tv Charlie Rose PBS September 16, 2014 12:00pm-1:01pm PDT
>> charlie: welcome to the program. tonight, part two, our conversation with tim cook, c.e.o. of apple. >> our view is, when we design a new service, we try not to collect data, so we're not reading your email, we're not reading your imessage. if the government laid a subpoena on us to get your imessages, we can't provide it. it's encrypted and we d"ñ have the key. so it's sort of the door is closed. but our business, charlie, is based on selling these. our business is not based on having information about you. you're not our product. our product are these, and this
watch, and macs and so forth. so we run are very different company. i think everyone has to ask how do companies make their money, follow the money, and if they're making money mainly by collecting gobs of personal data, i think you have a right to be worried. >> charlie: we conclude with yves behar, an trill designer. >> a good design has new ideas. there are new ideas that are -- how do we live more sustainably and how can technology be simpler and accessible to all -- and design can prove these things are possible. bring them to theñi world in a y they get accepted. >> charlie: tim cook and yvesñi behar when we continue.
>> and by bloomberg. a provider of multimedia news and information services worldwide. captioning sponsored by rose communications from our studios in new york city, this is charlie rose. (cheers and applause) >> wow. good morning! (cheers and applause) >> charlie: a cup of bigger questions beyond apple. >> yes. >> charlie: you once said to me at a conference -- and i was about ready to go and interview someone -- i said, what do you think i should ask?
you said, f facetiously or not, ask themçó internet. >> and i remember your reaction -- you were like this! (laughter) and i wanted you to ask them because i wanted to hear what they were going to say. i think you have to think about things like that, and sometimes, in the valley, everybody can get so fixated on one thing, and lots of companies pop up and do those things and you're not thinking enough about the next,. >> charlie: u> charlie: give me one. well, i don't want to give you one. i don't want anybody else to copy it.
there are people who will copy it and i don't want to help them do that. >> charlie: in this country we've had to, because of edward snowden and other incidents, try to come to grips with the idea of freedom, privacy and national security. >> yeah. >> charlie: where is that debate?
>> i think it's a tough balance, and i don't think that the country or the government found the right balance. i think they erred too much tonn the collect everything side and i think the president and the administration is committed to moving that pendulum back. however, you don't want -- it's probably not right to not do anything, and, so, i think it's a careful line toñi walk.
you want to make sure you're protecting the american people, but there's no reason to collect information on you or 99.99%
of other people. >> charlie: a lot of people say -- you know, have said to me, there's a whole ton of information that are out there that are in the possession of companies like google and so other companies, that that information is there and they worry about that, too much personal information is out there, who has access to it, that kind of thing, which is different than the national security implications of what you do to listençó in on phone conversations or what technology companies do to provide lists of whatever. >> we take a different view than other companies. our view is, when we design a newçó service, we try not to collect data. so we're not reading your email. we're not reading your imessage.
if the government laid a subpoena on us to get your imessages, we can't provide it. it's encrypted and we don't have the key. so it's sort of the door is closed. >> charlie: yeah. but our business, charlie, is based on selling these. our business is not based on having information about you. you're not our product. our products are these, and this watch, and macs and so forth. so we run a very different company. i think everyone has to ask, how do companies make their
money? follow the money. and if they're making money mainly by collecting gobs of personal data, i think you have a right to be worried, and you should really understand what's happening to that data and the companies, i think, should be very transparent about it.
