dag: search is not going anywhere, i think you will find that the more capable the intelligent assistance income, the more of a primary source for many things they become to the user. when there is 1000 inc. -- 1000 .hings i can do with this when you see how seamless it is you really do not want to go back to the old way. let's talk about what we take for granted. if you want to do something you either go to an url where you download an app, which you have to have heard about, then you have to sign up and learn how to use it and then enough to place

it on the home screen or wherever else it is. there is a lot of steps involved . it is much easier to be able to have this assistant with you and you state your intent and what you are trying to do and that experience, as it becomes more powerful and developers banded together to create -- then together, users will migrate toward the new world. i do not think search will disappear, but i think the rise of the assistant is inevitable. it goes from means even installing an app that is accessed through notifications or the a text message or something like that to not even having to install the app at all. >> think about the world of the internet of things for example. he will not be downloading a piece of software to your refrigerator or your mirror in the morning or even necessarily to your car, it all has to live

in the cloud and be dynamic. i think that model is really great for mobile, but there will be this next world where you have this cloud-based artificial intelligence agent that you will be talking to and it will follow you around with all of the devices you have. imagine buying something on a consumer electronic device and taking it out of the box and andging it into the wall using some id like you do with your phone and having that thing doc, nice to-- hey meet you, i set your preferences in this device. >> if you have your way, viv will be embedded in hardware and available for download and enabled inside other apps. it is not about launching a single app, it is about a system that people can embed in their devices. >> we will start out with a

similar experience to what i showed you today to showcase the power of it and we will do but buildite developers in to it for whatever self-interested reason they have and we will watch how the market evolves. it will be very exciting to see. teamu have used the team brain explosion in the past in terms of how fast ai will grow. >> it will makes -- make things that are generally monday in an task can be much easier to do and this personalization aspect -- every time you ask for something you do not have to explain every bit of detail. it starts to know you like a real assistant might. it is an efficiency game where it can help you. there are all sorts of interesting cases on how to apply that and one of the most interesting things will be to whenhat happens with viv

people start applying all the creativity. think about -- apple launched the iphone in 2007 with just like eight or nine apps that they made. what an incredible creative explosion happened when they open the app store. we see the same thing happening in ai and we are at the same stage. i cannot even begin to imagine all the different ways people use this, but we are super excited to watch the development. ,atthew: when developers build they will be able to add instructions to tell viv to do new things. you mentioned the thing that , set -- aside from the extensible platform is the dynamic generation. when a developer creates a module that says, and i you know how to do this or that, what added benefits does that domain program generation give?

>> you are honing in on a very important part of the new system. it is kind of a breakthrough. it's going to change the way programmers work with computers, because they are no longer required to actually teach the computer step-by-step coding every single line. >> we are talking programs and -- synthesis? >> it is a variation of that. instead of having to write exactly every code instructed, you are describing what you wanted to do and modeling what you wanted to do and the computer does the rest. it makes it easier and faster to actually program. sore's a bit of black box people who have bad intentions cannot deliver the program. they do not have access to wreaking havoc that other systems might have if they do not have a system like that. we think that is a crucial aspect to this.

it's a very important computer science breakthrough that our science department came up with. we are super excited about that. havoc.mentioned wreaking stephen hawking set artificial intelligence could spell the end of the human race. bill gates said he's concerned about it. elon musk said it's akin to summoning demons. do you think you are building the thing that will and slave us all?- enslave us am glad these questions are coming up because i do think this is going to be an issue down the road. we were joking a little bit last night that if there is some century and ai that starts scanning the internet looking for something. one of the first places they will go is viv to try to take over the network of capability. i am not worried about -- i do

not think this is the beginning of the end quite yet. i am not too concerned about that issue today. matthew: this is the second company in this vein that you have started. what is it about this that convinces you it is the future? >> it is such a natural way for us to interact. i had a guy was talking to who was about 65 and he was asking me what i was doing. i kind of explained it to him i doe said, it's so techie not really understand that stuff. actually it is coming to a place where it gets even easier for you to use it because you know how to hold a conversation. it is a natural way for humans to interact and if that became the defect oh -- de facto interface for everything you do, i think that is powerful and radically suffice the world, especially with tech.

