one of stanford business school's most popular teachers on business, brain and brawn. that's this week on "press here." good morning. every one. baseball was invented in 1839.

it took about another 50 years for anyone to come up with a concept of a baseball glove to start with even the catcher did not have a glove, which is hard to imagine. a pocket was developed around the first world war. after that, there was not much difference. not a lot has changed in a baseball mitt until a silicon valley company called carbon joined the game. working to develop a 21st century baseball glove with a 21st century name. let's talk about how carbon's manufacturing process works. we have shown you this before. a process that looks like something out of the movies. calling fully printed parts out of goo much the way terminator builds itself out of a puddle. it's extraordinary to watch. carbon co-founder and chief

product officer joins us this in the past you have shown us hockey equipment and now baseball gloves. why sports equipment? why is that an area of concentration? >> i think it comes down to it's where performance matters the gain an edge and trim the line to where they can see that come out in the numbers. from a 3-d printing perspective and why we see that taking off is one of the major opportunities for 3-d printing is the ability to actually make things that historically were not fabricated. design engineers across the country they have known for a long time. they had no way to make it at scale. it's been an easy opportunity

for us to get going as well as helping educate other industries for how to use digital manufacturing at scale as well. >> you mentioned numbers. sport is full of sports. if you made some kind of sports equipment, the curve of the ball slap shot or whatever the distance of a fishing line cast are all measurable and you can then tweak what that component is. >> that's correct. i think it's one of the few areas which has a tremendous amount of data over decades of player performance and how you can use technology to increase that performance over time. >> the entire glove is not 3-d printed. there's a honeycomb lattice inside of it. >> that's correct. the glove still has to hold the same pocket that you showed.

i'll have to get you a newer glove now. i appreciate you bringing props, as i did. went through with this rawlings. i noticed that gloves avenue they get worn in, they continue to wear in over time. he began to work with rawlings about how we can reinvent the glove. we wanted to get it so it wore in like his old gloves. it hit a point where he stopped wearing it. that's where carbon came in with our 3-d printing software and materials. it helped design the features inside that you can't see to

help bring that stability to where they wanted stability. >> mlb is okay with this? this is not like a corked bath? >> as of right now the mlb is okay with this. it's not a corked bath. >> phil, thank you for joining us this morning. if you're interested in horb do have a full explanation with the company's chief scientist on our website. up next, silicon valley on the effort to bring employees back to the office when "press here" continues. back.

my job is hybrid like many other peoples. we do the morning news from our studio at the nbc studios but by do my podcast and "press here" from home. this works out for a number of people. this hybrid idea. sometimes from the office, sometimes at home. not for my next guest who wants every one at his company all hands on deck at the office. i will note we taped this interview as we do all interviews now on "press here" ahead of time because we have to use technology to do this. this was taped slightly before

the deltah a serious issue. >> nice to see you. >> it's good to see you again. tell me why this idea of all hands on deck. >> well, we want back to work in the united states in all of our facilities in the united states on june 15th. this is our headquarters facility in redwood city. i don't think you visited us here yet. we have 421 people at work today. we are just very much a -- we believe in the idea of the collective iq. we're involved, as you know, in various technology as it relates to we're inventing this new field called enterprise ai. we're confident when inventing new things, you need to get very bright people to work on a shoulder to shoulder collaborative. you need to get the work done.

i do think there's many jobs that can be done remotely. i think people doing accounting or people fixing bugs at salesforce or something like that, that kind of work can be done remotely. when you're inventing net new technology, it's difficult to do that if you're not working collaboratively. >> what was your reaction from your employees? i was going to guess it was fairly positive because they must have been working shoulder to shoulder before if that's your whole idea of what a work space should be. >> we like to get people to like to work together in teams, very collaborative. it was almost like a party when we got back june 21st. i'm sorry, june 15th. everybody showed up for work and a spring in their step and a smile on their face. >> have you gotten any hard data that's the better way to go or

more of a gut feeling that people working together work more effectively? >> they have done a lot of hard data that comes up, particularly out of m.i.t. this is the intelligence quotient of a group working together is greater than the sum of its parts. those data are well established as it relates to inventing new things. a compiler, intelprocessor. it can't be done with telephone calls. you need to be in a room, suite -- sweating it out. we are at the vanguard. everybody problem we're addressing has a problem that's never been solved before. we need to work together as a