from our point of view, you can see what we're doing on the credit card thing -- we don't want it. we'reñr not in that business. i'm offended by lots of it. so, you know, i think people have a right to privacy. so i think that's going to be a very key topic over the next year or so, and we'll reach higher
and higher levels of urgency as more and more incidents happen. i think for us ton snowden thing -- for us on the snowden thing, we wanted tore instantly transparent because rumors were written in the press that people backdoored our servers. none of that is true. zero. we would never allow tha that to
happen. they would have to cart us out in a box before we would do that. if we ever get information -- and we finally got agreement from the national government to release how many times we had national security requests on apple and it's between 0 and 250. that's the lowest number you can quote, 0 to 250. >> charlie: could have been 249. >> correct. so you can tell we have hundreds of millions of customers, so it's a very rare instance there has been any
data asked. one of the reasons is we don't keep a lot. we're not the treasure trove of places to come to. >> charlie: i mentioned robert kennedy and martin luther king in your office. tell me the values you consider
most important beyond the culture and the values of apple. tim cook, the man. >> treating people with dignity, treating people the same, that everyone deserves a basing level of human rights, regardless of their color, regardless of their religion, regardless of their sexual orientation, regardless of their gender, that everyone deserves respect, and, you know, i'll fight for it till my toes point up. and i think those two guys, if you look back in history -- they're not the only two, there were many -- but they laid their lives on the line, and they knew they were doing it. and i had just tremendous
respect for both of them. i look at them every day because i think for people -- there are still too many cases in the world and the united states where there is a class kind of stuckture, or we're voting, or people are trying to convince each other that this other group of people don't deserve the same rights, and i think it's crazy, un-american, i think it doesn't belong, and i also see, as a businessman in apple, i can see the value if diversity. i see a tremendous company that, because we don't judgeñr each other, because we don't have different rights and so forth, because we allow anyone in the front door, i see a company that this inclusion really inspires
innovation. so i see the value of it from that point of view as well. but more from a human point of view, i feel it's just and right, and i've seen -- i've seen it not occur, and i've seen the devastation of it not occurring. so i want to do everything i can do to not only -- >> charlie: one thing about discrimination is you not being able to access the full range of not only humanity but also you're doing añi huge disservice to yourself because of the human potential. anything that restricts the human potential is doing a disservice to you and everyone around you. >> i agree. and it's not what the country was based on. youñi know, i get back to that.
there is some basic level of rights that our forefathers had the insight to think about, and we're still fighting 250 years, a little less than that, i guess, afterwards to see that vision, but it's worth the fight, and we've certainly come a long way since dr. king's speech in the mall. but we have a lot further to go, a lot further to go. >> charlie: finally, there's the threato the planet. >> there is. and this is one that we're putting a lot of energy in. >> charlie: we at apple? we at apple. you know, we want to leave the world better than we found it, and what does that mean for us? it means th#lñ we take toxins ot of all our products. we've dean that. i think we're still the only
electronics company that's done that. it means we focus on renewable energy. so we have a data center that people told us we could never get to 100% renewable energy there. it's too much. we would never get there, but we're there. we have it in north carolina. you should go see it. working with both the state and the talent within apple, weçó we able to pull that off. we've got other data centers, 100% renewable. we're building the headquarters -- our new headquarters, it will be 100% renewable. and we're working on our supply chain and digging deep within the supply chain and we have initiatives going on there as well. so, to me, i know some people have issues with this, but, to me, it's all about leaving the world better than you found it. i don't know about you, but when
i have spare time, i like to be out in the national park and reminding myself of the land and the beauty of it, and you can go to different places and see that slipping away. it's not right. we owe it to the generation -- to the younger generation to solve this and not to keep turning and looking away. >> charlie: those same values ought to be applied to people who make apple products, wherever á> absolutely. and you can see what we've done there. we've trained well over a million,ñi probably 2 million people on their rights. where you and i have a good view on what their rights are, that's not the same in every country in the world. one of the best ways you can make sure things are happening is people stand up and say, something is happening that's not right here.