>> you cofounded siri and sold it to apple. as you mentioned, everybody sort of has to have a department working on this. if mark zuckerberg took you for a walk in the facebook park for a hot dog and offered you all of the kingdom of the world for viv tomorrow, would you do that or are you determined to see it through to a natural conclusion? we are in talks to require techcrunch right now, so i'm not sure how that would work. i'm just getting. we will follow the path that gets us to ubiquity. we have had acquisition offers previously that we have not gone with, -- >> anybody i would know? >> you can read about it probably. we are friends with all of these guys and there's a lot of

interest in stuff going on in this area. we will stay true to whatever we think is the right way to get to ubiquity. we will not predetermine what passed that is, but we are determined to finish the path. vision for viv improved hardware, embedded systems? >> we do not have any plans to build hardware ourselves, but we are talking to hardware providers to breathe life in the name into many different types of systems. there is some interesting approaches that we have had that i cannot tell you about today but i would not have even thought about it before. it is fun to see the creativity of what may happen here. matthew: if i promise not to call your uber driver and to you what happened, maybe you will

tummy backstage -- maybe you will tell me backstage. [applause] >> i guess you need that at some point. did anybody else notice that he had like $11,000 on such --? money. like a lot of we will switch gears and focus on fixing tech's culture problem. please welcome to the stage erika baker, danielle brown from from paradigm,-- and our moderator, megan rose rose dickey.n [applause] >> so as we all know or should

know, the diversity in tech conversation is nothing new. but it has evolved in the last year or so. erica, can you tell me how that conversation has evolved? >> previously, people didn't really talk about diversity in tech much at all. if anything, they would speak about how we need more women in tech maybe and now people are starting to look at all aspects of diversity in tech from the gender problems, to race problems, exclusion of people with disabilities, exclusion of people who aren't young. so the conversation has been a lot more multifaceted. >> before we came on stage, you mentioned that you weren't the biggest fan of the title of this panel. >> oh, right. fixing tech's culture problem. i don't know tech has so much of a culture problem. i think it has an exclusion problem.

the default is to exclude people who don't match the patterns that people expect, so i think once we fix the exclusion problems and focus on some of the issues that underlie that, racism, sexism, i think we can make a lot more progress than just looking at it as like a culture problem. >> danielle, speaking of exclusion, so at intel, there are 3.5% african-american in 2014. by the end of that year, it was 3.4%. so there has not been much of an improvement. why aren't we seeing much growth there? >> yeah, so what i would say that we've learned on our own journey is that this has to be a long term commitment that tech companies make. this is not overnight change. it's difficult to move numbers, especially at a company like intel that's 107,000 people. you have to be in it for the long haul. i do think you've got to set

aggressive goals, which we've certainly had some success with in setting goals around hiring and retention, but you do have to really be committed to driving the change over time, and it never happens fast enough for our liking. i will readily admit that. >> and what's retention like at intel? >> so for about the past decade actually, we saw our diverse employees leaving at greater numbers than their non-diverse counterparts. so our underrepresented minorities and women were leaving intel at greater numbers. last year, we were able to stop that trend and even out our retention rates where women and underrepresented minorities were leaving at comparable rates to their non-diverse counterparts. >> what changed there? why are women and underrepresented minorities not leaving at as high of a rate? >> yeah, i think we've really tried to invest in making diversity and inclusion a very significant initiative that's led from the top-down.

our ceo brian kirzanich made some pretty big bold announcements about the importance of diversity and inclusion in our workforce. we set measurable goals. we tied every employee's pay to achieving those goals and we started releasing our data and i think our diverse employees hopefully sort of realize that, hey, this was more than lip service. this was something that we really cared about and, again, we were committed to for the long haul. we've invested a ton this year in manager training, in culture training for all our employees, and i think it's starting to move the needle, megan. we're still not where we want to be, but we're on the right track. >> you said you tie employee's pay to diversity numbers. everyone? >> everyone in the company, yes. so we have a company-wide bonus program. every year, we set a number of corporate goals. for the past two years, we've had a goal around diverse hiring and diverse retention and every single employee at intel gets paid if we hit those numbers.

a really powerful way, i think, to say you're serious and committed. do a lot of work at paradigm at companies like slack, air b & b, pinterest. based on your experience with those companies, what advice do you have for intel, this huge 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 understanding and addressing 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 been approached is by noticing that there's a problem, looking around and seeing what are other companies doing and kind of relying on so-called best practices that aren't really based on research and what we we work with companies to do is look at your data, see where your unique barriers are and -- and then based on research, design strategies to address

