DLD16 book for friends - The Next Next

The

SPEAKER MICHAEL CRAIG-MARTIN / LAPO ELKANN / REED HASTINGS / JAN KOUM / MARGRETHE VESTAGER

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Cover: © Michael Craig-Martin, Untitled (sunglasses), 2014

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EDITORIAL

Dear friends of DLD, The DLD16 conference is about to start when a famous guest asks conspiratorially: Which session is the must-see? This happens every year - and every year we tell even our most illustrious guests: Every panel has the potential to amaze, impress or startle.

Who would have thought WhatsApp co-founder Jan Koum would announce at DLD16 that private users could now use the messaging service for free?

Or that Airbus would reveal a partnership with ride-sharing service Uber?

We at DLD prize one thing above all others – that the quality of each session, each interview is consistently high. This year, more guests than ever before approached us after the conference to tell us exactly that. The reaction to DLD16 was amazing - in traditional media, on social networks, in the many conversations we had with our partners. Excellent speakers are one reason for this.

But we believe the main driver is that the world as we know it is changing at such a frenzied pace.

It is changing as quickly as never before. Certainties have morphed into uncertainties, entrenched views into assumptions.

That is because the digital revolution, like any revolution, is deeply unsettling on the one hand.

But, at the same time, more and more people are beginning to pin their hopes on digital transformation. They know we can tackle the pressing problems of our time with new and sometimes revolutionary solutions. They know cultural optimism is better than cultural pessimism. They know that people who fail to grasp the changes all around us will not be able to help shape them.

We want to understand this transformation.

And we want to make this transformation understandable. We embrace change and see progress as an opportunity, not as a threat. As a result, we like to think of DLD not simply as a series of

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conferences, but as a knowledge brand. A better understanding of the new allows us to shape it, rather than being shaped by it. That’s why DLD strives to raise awareness and understanding of the risks and opportunities of digital transformation.

As a result, we believe more DLD is good for us all. More DLD in the form of new content offerings that will follow in due course. But also more DLD in the form of new conferences. On top of our established meetings in Munich, New York and Tel Aviv, we will from now on host one in Brussels. Under the label DLDeurope, we will tackle the challenges pressing on a continent in transition. Europe is too valuable to be entrusted solely to the bureaucrats, skeptics and nationalists!

This view, incidentally, is shared by Professor Luciano Floridi of Oxford University. He is an ardent supporter of the European idea and a speaker at DLD16. On page 108 of this magazine, you will find an exclusive interview with him about the “Infosphere”. We hope this publication will allow us to share our delight with you. We hope you will enjoy the many great memories of DLD16.

We would like to thank our chairmen, Yossi Vardi and Hubert Burda, and our team. Most of all, we’d like to thank you and all our other fabulous speakers, partners and guests. You made it a truly exceptional DLD! Steffi Czerny and Dominik Wichmann

Steffi Czerny, co-founder of DLD conference and managing director DLD Media, and Dr. Dominik Wichmann, Editor-in-Chief and managing director of DLD Media

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CONTENT

PLEASE BLIPP THE FRONT COVER OF THE BROCHURE.

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EDITORIAL

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QUOTES

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DLD GLOBAL NETWORK

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FACTS & FIGURES

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DLD & YOU

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DLD CONVERSATION

108

DLD ART

116

CHAIRMEN’S DINNER

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PARTY

132

PARTNER LOUNGES

140

PARTNER SPECIAL EVENTS

146

WORKSHOPS

154

CAMPUS LECTURE

156

WELCOME & FAREWELL

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DLD FOCUS NIGHTCAP

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THANKS TO OUR PARTNERS

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DLD HISTORY

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INDEX

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DLD16 TEAM /STAY IN TOUCH

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A DLD PICTURE AND IT’S HISTORY

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QUOTES “The IS produces Hollywood-style recruitment films that glorify violence and use game-quality CGI to add excitement and interest – propaganda that romanticises a life that bears no resemblance to the hell that is the reality on the ground.”

BARONESS JOANNA SHIELDS

Minister for Internet Safety & Security in UK

“Airbus will provide helicopters to Uber.

It’s a pilot project, we’ll see where it goes – but it’s pretty exciting.”

“We will see a backlash against globalization.

This is most likely going to be a bad year for us.”

“Everyone I meet is worried about China.

I say: If u wanna bet on someone, bet on the Chinese.”

NOURIEL ROUBINI

American Economist, “Economic Outlook 2016”

THOMAS ENDERS

CEO Airbus Group

“Data is a currency in modern economy.

But how much data should I give up in order to be able to share my photos, to post a message, to watch a television show? Well, it’s very very hard to know.

But it is obvious that it is a business transaction and not a free give away. So we as citizens and consumers have the right to be treated fairly – as if we had paid in cash.”

MARGRETHE VESTAGER

“Today we are going to announce that WhatsApp is going to be free for consumers.