also, we've audit so deep in our supply chain, we do it constantly, looking for anything that's wrong, whether it's down to the -- there's a safety exit blocked. we've gone beyond the auditing and are now essentially holding university-style classes on the manufacturing campuses of our partners because people see -- you know, just like you and i, probably, you don't start in life here, you start in life at the bottom and you crawl up. so we're trying to provide education which, to me, is the great equalizer among people, to people on the factory floor who want and aspire to do more. so we've worked with local cnese universities to employ classes on campus to make it really super convenient for
people. i feel we've done a tremendous amount in this area and, plus, we have been incredibly transparent because this is an area unlike me being secretive about the future, i want everybody to copy and i would love everybody takes exactly what we're doing and do it, and if they've got any better ideas, i want them, because i think we ought to be -- you know, just like the environment and human rights, this is an area we could all improve the world on. let's not building a new product where we want to keep it secretive. >> charlie: and the apple of your future, as steve once said, stands at the junction of tech andñi humanities? >> yes, it does, and you can see it in these products. thithis incredible watch. you can feel it. you can see that, in everything we do, we have this focus on how am i changing the world?
how am i enriching somebody's life? how am i making things easier for people? and we're just not making products to sell. you know, that's a very -- that doesn't get me up in the morning. i get up in the morning and many other people get up in the morning to change things. i mean, that's who we are as a company. that hasn't changed. we may change other things. we may become more open. we may participate in these things we haven't done before. but what drives us are making great projects that enrich people's lives. it's the same thing that's driven apple. >> charlie: it's been a good business are. you now not the largest company in the world in terms of market cap? >> we are. but we don't fixate on it, charlie. i don't get up in the morning and think, we're the largest, and act arrogant -- >> charlie: no, but you also have over $100 million in the
bank. and you have to think about all the opportunities it provides you. >> i do. >> charlie: whether technologies, humanities or being a goodñi citizen. >> i do, and i see it as a responsibility. i don't see it as a burden. i see it as a responsibility and i feel that this gives us even a greater ability to contribute more. not just in a monitary sense. we'll always contribute the most of humanity through products because these products will change people's lives and enable them to do things they couldn't do before we could reach more people to do that. i'm proud to work onñr product d with bono and eliminating aids in africa. i'm proud we're out on environment and pushing like crazy on human rights, i'm proud we're working oniation, changing
the way teachers teach and students learn. these chings excite me. these things move the dial in the world. i'm not just talking about the u.s., i'm talking about worldwide. and i think these are the things that make our heart sane. these are the things that get us up in the morning, and it drives us to do unbelievable things and work unbelievably hard. it's not the largest market cap in the world. this is not an objective where people will work the extra hour, will go the extra mile. those things aren't things that push people. they don't push me, anyway. and i'm not saying that -- to all the shareholders out there, i'm not saying i'5d not focusing on you. i am very focused on them. but i'm talking about what drives people, and what we've learned is something simple,
very simple, in a way, is if we focus on great products that enrich people's lives and we do that well, really well, the financial returns will follow and our shareholders will be happy and it's a continuous circle. so i like that because it's simple. too many companies focus on the let's try to get the largest market cap, and that doesn't drive people. youxd know, i was at compaq at a time where the objective was money. it's not just that. changing the world, these are the things people work for and this pushes people. this is who we are as people. it's the values of our company.
it's been the values of our company forever. and it's steve's credit. he put these values in the company and not only -- so it wasn't just his values, it was his mentoring and teaching that instilled these deep in the company. so if i step off the curb this afternoon, i hope i don't, but if i do, those will be the values of the company tomorrow, and the next day and the next day. it's that deep, and it is -- i know i've probably said it too many times, but it's a privilege of a lion -- of a lifetime to e there because i believe there's no place like it on earth. >> charlie: what is it bono said to you to get you to buy three albums, and what did he say to you when he walked over to you at the presentation? >> he called me the zen master because he can't shake me up
(laughter) you know, from our point of view, it's kind of simple, is we love music. we were thrilled with the album. we think the album is killer. i don't know if you've listened to it yet. i really encourage you to do it. sohat we wanted to do is we wanted to give something to our customers. i think the vast majority of them are going to love the music and love the gift. some may not love it. i hope they all do. but it was more about our customers. so it felt great to participate in something that's music history, the largest album release ever, but the real thing was giving something to our users. >> charlie: who can get the album free. >> yeah. i hope you listen to it. they have done a killer job.