those particular barriers and don't wait one to two years to see if the numbers change. look at the proximal outcomes and you can see if what you're doing is working sooner. >> what are some of the most glaring culture problems you've seen in your work? >> yeah, something i've been thinking about a lot is this culture of genius or culture of brilliance that we have in tech. so really similar to something i studied in graduate school called fixed mind-set. a lot of research is showing that people's beliefs about the nature of talents and abilities, whether they're fixed, stuff like eye color, which is referred to as a fixed mind-set or whether you believe that abilities and talents can be developed and more of a growth mind-set. when individuals have these police, -- beliefs, individuals who have a fixed mind-set tend to focus more on improving themselves, and they tend to 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 whole fields can have these mind-sets, too. and when companies or fields have this more fixed mind-set view and when there's a culture of brilliance, people that don't kind of fit our stereo type about who is brilliant in our society are not only less attracted to those companies in those fields, but once they're there, there's more pressure where you have to feel like you have to prove yourself. a growth mindset colter projects this idea. so stereo types, which is about group ability. >> how do we get rid of this stereo type? is there a solution? >> in terms of growth and fixed mind-sets, there are a lot of things companies can do to foster more of a growth mind-set and i know something intel is working on this. the way you give feedback to employees are you focused on , innate traits? are you saying you're so talented at x, or are you helping people focus on the process, understand what they did, the effort they put in, the

strategies they use. that type of success or openly talking about mistakes and making it ok to take a risk, even if that doesn't necessarily lead to success. those are the things that we know from the research to help develop more of this growth mind-set culture. >> erica, what are some of the 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. and you know, people come with their biases that they've formed at those other companies and so it's a challenge to try to, you know, get them to think in ways that are different. but i feel like we're doing a pretty decent job of that. i think that it's important for us to continue talking about how diversity matters to slack, 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 starting now while we're still a small start-up. i've said frequently that it's hard to turn a tanker, right. so you know, a big 100,000-person company like intel, you know, a big 50-000 or more person company like google, you know, it's hard to change the culture of those companies. if you start small, start at the start-up stage when there's 25, 100, 500 people, it's easier to bake in diversity and inclusion at that point so that when your company grows your culture is already where it needs to be. >> danielle, of course intel is huge, and you've been in your role for a little less than a year now. do you wish intel had brought you on 10 years ago? >> yeah, you know, i talk to a lot of my peers at start-ups and one thing i talk a lot about is when you're small, now is the time to set those aggressive

bold goals. now is the time to start examining your data and really go about building your culture very deliberately because at intel we've had, you know, 40 years of decisions and culture building, and this is very hard to drive change when you've had that very long sort of tradition rooted. so i think for start-ups, the time is really now to seize the opportunity and do things differently. i think there's so much opportunity small companies have to really get this right. >> erica, you recently launched project include. so you teamed up with women in tech such as ellen powell, rita klein, just kind of this dream team of diversity in tech. and so with project include, the idea is to provide concrete recommendation for start-up founders and for tech. what has the feedback been like for the start-up and vc community.

>> we've gotten great feedback from the start-up in vc community. last i checked, we were at 800 sign-ups on our interest page. that was a few days ago. >> and what is that interest saying to you? 800 people saying we want to learn more about what you're doing. >> definitely. there are a large portion of those who are partners at bcs who want to sign up for our vc include program and ceos at start-ups. there's one start-up i won't name in particular but like 5 people from their company signed up on the page and they reached out to tracy and reached out to everybody they knew at project include to try to get involved. >> that company has a serious problem. >> or they may want to get things right. they may not have a problem but they really care about making sure they do things right and i feel like we're going to continue to see that sort of

positive feedback. >> yeah and so project include is a bit of a side project for you. you mentioned back stage that tracy powell at pinterest, they actually gave her a time to work on it, but at slack that was, that time was not offered to you, even though about 20% of your job is supposed to be around diversity and inclusion. >> so i don't know that they wouldn't have given the time. i didn't ask for it. maybe i should have asked for it. but tracy did give the time to pinterest to work on it. i am happy to work on it in my free time after work. i think it is that important. it is a very important for us to change the industry and change the biases in the industry right now. because, you know, we're having this boom of start-ups right now and to make sure that those

companies are diverse and inclusive, when they grow to be the big companyies, you know, their cultures will set the tone for the next one so it's important to set it in now. >> last thing on project include, i think, we'll see what happens. >> all right. >> so it's a pretty hefty resource. i admittedly have not gone through all of it and i am someone, i know, just being honest, i am someone who really cares about diversity and inclusion in the industry. so how do you get people who may not be as passionate about diversity and inclusion to really look into all the resources on project include. >> how do we get them to look at the statement? >> yeah. >> we've broken it up. not everything will be as applicable to everybody. so we've broken it up into different sections and people can go and look at what they care about at that moment and i

