♪ >>. football is facing an existential crisis the top club set to join a super league and each get a multibillion payout to clear their debts. closing arguments in the derek chauvin trial. the police officer accused of the murder of george floyd, sparking anti-police violence last me. the prosecutor said chauvin had to know heas squeezing the life out of mr. floyd as he cried out he could not breathe. nasa's experimental helicopter

ingenuity goes into the thin air above the red surface of mars this monday, achieving the first power flight by an aircraft on another planet. thank you for joining us. the world most popular sport is on the brink of a massive change, condemned by players and managers and supporters and politicians alike. for being totally motivated by greed. the plan for the european super league has raised an alarm. those who say here therefore the project include real madrid, barcelona and inter milan and liverpool, manchester united, chelsea and spurs. those against include paris -- and bayunne munich. with some of the riches name in the sport saying they are now committed to the project. governing bodies have acted. fifa say that any players who

take part in the breakaway legal face an international ban. no world cup and no euro tournament appearances. the football family looking more and more divided. >> an emergency meeting at this swiss hotel as eufa decides how to react to the shocking decision by 12 football clubs to launch a new breakaway league. football's governing body is bringing out the big guns. >> the players who will play in the teams that might play in the closed league would be bent on playing in the world cup and euro. so, they will not be able to represent their national teams at any measure. >> the decision to create a super league, a competitor to the champions league is especially surprising because it came hours before uefa announced

a major reform of his championship. changes that were endorsed by the 12 clubs. the late night statement came as a shock to millions of fans who expressed their anger and disappointment. >> these clubs want to make football luxury item. football is not a luxury and is the most populous thing that exists and it has to be popular again. >> it totally flies in the face of the whole tradition of english football, which is that you achieve success on the field not financial success. >> politicians, too have chimed in. boris johnson called the decision very damaging to football. >> we're going to look at everything that we can do with the football authorities to make sure that this doesn't go ahead in the way it is being proposed. >> the 12 breakaway clubs issued a statement explaining they began taking legal action aimed

at fending off threats to block the competition. but many other challenges will remain in the months leading into the next football season. >> a prosecutor told the jury that the former minneapolis policeman derek chauvin betrayed his badge and murder george floyd in may last year and what was a deadly arrest. this monday closing arguments began. over and over again the prosecutor with the minnesota attorney general's office repeated the phrase " nine minutes and 29 seconds." the length of time chauvin he was caught kneeling on the dieting mr. -- dying mr. floyd's neck. in the clong argument of why he thinks that the jury should not convict his client. chauvin chose not to testify in court and plead the fifth amendment. >> this use of force was

unreasonable. it was excessive. it was grossly disproportionate. it is not an excuse. for the shocking abuse that you saw with your own eyes. you can believe your own eyes. this wasn't policing. this was murder. >> a reasonable police officer will take his training into experience. you heard the lieutenant specifically say that when someone says that they can't b reathe, but they are talking, if they are talking, it means they are breathing, right? simply because a person is not kicking or punching at you or biting you, it does not mean that you cannot control them physically with your body we ight. >> a week long lockdown has been imposed on new delhi to stop the collapse of the medical system under pressure from the covid-19 pandemic.

india has seen an expert and rise in numbers over the past 24 hours of over 213,000 new cases. >> it isa a bid to stem the spread. come may 1 anyone over, 18 is eligible for a vaccination. and not just health-care workers. prime minister modi stressed that vaccination is the biggest weapon in the fight against covid-19. it comes as the six day lockdown a set to te effect in new delhi from monday night. authorities in the indian capital say the situation is critical with hospitals facing shortages of beds, oxygen and medicine. >> dell's health care system is now incapable of accepting patients in largeumbers. we fear if we do not have a lockdown now there may be a serious tragedy. >> 25,000 cases have been recorded in the past 24 hours. with one in three people

returning a positive result. officials say 65% of new covax patient -- covid patients are under the age of 45 experiencing more sever symptoms. >> yeah, that is what i have. >> criticism has mounted over how the government his has handled the second wave of the and -- with religious festivals being attended by. >> where they require higher months of oxygen. >> nationwide, india reported more than 270,000 new cases on monday. its highest daily rise since the start of the pandemic. it take the total number of infections to over 15 million, second only to the u.s. >> it is an alarming situation in india. worth pointing out an alarming