they worked on it for five years. the band has done incredible work here, and i think you're really going to like it. they performed one song at our event and i think the crowd really, really liked it. >> charlie: thank you for come canning. >> it's been a pleasure. it's been a pleasure. i will never forget this. >> charlie: thank you. thanks, charlie. >> charlie: tim cook, c.e.o. of apple. back in a moment. stay with us. >> charlie: yves behar is here. "forbes" magazine calls him the most influential industrial design mr. the world. award winning design and brand company fuseproject. he also is the creef creative officer of the audio consumer electronic company jawbone. i'm pleased to have him here at the table for the first time.
welcome. >> thank you. i'm glad to be here. >> charlie: i have an interest in design. >> absolutely. >> charlie: so we're pleased to have you here. but notwithstanding that, tell me the role of design as you see it. >> the role of design, as i see it, is to create important, good design. of course, to balance the notion of sustainability, market success, consumer connection. but what i always say is that good design accelerates the adoption of new ideas. there's new ideas out there in the world that are important, such as how do we live more sustainably, how can technology be simpler and accessible to all, and design can prove that these things are possible, bring them to the world in a way that they get accepted. >> charlie: a recent profile of you in a magazine written by casey newton, and he said,
"industrial design is a curious profession. its practitioners are not quite artists, not inventive and not engineers, d though the best brg a deep, technical understanding of their work." do you agree with that. >> i agree with that. >> charlie: complimentary. it is complimentary. we live in between industry and people, we live in between technology and emotion, we live in between the world of manufacturing and cost and the world of ideas and expression. we're in between people. one day we'll be at a table at a board meeting or with a c.e.o., the next day we'll be on the factory floor. >> charlie: what dead you to designing -- what led you to designing? >> the thing i was searching for and i'm very lucky because i discovered it when i was 14 or 15 years old, and i've stayed with it since.
i've never had a doubt since i saw other designers, other great creators, that this is what i wanted to pursue. >> charlie: it's a great thing when you're a teenager that you can find what it is that you want to spend your life doing, and it is confirming when you find out the more you know, the more you do it, the more you love it. >> absolutely. i couldn't imagine doing anything else. but i also feel like, now, quite a few years since the discovery went on, i was 14 or 15, it's something that i still love and that i still feel there's a whole world of discovery and design in front of me. >> charlie: you've also said at one point that fear is one of the big impediments to good design. fear of change? fear of what? >> certainly fear of change. fear of change exists in two places, it exists inside companies, inside businesses. there are risks with new designs, approaches and ideas.
and fear exists in the consumer mind because we tell the consumer certain things can't be done or we tell them good design is expensive or we tell them that sustainability in products and services is not achievable. so, you know, there's fear on both sides. and for us, it's to push back that fear. i feel very much like a contrarian, when i hear people talking about their fear. >> charlie: part of the role of a good design is to convince the c.e.o. that design is not a limiting factor but an enhancing factor. >> the role of design is we have to convince a c.e.o. we hopefully have to convince everybody else within a company, the engineers to people who are in charge of the manufacturing, to the person folding the boxes, making sure that they fold the boxes in a right way and ship a product in the right way. you know, our role is, yes, somebody has to give the thumbs up, and i have to say that,
quite often, the right c.e.o. will lead to the right outcomes. but the entire organization has to be behind it. >> charlie: steve jobs is a person who appreciated design? >> not just appreciated design. he really created the modern era of design. he gave credibility in business for all us designers. let's not forget that design, you know, in apple in the '90s was seen as a complete failure. apple wasn't viable as a company at all until the first ipod came out. so it wasn't actually good for design, because people loved apple design but they weren't successful in the market. >> charlie: right. they weren't making a difference to the bottom line. >> charlie: what changed? some new ideas changed, in fact. you know, apple was very focused on desktops, was very focused on
the sort of creative market. but because we were right make things better and of a higher quality, they couldn't really compete against the dells and microsofts of the world. so they started focusing on smaller and more intimate products like the ipod and the iphone and this is where they got the formula. >> charlie: and they began to limit the number of products, they had four product lines. >> very much so. being focused, editing, putting all your energy into the next big game-changer. that was steve job's play. >> charlie: i love the name fuseproject. it defines what you do and your product. >> many people call their company by the product names. in this case, fuseproject, for
me, the idea is to combine all the different disciplines of design -- industrial design, graphic design, some engineering, user experience, user interface, packaging,xd branding -- combine all of these. in the late '90s, design was separate entities -- somebody was packaging over there, designing here, in graphics over there. not only is it a massive pain for people to work like that, you couldn't get consistency. you couldn't get the same idea through. and apple did that. >> charlie: david kelly told me people from different disciplines working together on the design and the engineering and everything else, but bringing them together so you have different viewpoints focused on the common goal.