would hope they would look at the whole thing but if there's something they want to focus on, we have different sections for them and also there are little guidelines on the pages that, you know, this applies to companies that when they're like 25 or more employees, so if you're a seven-person startups up, you don't need to worry about that. we realize it's a pretty hefty piece of work so we try to make it easier for people to get into it. >> are you tracking which parts of project include people are looking at? >> i am sure we have analytics happening somewhere but i'm not looking at it. i am fairly certain we had a long discussion about that, yeah. >> danielle, you mentioned that it's really never too early to start working on diversity. what advice do you have for the startups in the audience right now? >> sure. i think the 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 works is measuring where you are , setting concrete goals, and really being very clear about those goals and how you intend to report on them. what we're finding is, again, using the data, understanding what the real issues are. we're now reporting our data twice a year which, again, keeps us accountable and setting real goals and holding employees accountable for them is truly what moves the needle. 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 to drive change. and you and the intel ceo have been working to drive change in the area of diversion and inclusion in the company, brian said at reverend jesse jackson's 2020 conference, that there's 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 change of this magnitude. let me be clear, diversity and cultural change is big in the tech industry. that's ok. i don't think it should turn you off. it's big culture change. anytime you embark on that, you have people who wholeheartedly embrace it and are really excited about it. by the way, i think that's the majority for intel. we've had so many employees tell us how much they appreciate and are energized by our commitment. at the same time you've got a lot of people that this is challenging the status quo. it's threatening. and people worry about what it means for them. i think that's human nature. we have this continuum of where people are at on their journey and i think our job is to bring the conversation forward. bring them to the other end of the continuum and say that hey, true inclusion means you include everybody. it's not about excluding the majority in 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 feeling threatened. do you agree that has something to do with it? >> one thing megan is we haven't done enough job of bringing our white and asian male population into the conversation. i don't think you can do diversity without engaging that majority population and when i -- what i oftentimes find is these people want to be part of the conversation but it's sort of frought with land mines and they're not sure about how to go about engaging. and i think we can do a better job engaging our peers in the dialogue, talking about issues like white privilege and things that are just hard to talk about and creating a safe space where you can get the real issues out instead of sort of keeping them just 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 bringing people into the conversation is making it ok for them to be uncomfortable, right. saying up front like this is going to be an uncomfortable conversation. that's ok. we're all going to have some discomfort around this. own it. and then you can move forward with the conversation. >> i see what you're saying about bringing people in to be part of the solution, i think it's really important and to sit -- consistent with what we see in research in large metaanalysis looking at what makes diversity policies work, one of the main moderators that the research finds is that the managers feel like they're a part of the solution, not just a part of the problem. that's going to be more likely to make whatever kinds of changes you're doing more successful. >> right. >> so that brings me to what are the costs of implementing these diversity policies, either financially or culturally and we've kind of touched on culturally.

>> i think that it takes time. like one thing that, and i think you have to be honest about that. this is not something that happens overnight. this is something that you need multiple people to be involved in. sometimes it takes longer to bring people in that are different because those people aren't traditionally exposed to this industry, and so you need to be honest that that's going to take longer and communicate the value of that to people. people understand like this is worth our investment. this is work taking more time to make this happen. >> it's definitely going to take a lot more time, and it's going to take some different sort of training. you can't continue to do the same things over and over again that you've been doing and expect different results. so, you know, the time it's going to take is going to be much more and it's going to take a lot more training about how to reach different audiences,

different groups and i feel like in tech a lot of companies are used to like the influx of people coming to them, especially for hiring. it's like oh, we don't have to worry about going out to find people but, you know, it's a different way of thinking to go find the people who aren't coming to you in that. >> you know, i do think you've got to treat this as an investment just like any other investment you do in your business. certainly intel announced that we were investing $300 million in solving this challenge by the year 2020. that's big money, right. but i think it's also because we're attacking the problem really holistically, looking at our supply chain, our hiring practices, our culture and retention and the way we train and the way we invest in supply -- suppliers and startup. it isn't cheap but big important issues are rarely inexpensive to tackle and i really think again, you have to attack the problem holistically and with a lot of solutions, not just money, not

just training. a lot of things. >> and to be clear, so intel recently announced some layoffs. do those layoffs have any effect on intel's diversity and inclusion efforts? >> yeah, so no, they don't. again, i think our commitment to diversity and inclusion is because we truly believe it's key to intel's evolution as a company and that's something we continue to be committed to. our 2020 goals absolutely have not changed even though some of the business emperatives we're undertaking right now. it's still important and we've got to be committed to it in the long term. >> so all 3 of you had a previous relationship with each other, right, or you knew who the others were. i'm wondering, so for companies that don't maybe have the resources to hire ahead of diversity and inclusion or hire