We are not gonna charge people one dollar a year anymore.”

“In ten years from now people will look at my painting of an iPhone and some will ask ‘What exactly is that?’ This is already true of some of the objects I have made pictures of.”

MICHAEL CRAIG-MARTIN

Artist

JAN KOUM

Co-Founder & CEO WhatsApp

European Commissioner for Competition

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LONDON

MOSKAU

BRUSSELS

NEW YORK

MUNICH

PALO ALTO

TEL AVIV

MUMBAI

DLD Global Network CONFERENCES DLD NY DLD Summer

May 3 – 4, 2016; New York City June 16 – 17 2016; Munich

DLD Europe

September 5 2016; Brussels

DLD Festival

September 25 – 29 2016; Tel Aviv

DLD17

January 15 – 17 2017; Munich

SALONS London

October

Palo Alto

November

Mumbai

November

New York

December

Moscow

December

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21 DLD GLOBAL NETWORK

1428

FACTS & FIGURES

36

1561 participants in 2015 1347 participants in 2014

Angola Austria

1267 participants in 2013

Belarus Belgium Brazil Bulgaria

1236 participants in 2012

China Estonia

695 participants in 2011

Finland France

970 participants in 2010

Hong Kong

Germany

Iceland India Ireland Israel Italy Jordan Latvia Lebanon Lithuania Luxembourg Monaco Netherlands Norway Poland Romania Slovenia South Africa Spain Sweden Switzerland

267

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25

% Media, Advertising

Senior Manager

196

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CEO

% Business, Investment, Finance

179 C-Level Executive

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% Entertianment, Art, Design

116 Managing Director

91

Young Professional

33 Other

43

Journalist

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Student

Ukraine United Kingdom United States

COUNTRIES

35

% Digital, Technology

Founder

Thailand Turkey

PARTICIPANTS 22 DLD FACTS & FIGURES

346

MANAGEMENT LEVEL

63 37 % Male

5

% Education, Social, Politics

3

% Life, Science

4

% Other

% Female

74% Male 26% Female participants in 2015

GENDER

BUSINESS CATEGORY 23 DLD FACTS & FIGURES

DLD16 A MAJOR NATIONAL AND INTERNATIONAL MEDIA EVENT In the twelfth year of the conference media coverage reached an alltime high of 4.8 billion contacts.

The event itself, in particular the high-level speakers and the topics DLD16 put on the public agenda were covered immediately and multiple times by all German tier one media. In addition, there has been a significant increase of coverage in international lead media, e.g. The New York Times ran three DLD16 stories and The Wallstreet Journal published five articles referencing the conference.

Social Media has been a major trigger for DLD16: During the conference, the hashtag #DLD16 scored the first place of the Twitter trending topics in Germany based on multiple posts, images and discussions generated by participants, media and speakers.

4.4 DLD16 coverage by segment

billion contacts via online

43

million contacts via radio and TV

343

million contacts via newspapers and magazines

Overall, there have been 5276 clippings on the back of DLD16 (status beginning of February 2016)

Coverage analysis

3148

About 95% contacts of the coverage includes at least one DLD mention

DLD16 was also broadly covered by international media

175 147

articles in Austria articles in US media

146 45

articles in Swizerland articles in France

54 152

articles in UK articles in other countries

DLD and Frankfurter Allgemeine Zeitung, one of Germany’s leading newspapers, cooperated for the first time on DLD16. Together they published a unique supplement featuring essays, reports and interviews dealing with the main topics of the conference.

The eight extra pages within the regular newspaper’s edition were released on January 20th.

online articles

2130 print articles

94

About 90% of the print coverage includes a DLD and Hubert Burda Media mention

radio reports

27

TV reports

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About 60% of all clippings include at least one DLD and Hubert Burda Media mention

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History of DLD media contacts

CONTINUOUS GROWTH

2016

4,8bn

2015

1,5bn

300.0K Organic Impressions

DLD16

SOCIAL MEDIA Speakers, journalists and international guests – the hashtag #DLD16 was one of the most dominant topics discussed in Social Media. Besides the panels which have been covered across all channels, impressions from the side events like the DLD Party and the Chairmen and Speakers’ Dinner were shared widely by the international DLD community.

100.0K

2014

1,4bn

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25

JANUARY

2013

528m

2005 27m 2006 59m 2007 105m 2008 157m

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2012

FACEBOOK A lot of speakers as well as attendees used Facebook to post content from the conference as well as trigger discussion on the back of DLD16. In the lead up to the conference posts and announcements by high-level speakers were increasing awareness for DLD16. One post from Bitdefender in the week before the conference reached more than 7.300 Likes.

410m

2011 270m 2010 227m 2009 223m

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YOUTUBE 120 YouTube videos have been shared via the DLD YouTube channel (@DLDconference), 340.000 users watched the videos during and after the conference in January 2016.