>> right. designing in some way. >>ñi charlie: and appearances, too. >> design in some way has become a team effort and, at the same time, it still has to retain a very strong point of view, and i think that's where the trick is, right. if you go too much into, you know, this is group think and everyone is going to be part of the decision, you would never get to an apple product or any of the things. so there needs to be clear direction but, at the same time, there needs to be a tremendous amount of intelligence and team members that all bring the kind of research, the kind of information, the kind of depth that is needed to create a great product today. >> charlie: your business model is different as well. i mean, you take equity interest in the few products that youñi design. >> mm-hmm.çó what my goal has always been in everything we've done, to create
the situation where i would be doing the best design possible, where the outcomes would be the ones we're most proud of and where we could push, you know, the furthest in a product category. so i realized most design projects are three months, six months, nine months'-type project. you work on this, create something pretty good, it goes out into the market and then you're disconnected from it. but good design takes years, takes iterations. we launch this and you have to do better next time and next time. so you it rate. in order to do great design, you have to be constantly present and constantly refine. but, unfortunately, the traditional business model, which is just to be paid for short-term contract, doesn't allow you to do that. so the thinking was that this is going to be the kind of business strategy that allows us to
creatthe best design possible. >> charlie: so you continue the relationship with the company you're designing for? >> exactly. worked with nicholas eight years, herman miller 12, jawbone for 12. that's why the work keeps getting better. >> charlie: show me what we have here. >> i brought a few things that are portable i could put in a bag, so i didn't bring you any chairs or motorcycles. but there's a couple of projects which is the original pc xo, which we have 3 million out in the world. when we worked on this in the early stages, presented the idea, everybody said it's impossible. everybody said technology had to have, you know, it had to have a very big hard drive and you had to be able to play dvds and that was -- you know, it had to be bigger, larger, heavier, and much more expensive.
so when we said $100 laptop, nobody believed it, and that was one of the greatest challenges any design team has ever taken on. >> charlie: how is it powered? it consumes very little power, about a tenth of other machines. it's powered through -- in some countries, they have electricity that's available, but there is also a solar panel solution. we have crank solutions as well. >> charlie: i mean, part of what i think, as i remembered from this conversation with me, nick wanted to take a computer around the world and wanted to have kids in africa of access. >> yeah. >> charlie: and they did and it gave them remarkable capacity to teach themselves. >> absolutely. absolutely. i have little children, and they use this and other things, and they start to know more about these than i do. >> charlie: because they explore on their own. >> they explore on their own and they also have very good memory of where they've been.