team to accomplish this. >> you're not worried about being competitive. if there was a really good ai person that said i would like to be in nashville, you would think they would work better with you and if they're not willing to then maybe they will not be a good fit? >> exactly. we hired 300 people in the united states last year. we had 52,000 job applicants. we can recruit and hire the type of people who will like to work here.extroverted. people that like to go to work and interact. people that want to go home and want to be stay at home moms or dads, there's lots of companies up in silicon valley where they will accommodate that. facebook, google, salesforce. you can work from home. the good thing is we have lots of types of employees in silicon

lot of different typesextrovert, well educated and a book in your hand then c3ai is the place you'll like it. we think very carefully about the cultural fit. many people have come here and i think they would be better suited at google, better suited at salesforce. we recommend them and send their resumes to those companies. >> i've got you on the line, so to speak. let's talk about this new administration. is there new things they should be doing to encourage ai research or ai rules? >> i think this ai issue is getting existential as it relates to the threat from the ch

chinese. we're in open today. 2017 whoever went to battle on ai dominates the world. i think that's probably true. it's most not going to be russia. it will be china or the united states. i believe the biden administration is doubling down on ai in a big way. the chinese are spending scores of billions of dollars on this. we are behind at this point. if we do not develop leadership then this will be a -- the story will not end well. >> let me end with something on the positive and that is as regular folk begin to notice ai in their lives, what is the

think that we should be most excited about at home, at the consumer level. >> i think our providers will be providing us better products more suited to our needs at a lower cost that are safer and have lower environmental impact. that's the plus side. what's the downside is what do we need to be worried about add it relates to ai. this is equally important. i think issues related to privacy. the privacy issues are daunting and we have social media companies today. they are using ai to manipulate human beings, using computers to manipulate people. to inspire addictive behavior. there's some very concerning issues related to ai and ethical ai that require attention. >> tom, i appreciate you being

with us. i just wish the best of luck to your employees there back at the office. founder and creator and ceo of c3ai. he joins us this morning. this wasn't set up as a debate. he represents the other side of this idea. she has 60 plus employees working all over the world. incredible health builds itself as a remote first company. to be fair, she did not hear my chat with tom. tom says if you're building something, he wants every one to be shoulder to shoulder. you don't, necessarily. why is that? >> it's a great question. we operate remote first. our entire team is throughout the u.s. the reason that i don't think -- maybe slightly -- i agree with tom in some respects. it's helpful to have every one

in the same room. where technology is these days whether it's with zoom or slack, we have been able to close to replicate that experience. also the huge benefit of being remote first is we have access to talent pools and amazing co-workers all over the country. i would never want to restrict us to just the bay area when it comes to hiring. >> i would think that would be important now because so many employees are moving away. there are people who just resist. it's hard to imagine that's true. i'm hearing myself say that. everybody at one point wanted to come to san francisco. there are people who would resist, oh, you're forcing me to live a certain place. i've discovered that i enjoy living this this cabin. >> absolutely. the cost of living in san francisco is no joke. it's not suitable for every one. then also just given the number of employers that are moving to remote first. honestly, just to remain

competitive it's been helpful. we are competing against other employers that are offering similar perks. >> you and i have talked before. we did a podcast that hasn't been published yet in which you talk about your funding. you told me in that interview, so i know this, that you haven't met the good portion of your own employees which is very strange. i'm sure you met them on zoom but you haven't physically met them. >> that's right. 70% of our team is now outside of the san francisco bay area. 80% of our team was hired during the pandemic. absolutely. we haven't met many of them in person. >> yet, you feel you have gotten quality enough that you'll take this opportunity to say, no. we had some really terrible hires. you're happy with the quality of the people you're getting even though you're doing it over zoom. >> absolutely. when it comes to engineering talent, marketing, sales, customer success, that talent is

available in the entire country. i'll be honest with you. sometimes when it comes to executive hiring looking for high growth tech experience, that's still quite concentrated in the bay area. when it comes to all the other roles, they are available in other parts of the country. the just know where to look and have the right recruiters in place. >> every boss says they have an open door policy and i assume you do too but in this case it's an open zoom policy. >> absolutely. >> your place can contact with you at any time. we're seeing this -- we're coming out of this pandemic where the pandemic created this idea that work from home was going to be acceptable. we have come out of it and now seems that maybe we come out not quite as fast as we want. at some point this will be over. will you still maintain ever now,

remote first? >> yeah, we will. i don't believe in the hybrid concept of having some remote and some not because it creates two classes of workers. particularly when it comes around constant communication. we are going to stay remote first because one of the top things that i have to achieve as a leader is hiring a phenomenal team and remote first has been able to do that. >> giving us the counter point to tom sebile this morning. i appreciate her being here this morning. "press here" will be right back.

