you may be in a blitzscaling phase. or you may move again to a blitzscaling phase.f you don't come you start focusing on efficiency. david: does that mean if you are in this successful, high-growth tech company that you want to be looking for other arrows in your quiver? facebook, google did the same thing. reid: yes, all of the great tech companies and all tech companies are saying how do we build these amazing tech products in the future are looking for the next major areas to build themselves or acquire, combine, and grow. and i think that's the central pattern by which the major companies 10 years from now are the ones doing that today. david: as you look at it, that would suggest facebook is on the right track. as far as you can tell on the outside. google is on the right track, although concerned about facebook, right? amazon? you think that would be right. reid: absolutely. david: but do you raise questions about snap, twitter? reid: i think those are the existential challenges for those companies. and i think management teams can figure them out. evan spiege

reid: it is one of the chapters will in the book "blitzscaling"" what is responsible blitzscaling? i think the thing the tech industry has been learning is oh, we are not just challengers , the disruptors. we are becoming part of the infrastructure. the social and logistics infrastructure. as we have become part of that infrastructure and we get to scale, our responsibilities change. we can't just say hey, trust us, we're building new products. we have to be transparent. we have to be in dialogue with society. we have to be more careful about which risks we take because we have a greater impact with that. david: does technology have a brand problem? we love facebook or twitter, whatever social media we're on, but at the same time, there are questions being raised now. can we trust these people with our information, data, patterns? or not? is there a branding problem here? reid: there is definitely a brand challenge at the moment, i but i think it is more teenage years as we grow. it is recoverable. you ask a lot of people do will they love their iphone, are their technology service

reid: it is one of the chapters in the book "blitzscaling." what is responsible blitzscaling?hink the thing the tech industry has been learning is oh,we are not just challengers to disruptors. we are becoming part of the social and logistics infrastructure. as we have become part of that infrastructure and we get to scale, our responsibilities change. we can't just say hey, trust us, we're building new products. we have to be transparent. we have to be in dialogue with society. we have to be more careful about which risks we take because we have a greater impact with that. david: does technology have a brand problem? we love facebook or twitter, whatever social media we're on, but at the same time, there are questions being raised now. can we trust these people with our information, data, patterns? or not? is there a branding problem here? reid: there is definitely a brand challenge at the moment, but i think it is more teenage years as we grow. but it is recoverable. you ask a lot of people do they love their iphone, their technology service. the answer is generally yes. we a

now you are the author of this book, "blitzscaling." what do you define as blitzscaling?d: prioritizing speed over security in products, and what that fundamentally means is that, what matters is the speed at which you get to scale. we are in an age where the businesses that survive and thrive are the quickest. innovation matters when it gets to scale, so the secret of silicon valley and a bunch of areas in china is that, how do you get the scale very quickly and very powerfully, and how do you make the decisions to poor on the gas, and how do you make it happen? >> one common lament among tech entrepreneurs is that the tech giants have sucked at the air out of the industry and it is difficult to get to scale when you're -- your competition can undercut you. advice to people? reid: i think -- with large companies, you get difficult competition. if someone said to you, i have a new search startup and i want to do it on desktop or mobile, are you going to get to market? how are you going to get the scale? these will be central questions. but i think that all companies , inc

and part of it is doing blitzscaling right.succeed are be the first to scale, but also the riskd that you are taking that --hty -- might e might be risks for the users. you should ask yourself these questions, what risks am i doing? impact or ae systemic one that you can feed, you should try to address that one early and address it along with it because those problems can kill you. they can be a real problem. for example, there is certainly absolutely falling under the clinical category of scale at all costs, do whatever it takes to build a big company, or build a company that a lot of people give money to. but certainly worth taking people's lives in their hands. reid: exactly. part of blitzscaling right is not just winning, but winning and being a hero doing something that is good for the world. you need to address those questions early. one of the things that happens is as you scale, sometimes your vision changes, your responsibilities change. as you get larger, you start investing more resources in understanding the risks,

reid: this is what is responsible blitzscaling?ll responsibilities change as we understand the scale. have have to be in dialogue with society into mortal about which risks we take. david: this technology have a brand problem? people with these our patterns? i think it is kind of the teenage years as you grow. ask people, do they love their iphone or technology service. the answer is generally yes. say, peopleeed to also want to feel safe. they don't feel safe with things about cyber-hacking. we need to have a higher level of standards there. reid: you spend a lot of time with the leaders of tech. do they get it? reid: they are learning. they are on a learning curve that is moving fast. avid: what is the role of government regulation? should there be regulation? id: some regulation could be good. it is a lot easier to do a lot .f damage to the tech industry it is not about should we regulate or not regulate. ?hat should the target be what do we want out of a social infrastructure and social media comments? what do we want on the ne

i wanted to talk to him about his politics and his new book "blitzscaling."o have you on. >> it's great to be on. >> let me ask you about politics. you have been pretty active and you say lot of people who are in business share some of your dismay with what trump stands for and what he's doing, but they don't want to say anything. why? >> well, i think the classic thing is, hey, it's business. i got responsibility to shareholders. i have a responsibility to customers and all that, but i actually think that i have this phrase. spider-man ethics. with power comes responsibility. i think personally that it's part of having business leaders, you need to speak up about the future you can see for all of us and you need to have your voice be heard. i have leaned in to politics, unlike ever i have done before, because i think we're so dangerous, the path we're on, and we need to correct. >> what do you say to people who point out that the trump administration is presiding over record unemployment levels, in other words, record lows. growth seems strong. what are you