the bread crumbs, they're able to go back to different functions. and they do extraordinary things with them. >> charlie: you said this once -- the way things look is important and beauty does have a function by i don't separate those elements from one another. it often happens the idea drives both the style and the function. >> mm-hmm. people have attempted to separate the notion of function and beauty for a long time, but there is function and beauty. >> charlie: some people think architects did that, too. >> right, absolutely. there is function in beauty and there is beauty in function, and one without the other is just a silly product, a silly outcome. >> charlie: what else do you have there? >> a couple of newer things. this is the mini jam box, a speaker contained in a very small package, all made out of
aluminum. it's a beautiful product people can put in their jacket pockets and love around. >> charlie: the thing i would like about it is travel. >> travel. since we created the jam box with jawbone, we really opened up the space of speakers on the go, being able to take speakers with you. it's amazing the amount of letters and feedback i've gotten where people say, oh, i proposed on the beach and in hawaii. >> charlie: and i wanted a certain musical -- >> you know, to a certain music, or people telling us, you know, i've delivered, you know, my first child and we had a jam box in the delivery room. suddenly, people take these products and are having completely new experiences they couldn't have before. >> charlie: how far away -- i mean, you may dispute this premise -- many people i know are excited about the idea of wearables but don't think
they're where they are to justify their own commitment to them. a lot of people feel that. it's like they haven't sort of brokeen through because people don't think they serve a function that enhances life that much and enhances it that accurately. >> i think we're in the very, very early stages of this. i mean, the jawbone app has been around three years. we have incredible data and people find incredible data and people who look at the data and we get insights to people every day, we tell them, in the last five days, you want to sleep at different times, this is the ideal time for you to sleep tonight. we give them unique advice but we're very much in the beginning. what is going to happen with wearables is we'll be able to
manage our health that has never been possible before. >> charlie: because we'll have more information. >> more information. >> charlie: more analysis of information. >> more analysis, more data, more connection with our doctors and specialists and practitioners. >> charlie: and they can monitor us easier than ever before. >> absolutely. now, the counterof that is we also now are going to have data for research, people researching certain diseases, certain human behavior. this is the largest trial, essentially health trial, that you can imagine. we recently did something at jawbone that got people excited. we had an earthquake in nappa valley a couple of weeks ago, and we could tell people in nappa lost 30 minutes of sleep, and people sla that were a lilt further away lostless sleep. we see this in aggregate. we can tell people who are
new yorkers walk a lot more than people in san francisco. this is more data and will be a great tool for researchers and medicine in general. >> charlie: how will we get the information? will it be on a watch? >> the question of a watch has come up quite a bit in the last 24 hours. >> charlie: yes. i see it not as a single market. i don't see the watch as the only way people will want to interact with the world. the notion of the cell phone on the wrist, you know, fully functional, is something that some people are going to find is what they need. but some people are also going to find it distracting and they're also going to find it, you know, sort of complex. a lot of complexity. a lot to do with it. and they will be fine with having that interface somewhere else on their body, a smaller
cell phone or ipad or a smartphone. a lot of us are going to be continuing to wear accessories on our wrists. traditional watches, for example, or, you know, bracelets. >> charlie: what do you have on your wrist? a jawbone? >> a jawbone, but i have a couple of summer bracelets from being a surfer, and i have a watch as well. >> charlie: you carry an iphone with you? >> i carry an iphone. but for most people, what's important is the collection of data. and the iphone, there is hunger and excitement for having the data. >> charlie: it also says something else and you can correct me if i'm wrong, it says that a company like apple with a