situation in france, too. we wait to bring you the figures of the day here. let's keep our attention on india and asia and why some countries in that continent are doing better than others. stephen morrison as director of the global health policy at the center for strategic and international studies. he joins us. good evening to you. lockdown in delhi, vaccine for over -- which is a good thing. infection rates out of control. and the past 24 hours 213,000 new cases reported. 180,000 plus in the death. is it too late for india? >> no, it is not too late. it is just terrible. it has become the epicenter for a long time it seemed as if india was somehow going to be spared and now it has become an

epicenter in things are raging out of control. we had things raging out of control in the united states in january, january 8 we had 330,00 0 cases and you know the numbers here have been awful. over 560,000 dead, but we are beginning to s thingsurn here. and you have to believe that this government will finally begin to take measures into, to bring about some much more effective control. i'm not sure exactly what mix is going to work. lockdowns were attempted last year. they didn't succeed. they dislocated over 200 million very poor itinerant, mobile workers. they set back the economy in india, dropped by an historic level in a single quarter over 20% drop in gdp. so they face in particular

problems in terms of just the overall scale. 1.35 billion people. they are immunizing 3,000,090. -- 3 milln a day. we are immunizing 3.2 million a day with a population of 330 million. they will have to step up their game in multiple ways. their testing is abysmal. our testing in the united states was pretty abysmal, too. so, they will have to learn to correct on that somehow. they are going to have to get a national consensus as to what really needs to happen. their approach has been off, on dominated by nationalism. and they've got to come up with a different vision of how they are going to cope with this, and i don't see that they have any choice given how runaway this is at the moment. >> sanitation masks and social distancing. these words mean something but

some countries in asia have done well in terms of controlling the outbreak. and getting on top of things. india appears to be struggling. is it a question of resources, of infrastructure, those kinds of issues? india being a massive country with a massive population. >> before we talk about the other asian countries that have done so well, let me just add that indiareed itself of polio a few years ago and no one believed that was possible. itid it through a very determined national effort in partnership with others from outside and both inside. and something similar is going to be needed here in india. india has the greatest private sector vaccine manufacturing capacity. and that capacity is growing at an exponential rate right now. so it is very blessed by that. it has a healthy infrastructure at a local level,, very wekak,

but look what it was able to do with polio. i don't think we should be fatalistic about india. on thether countries, south korea, singapore, taiwan, hong kong, and then if you look at australia and new zealand, they all did very well. some of them, those that are ons, were easily -- those that were islands were easily closed off with small populations. what is common across them -- they experienced 15 or 20 years ago they spared us to very seering set of setbacks tied to sars, mers and pandemic flu. and that national experience change their approaches to pandemic preparedness. so so that they moved towards a national plan, they moved toward putting in place detection early, early detection surveillance systems, early response, an ability to test, contact trace and segregate,

quarantine those that were infected. they built a national consensus around that. and they havd a buy-in from the population and strong national leadership and they were not internally divided over is this a serious problem or not? how much of a priority should this be? they were able to intervenin ways that were less destructive of their economies, because they had these capacities and in some instances the disruption of economies was quite modest so that population suffered less. the lack of capacity and vision and a national consensus and buy-in and the absence of weak national leadership leads to severe measures that have damaging impacts on the economy and alienate the -- population if they do not believe the national leadership knows what is doing.