a consulting company like paradigm or have someone like you who's just willing to step away from engineering from time to time to work on these, to work on this issue, what can startups do right now, or what are the solutions for them? >> project include. i mean, that's what we've created it for, right. we know that companies don't have the money to spend on consulting or can't afford to bring on ahead of diversity and inclusion right now because they have to hire more engineers to actually build their products so we created project include to give them this road map, this guide book and recommendations so they don't have to worry about spending money and they also don't have an excuse not to do it. >> i think it's a lot of value of having a place where all of the research is synthesized for people so people aren't relying to spend best practices but are learning about what works and

how to design the culture from the beginning so really excited 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 to do this, just gather the data. see where you are today. look at what the data tells you and set one or two goals you'll take on this year that moves the needle in a meaningful way. >> speaking of the data. so in tech company diversity reports, we rarely see stats on lgbt lgbtq status, eligibility status. slack did include lgbt status

but why isn't that common? why aren't we seeing that very much? >> i think one reason is companies don't collect that data so we need to do a better job asking people to self identify because if we're not measuring these things it can be hard to track what is the experience like for people in these different groups. >> and i also think companies might be scared to track certain data, you know, to ask somebody what their, if they're lgbtq. it seems a little scary, like traditional h.r. manuals say you don't talk to your employees about that, right. so it's a tricky place and i think we can grow there for sure. >> are there any other stats that you think are missing from these diversity reports? >> definitely. we don't see retention data. so the stats that we see are like percentages of employees, but we don't see retention. we don't see how many harassment cases got 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 could really speak to like what the culture is like at a company. >> i do think though you're starting to see companies on that data continuum. last year we started showing our retention data. we started showing our pay data. the next thing i think we're going to start looking at is again our lgbtq, diversibility and veterans data. i think you've got to start somewhere. sometimes you get the analysis 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 and broaden it to underrepresented minorities. i think where the future is headed is showing data about everything. i think you've got to realize showing your data is a good thing. there's nothing to be afraid of and the flood gates open. >> last thing and we touched on this earlier, but institutionalized racism and discrimination. those are hard topics to discuss for some people.

how can we get everyone in this room feeling comfortable about talking about it? >> it's tricky. it's an uncomfortable conversation for many people, right. it's hard for people even outside of the tech industry to talk about institutionalized racism, but i feel like it's very important. i think people in tech should should -- not look at themselves as being isolated from the rest of society. like we're in this bubble. we're different from everybody else. but the reality is, you know, people come from everywhere and there's institutionalized racism and sexism and bias against people of all different sorts and once we come to terms with the fact that we aren't different from the rest of society and we have to work on and address these issues also, we'll make some good progress. >> that is all the time we have, thank you so much. give them a round of applause. [applause] [captioning performed by the national captioning institute,

which is responsible for its caption content and accuracy. visit ncicap.org] coming up this weekend on american history tv, as the parks system prepares to celebrate their 100th anniversary, we will take a look at the california land state parks at tonight at 10:00 eastern. the 1945 film "the land of the giants" documents the efforts of the civilian corp. redwoodsng dense provides lumbar for practically any kind of construction job which may be desirable. the conservation boys make everything from heavy timbers to park signs. >> a panel of scholars examines themusical "hamilton," relationship between academic history and the history per trade in public or -- in popular culture. income at president bill clinton

and former kansas senator bob dole face-off in their first debate of the 1996 presidential campaign. >> the bottom line is we are the strongest nation in the world we provide the leadership and we will have to continue to provide leadership. let's do it on our terms when our interest are involved and not when someone blows the whistle. >> i believe the evidence is that our deployments have been successful in haiti and bosnia and when we moved to kuwait to propel saddam hussein. the i sent the fleet into taiwan straits when we work hard to end the north korea nuclear threat, i believe the united states is at peace tonight in part because of the discipline, careful, effective deployment of our military resources. eastern onp.m. american artifacts we will take a tour of arlington house with national park service ranger, matthew. built by george washington's

step grandson, it was the home of robert e lee who married into the family. >> he declared this house a federal house built to represent george ideals of washington and that included the idea that this nation would exist forever and that no state had a right to leave it. so how ironic is it that that man's daughter would marry robert e. lee who became the great confederate federal -- general and perhaps the man who came closest than any other man in history to destroying the nation that was created in the american revolution. >> for our complete american history tv schedule, go to c-span.org. >> now a discussion on how the world's leading cities is using the