track record it has is confirming the value of this idea, right, because they've spent a ton of money on research, on design, and they're saying that we believe this is an important object of the future. >> absolutely. i mean, they have seen the data. they've seen the engagement. they've seen how many people wear these and check them every day. in the medical field, the research field, everybody says this is going to be key. so they're moving forward with a watch, which is absolutely perfect for them, absolutely perfect for their very centric approach to the design. >> charlie: right. but the important part is collecting the data, so there will be people using traditional watches maybe with the ability to collect the data on those. there will be people wearing
bracelets and other personal accessories that collect the data and the important part is what we'll do with that data. >> charlie: how often do you surf? >> i try to surf every weekend. >> charlie: do you really? yes. >> charlie: in california? in california. >> charlie: do you chase waves? do you go to hawaii if you think there's a big one coming? >> a little bit. i've developed a lot of friendships with surfers and it's become a family activity, so we go to different places and surf, and it's a great way to look at the world from a different perspective. >> charlie: how's that? you mean from the top of a wave or -- >> well, there's two things that happen for me in surfing. one, the view is reverse. you know, we all look at the ocean. >> charlie: right. from the beach, but now you look -- >> charlie: at the beach from the ocean. >> -- at the earth and you realize how beautiful the earth is and you realize how sort of incredible that world we live in is, when you spend a lot of time
looking at the earth from the ocean. the other is it's cliew extreme. there's no -- i practice a lot of other sports including yoga and others, and i always eventually get distracted -- my work, wyx family, some thoughts come into mind. when you surf, you can't do that because you're like an animal watching -- constantly watching the ocean and having to be very, very in tune with where the wave is coming from and where the peak, where the right spot on the wave is. you have -- it's almost like meditation, so you can't think of anything else. >> charlie: it's the same thing (indiscernible) because you can't think of anything else or let your mind wander. where is this leading you? so more design? more products? what? or is there someplace where
there's a tangent? >> for me, design has -- you know, is what i've chosen to pursue. i feel like, if any contribution, i would love for my contribution in design to be about increasing influence of the field. making people realize it isn't just a surface exercise, that it's an idea exercise, that things have to start out, that the products and ideas that we put out in the world, you know, change the world and how do they change the world. so, if anything -- and that means also how design interacts with business and how design is becoming a lot more central in both the creation of new businesses, what i call venture, you know, venture design, and the change of existing ones. so, certainly, the impact of design is something that i want to continue to build.
i also think there are two places where design has almost never been and really needs a bigger presence. one is design in the developing world, solutions that they may not be just products, they may be services, they may be, you know, ways to teach people how to build businesses, for example. and the second one is health and healthcare, which is completely broken, overpriced and not very human. >> charlie: yo you have quoted the idea we can wear our doctors on our wrist. >> i think we're the last generation -- and one of my clients said that, and i agree with him -- we're the last generation that knows so little about our health. >> charlie: and we have the tools to know more is one reason and, two, as we've increased our sense of information generally,
we want to know how we function, but i assume it's the diagnostic tools that will give us more information. we'll see the direct result between the diagnostic tools and the information it provides and the consequences of having that information. >> absolutely. there is so many -- i mean, my brother is in the world of pharma, for example, and there are so many drugs that, if you follow a certain type of behavior, work 50% better -- 50% better! asthma drugs, for example. if you exercise, if you sleep in regular rhythms, you know, those drugs will function better. yet, we don't know what people do. we don't know whether they -- you know, they're following the regimen at all. >> charlie: a couple of things in terms of products. smart lock. >> yes. this is august, which we're starting to install in people's homes, or they're starting to install it in their homes. >> charlie: how does it work?