the countries that have done best where those that cultivated their population. >> all countries can learn regardless of their economic strength and their organizational powers. it is about being together and working together. i'm sorry to cut you off. thank you very much, indeed, for giving us that briefing on the situation in india. and there is hope that india can turn this around. let's bring you now some news from out of this world quite literally from mars where the first off this planet airflight has taken place of the $8 million nasa helicopter. >> images are beamed back to earth of the first ever flight on another planet. met with cheers and applause at mission control in pasadena, california, the ingenuity helicopter took to the skies over mars. airborne for less than a minute, the drone hoveredvó 40 meters

above the ground before touching safely back down. >> ingenuity has responded. first flight, first flight of a powered aircraft on another planet. >> the atmosphere on mars is just 1% of the density of the pressure on earth which makes liftoff difficult. >> ingenuity is less than 1.8 kilograms, four pounds. and that four pounds ingenuity has to be able to fly. and be able to survive and operate autonomously in mars. >> ingenuity was carried to mars by the perseverance rover, which also recorded images and collected data for the drone. >> the helicopter can go into areas where the rover cannot. so there are a lot of caves and the rover has to overcome a lot of obstacles on the ground the helicopter can ideally move around. >> the team is aiming to attempt additional experimental flights over the coming weeks over longer distances and at higher

altitudes. it hopes this technology might eventually transform space expiration with fleets of drones potentially being used to provide aerial view's to transport packages and to s cout ahead for estimates. >> for more news stay with us. you are watching "france 24." hello and welcome to the interview. our greatest asset is our people. how often have we heard that corporate cliché? as most of us know the reality is frequently different from the slogans. one company where that is definitely true is netflix. it's the main reason why the company grew from a humble dvd rental service 20 years ago to one of the world's most successful entertainment corporations. my guest today aaron meyer has

spent many hours with netflix employees and with its founder to find out exactly what makes the company tick. the result is a book she co-authored with reed hastings entitled "no rules rule s, netflix and the culture of reinvention." erin meyesr, a professor of organizational behavior outside paris. welcome to the program. >> nice to be here. >> great to have this inside track on netflix. which so many people have been watching and -- in lockdown. in a nutshell how does netflix innovate? erin: it is actually quite simple even though it is the opposite of what most companies are doing. what they do is try to hire only the best people and then they give them huge amounts of freedom, by giving no rules, no procedures, no processes. and the idea is then that freedom breeds this incredible innovation. so at most companies i've seen,

they are treating their employees like children. if you want to buy a computer or go on vacation or start a new initiative you have staffed -- you have to ask permission. freedom, they treat theirf this employees like adult. that's what really gets this kind of speed and innovation going >> but, before you can release controls like not have to do expenses forms and not have to apply for vacation, you first have to get the very best people. the key is actually talent density. >> that is the word they use. talent density. they have their buzzwords. it basically means instead of hiring 100 medium employees and playing them a medium -- and paying them a medium amount you try to hire maybe ten and pay them up to 10 times what you would pay your medium employees. once you get that talent density

then you will see few employees a lot of talent and then you see that performance is contagious. and that performance, high performance cycles up into this kind of incredible speed. >> the slightly scary side to this as well. i want to show a graphic from something called the netflix culture deck, which, by the way was described by facebook is perhaps the most important document to come out of silicon valley. this is one of their culture deck key phrases. unlike many companies we practice adequate performance gets a generous severance package. so, is this kind of pretty scary? because everyone thinks when am i going to be fired if i am less than absolutely brilliant all of the time, every day, every night, every weekend? how does this work? >> it takes a certain kind of person to work there. you have to be ready to work for sports team.

and they say, we are a team, not a family. there is no job security. and their managers are asked to use the keeper test, which is that i need to think to myself, on an ongoing basis, if you came to me and you told me that you were leaving the company, would i fight to keep you? if i would, i know you are keeper. t if you're not, i need to find some other plan. so this is something that managers are trained to ask themselves all the time about their employees, the keeper test is a permanent, or it is part of the mindset basically. >> yea. h. so, it is pretty easy to know your employees are not the best people for that spot but to keep them on because we love our employees. it is hard to hired them. it is hard to let them go. the keeper test is just a mechanism for encouraging managers to do the hard work. >> one of the most startling things that, in the book is when

you write about the feedback that employees give to each other and also to their bosses in public. [laughter] what is that about? >> so, the first step to freedom is the talent density. and the second step is what they call candor, right? i have to tell you i was a little surprised when i came across this, also. i am from minnesota. we do not like cantering minnesota. b-- candpr ion minnesota. you need to give people a lot of honest feedback on an ongoing basis. not just your employees but to your colleagues and your boss. so we should give that feedback whenever we think it would be best. even in the middle of a presentation would be ok. if i thought that would be the moment that would help you. if i'm the boss, then i should solicit this feedback, and when i get honest feedback about my own performance, i should talk about it widely, so that other