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ichs reading a book called the brain and brawn company. in it the author walks you through how the best companies blend physical and digital. if you're a prime customer, there's no company that knows more about you than amazon. not just from your purchase hbt -- habits but you trip to prime foods. add to that alexa, amazon probably knows more about you than their own mother does. it doesn't seem like people have that much of a problem with that. another company that gathers up our data can't stop tripping over its own feet. facebook gets constant criticism for the handling of data.

i had a few minutes so i thought i would dive in with him. why do you suppose that is? why are we giving amazon free pass but being really hard on facebook? >> when we shop on amazon, amazon is giving us or we believe they are giving us what we want. when we want to shop for something and they find other things we like, then it makes us happy. i think the belief is facebook using our data for their own interest and not our interest and they will sell our data whether we want them to or not. >> amazon also uses our data quite well. >> correct. actually we believe in the kind of conventional wisdom is they use it in our interest. not using it behind our backs. facebook had a long history of people believing they hide the privacy tools and everything else and that makes people uncomfortable. >> there is, a lot of people are disturbed by being tracked across the internet.

i know apple added that to its ios that you can turn it off. i do turn it off most of the time. if i'm shopping for new car, i don't mind the world knowing. i get ads that tell me about new cars. >> as long as they are helpful. when you believe they are serving to you things you would like and find an interest. where it becomes a problem is when we find that people are selling our data about where we live, what's our phone number, what's our e-mail address which isn't a part of the transaction. that's where facebook has gotten in trouble. i think the biggest thing we want to be able to do is be able to say we already bought the shoes so please stop serving the ads that tell us about the shoes. >> you buy a toaster and tths -- it's nothing but toasters. how much do you think i want? am amazon is nothing but brain

and brawn. the infrastructure that had to be put i days is amazing. >> it's truly probably the gold standard of combing brain and drawn. they are using logistics and manufacturing and shaping their eco system as world class. they really kind of shape up as a company that is combined the attributes we talk about in the brains and brawn frame work. their world class. people are really happy with the product and services they get from amazon. >> you and i met many years ago. talk about alexa. what a brilliant sort of thing.

amazon is soaking up what kind of music i like. >> you don't mind when the technology is to your goal. that's one of the things that amazon has done a pretty good job of. you can ask the weather. you can ask what's going on. while it's gathering the data, as long as you believe it's not being usd against the way you want it to be used then you're fine. >> square purchased afterpay. jamie dimon said we should have done that. chase bank should have done that. my first thought is incumbents miss the quick pivot play, the thing they should have done. square figured it out faster than they did. you read start ups can learn a lot from the incumbents. can you give me an example of that? >> one of the things we learned is incumbents are not doomed and

disrupters are not ordained. whether it's understanding deeply about your customers and their market and how they make money. whether it's how you manage manufacturing or supply chains and the world that increasingly blends digital and physical when every product or service that we use is actually connected. the disrupters need to understand what does it take to deliver things to people on a moment's notice and the way customers like. i think they can learn from some of the best practices that have been developed over decades. >> i assume this is your classroom that you're speaking from. >> this used to be my home office and now it's my teaching studio. >> how is that going? >> we will see what happens with

the delta variant. in the spring we had the good fortune of being hybrid. all we're going to see what it's like to be together and hopefully we'll all be safe able to experience what it's like when we're together in person. >> i hope it turns out that way. i have some doubts. you mentioned you learned how to teach on zoom. what was your biggest take away? that you learned about teaching over the internet. >> the thing you have to think about is you're thinking to a medium. you want to keep the exchange interactive with the students. you have to learn from some of the best practices of your industry of television and how you make things entertaining. how can you create energy and enthusiasm and make sure you're not droing on and on. i think this will be a big change for education globally. our ability to reach people in other parts of the world and

spread knowledge and information has become an amp with our ability to learn how to communicate through our own cameras and our own screens and our own monitors. >> robert, it's good the talk to you again. i see you have several copies of your book there. i'll put one in the bookshelf and you can hunt for it in the newscast. "press here" we'll be right back. i'm so glad you're ok, sgt. houston. this is sam with usaa. do you see the tow truck? yes, thank you, that was fast. sgt. houston never expected this to happen.

or that her grandpa's dog tags would be left behind. but that one call got her a tow and rental... ...paid her claim... ...and we even pulled a few strings. making it easy to make things right: that's what we're made for. usaa. what you're made of, we're made for. get a quote today. that's our show for this week. my thanks to my guests and thank you for making us part of your sunday morning.