so it's like a robot. there's nothing for you to really do. it's a little robot. everything is self-contained. and this robot opens and closes your door and allows you to not have to use keys. >> charlie: okay. now, this is a retrofit, so it fits on the inside of your door. that's important for people to know. it's not sticking outside of your door, so you can still use your regular key, which is real important when you're introduced to new technology is to have ople to be able to kind of ease into it. >> charlie: be comfortable with it. >> but there's no one i've ever talked to in the last two and a half years who co-founded the company who said i love any keys. they've all said i hate my keys. so this will unlock your door
and allows you to send people key invitations for when you come over and visit someone, and those invitations can also be time sensitive. so if it's the dog walking or cleaning lady, it only functions tuesday from 4:00 p.m. to 6:00 p.m. >> charlie: what is the eden garden sensor? >> that's another place where sensors and technologies are going. the first products we worked on were technology and sensors on the body. the second one is technology and sensors around you, finally coming into the home. and then the third one, eden, is sensors in the environment. so this is a garden sensor that allows you to know the nature of your soil, gives you advice on what to plant, when to plant. it also monitors humidity. so humidity, which is very important these days, especially in california with the drought -- because a majority of gardens are overwatered, for
example. >> charlie: most gardens are overwatered? >> overwatered. this allows you to know exactly the status -- >> charlie: to preserve water and also in the interest of the plants? >> well, absolutely. you want the plants to survive. they need the right amount of water. >> charlie: too much water is not good for them. is that what you're saying? >> exactly. too much water is not good for them. sometimes too much light is not good for them, so it has a light sensor. >> charlie: these glasses -- see better, learn better. these are very cute, sophisticated, i think, pairs of glasses that were developed for mexico. this is a nonprofit in mexico that distributes 600,000 pairs of eyeglasses a year. >> charlie: wow. there's between 10% and 40%, depending on the states in mexico, of kids who essentially are not learning because they
can't read. they can't read the blackboard, they can't see what's on the blackboard. and they used to send them state-issued glasses -- black, kind of standard glasses -- and the kids wouldn't wear them. even in their condition, they have a sense of personal style. >> charlie: fashion. and fashion. so we made these. they come in many different types and colors, and it's gone crazy. we went from a distribution of 200 to 600 in the last couple of years. oh, and the important part is this is vertically manufactured, meaning custom lenses, the frame, the different colors of the frame, we even put the name of the kid on the inside of the arm, and the cost is $5. for $5, you're changing the -- you know, the education prospect of a child.
one more thing. >> charlie: okay. they're made of a material that makes them almost indestructible. >> charlie: what is is that material? >> grilamin (phonetic). it's actually a swiss material which we were able to use and make the glasses survive a kid's life. >> charlie: i mean, it's just a perfect point that you can use design and use, you know, ask the questions can't this be done better? and in pursuit of that, go to places you never imagined you could be and find results you never imagined you could find. >> absolutely. and that's why, what i was saying as far as influencing others is important, this nonprofit that's in mexico city saw the efforts we did with the child. they said can you do something like that with glasses? would that be something you would be interested? of course, it's something we
were able to achieve and i'm passionate about this. we launched it in the bay area as well. >> charlie: you liked your independence. you've resisted people who wanted you to come and be the design person for a company. you don't want to go inside? >> i think inside, it's a different job. you know, you take care of one brand, you build one line of products. i'm -- you know, i like it whenman out of the blue calls me in a developing country and says, can you help? i like the variety. i think as designers, it's incredibly enriching for me to work on pieces of furniture with herman miller and electronics and sometimes simple, everyday products. >> charlie: thank you for coming. >> thank you for having me. >> charlie: you live in an exciting world. >> we all do. >> charlie: indeed. and design can help us enjoy it. >> charlie: for more about
it's things that impacted my life, my mother, grandmother. my mother was one of only three women in her graduating class and my grandmother was quite salty, making her way in politics in new york. i believe women cannot only make a difference but change outcomes. >> charlie: especially noticeable when you look at the issue of domestic violence today, women need to speak out, and we need to hear. >> mm-hmm. well, if you look at the issues of the n.f.l., the way that was handled was outrageous. there was no facts to be known. it was clear that the player beat his wife, dragged her out of the elevator and given a slap on the wrist. you know, the real challenge is the institutional biases that institution after institution are protecting their own, you know, closing ranks around the star player or the favored soldier or student, and it's problematic because what it shows is how little we are valuing women, and this book is
announcer: the following kqed production was produced in high definition. ♪ >> must have soup! >> the pancake is to die for! >> it was a gut-bomb, but i liked it. >> i actually fantasized in private moments about the food i had. >> i didn't like it. >> you didn't like it? >> dining here makes me feel rich. >> and what about dessert? pecan pie? sweet potato pie?