people see i can take it and i am working on it. >> and there is an image use, which is the boss at the root of a tree, supporting managers. then the decisions get taken at the outer branches of the tree. >> this is where it really, we can see the success of the organization, which is once you have got all of this talent density, and then you have got to s-- this ecosystem of feedback and then you have the performance likely up. now you can get rid of all the manager controls. that is not just things like vacation. at neff looks they say the vacation policy is take some -- at netflix. it also has to do with a fundamental way you make decisions. at most companies we make decisions like a pyramid. you have got the ceo at the top. the employees who are lower-level. low level employees, they can make small unimportant decisions. >> but it's obviously subjective what makes a top employee.

they have to have social intelligence because you cannot have the whole accounts team leaving on holiday the week that the accounts are meant to be done. >> they say at neff looks two things. -■- atnetflix. lead with context, not controlled what that means is although we do not have a vacation policy i still have to set context for my team frequently about what is appropriate for taking vacation. when we can take it and how we can take it. >> you are an expert on culture mapping as you call it. so, it's essentially seeing how certain values in different cultures compare or do not compare, if that is a fair summary. how does netflix actually built a culture that works in japan, singapore, the netherlands? give us an example. >> when i started working with netflix, they mapped out their corporate culture on my culture map, and they compared it to the various countries they were

moving into. i can tell you that cantor was a little bit startling when they moved into japan and singapore. but they did not change the culture. they just work locally to get them, to get them working in different ways. there was a story about this woman from silicon valley giving feedback to one of, trying to get her japanese employee to give her feedback. and, when she asked her employee for feedback the woman started crying. she said, i really wanted -- to be netflix but i've never given feedback to a colleague before, let alone my boss. >> they needed guidance to bring them to that point. i'd like to ask you about how you can situate netflix within the corporate universe. just before you do that, let's play you a quote from the book. this is how we're all really under the spell of the industrial revolution air 100 years later. you say "most companies are

still following the paradigms of the industrial revolution but the biggest risk is not making a mistake. it's failing to attract top talent, to invent new products, or to change direction quickly when the environment shifts." what kind of other companies can realistically get away from the industrial revolution? we are talking about the public sector. you have got employment laws that a company has to apply, a date from the period. what is a company going to do? >> you have to ask yourself the question, what is my principal goal? is it to eliminate error and create consistency? if you are running a factor, that is your goal. is my main goal to innovate faster and be more flexible? if so, this is a methodology for you. i've seen, let's think about the vaccines that came out of johnson & johnson, coming from yes and pharmaceutical. parts of that organization clearly innovation is what they

needed to come up with those vaccines. there, no rules rules. but in other parts of that company, where they are doing the productivity, eliminating error is their fundamental goal. and there they can stick to the traditional methods. what you thing about, france is office the assorted traditionally a country run by engineers. so, it is that kind of culture of not making mistakes and consistency, the very thing we played the quote about. can you imagine a cultural revolution in france, in the public sector, or is that very, very unimaginable? >> i can imagine it. i have been living in france for 20 years. french people like freedom. it's true that in most french companies there are a lot of these procedures and rules and processes that are kind of fixing or tying the company to today's situation. but i do believe that most

french employees would like to have more freedom. that freedom and france also will breed more flexibility and innovation. i expect to see a lot more of that right here in paris in the future. >> on that very uplifting note, we will have to end, but thank you so much, erin. jsut to remind everybody, erin is the co-author with reed hastings of "no rules rules, netflix and the culture of reinvention." thank you so much for watching the interview and we will see you again on the program very soon. goodbye.

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04/19/21 04/19/21 [captioning made possible by democracy now!] amy: from new york this is democracy now! >> if you put your hands up, they should. if you put your hands down, they shoot. if you walk, run, hide, sleep, you do exactly as they say, they still shoot. amy: thousands protest in chicago over the police killing of 13-year-old adam toledo, who was shot d