TWITTER The messaging service Twitter was the most impactful social media channel during the conference. Prominent speaker such as Steffen Seibert or Margrethe Vestager shared tweets about their discussions with their followers. As a result, #DLD16 was ranked among the Top10 Trending Topics in Germany and even scored first place on each conference day.

366.000 followers could be reached via the official DLD Twitter account (@DLDconference) which doubles the number from the previous year.

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CONFERENCE 28 DLD FACTS & FIGURES

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DLD & YOU Enter the “Infosphere” of DLD16: a leading assembly of founders, CEOs and politicians with inspiring plans and visions.

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MARGRETHE VESTAGER

“A Tough Cookie” The woman taking on the tech giants is a strong character. DLD 16 keynote speaker and European Commissioner for Competition Margrethe Vestager wants to find a balance between citizens’ concerns and the benefits of sharing Big Data

She has only been serving as the European Commissioner for Competition in Brussels for a year and a half, but Margrethe Vestager’s actions have already earned her some – mostly favorable – nicknames in the media: “The Iron Lady of Denmark” (New York Times) or “The goblin under Google’s bed” (Politico). In her native Denmark she was compared to the current queen and dubbed “Margrethe III.” Vestager is often described as “steely” and “unyielding” – or as The Economist put it: “a tough cookie.”

Why? Vestager isn’t at all intimidated by going up against the world’s most powerful companies, like Google or Gazprom. “Just as they are big and they represent their interests, well, I represent 506 million people,” she says. “Very often, things are quite balanced.”

For Vestager (pronounced Vestayer), her rise to power in the EU is only the latest chapter in an extraordinary political career. At 29, the daughter of two Lutheran ministers was appointed Minister for Education in Denmark, later serving as both finance minister and deputy prime minister.

As the keynote speaker at DLD 16, Vestager pointed out four key issues of the digital revolution that concern the Commission today.

The first is privacy. “One of the worries people have today is how their data is being used.

Privacy is a fundamental right. If we cannot be private, well, then who are we, how can we have an identity?”

The second is data as a currency. The question is, she said, “how much data should I give up in order to be able to share my photos, to post a

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message, to watch a television show? Well, it’s very, very hard to know. But it is obvious that it is a business transaction and not a free give-away.

Data is a currency of modern economy. So we as citizens and consumers have the right to be treated fairly – as if we had paid in cash.”

The third is trust. “No matter how modern we are, no matter how digital we are – trust is still the core of any transaction. Can I trust the people that I am dealing with? And if only a quarter of people trust businesses in protection of personal information, well, then I think we have a challenge.”

The fourth is freedom. “Of course, there is the right to be forgotten. The right, actually, to turn it off, to put it away, not to wear it anymore, and just to erase your traces so that you have the freedom of choice. Or to allow to transfer data from one provider to another. This is freedom.”

The Economist published a cartoon last year, entitled “The Enforcer.” It showed Vestager on a medieval battlefield contemplating Joan of Arc. But while Joan of Arc traditionally holds a flag in one hand and a sword in the other, Vestager is holding two huge battle axes. “A tough cookie.”

European Commissioner Margrethe Vestager argues at DLD16 for standardized rules for all companies in Europe.

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Marketplace Europe

Marketplace Europe

Marketplace Europe

Ann Mettler European Political Strategy Centre

Dominik Stein EQT Partners

Oliver Samwer Global Founders Capital

Marketplace Europe

Marketplace Europe

Power To The European Founders

AI – Big Expectations

Jens Spahn German Federal Ministry of Finance

Jeremy Stoppelman Yelp

Niklas Zennström Atomico

Jürgen Schmidhuber IDSIA

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Power To The European Founders; Go IPO Or Stay Private (Monday)

Murad Ahmed Financial Times

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JEREMY RIFKIN

Note to Millennials: Please save the planet Technology author and evangelist sets the bar high

Jeremy Rifkin has written 21 books about the impact of technological change on our world and advised about as many heads of state or government over the past years. He says his analyses influenced Chancellor Angela Merkel’s decision to shift German energy production to renewable sources, EU Commission President Jean-Claude Juncker’s “Digital Europe” plan, and Chinese Premier Li Keqiang’s “Internet Plus” initiative.

But to see Rifkin live on stage is to realize that his analytical powers are just a part of his strength.

His eloquence in joining his ideas – connecting our predicaments of stagnating productivity, unemployment, global warming with the promise of parallel revolutions in communications, energy and transport – make him a lively evangelist for what he calls the third industrial revolution.

“We have to move from our myopic position of looking at individual product lines, and we then have to think how we can use our talents to integrate the entire infrastructure of this revolution and bring industries together,” he said in a rousing speech at the DLD 16 conference in Munich.

He called on Millennials to build the internets of communication, energy, and transport – “the external global brain” – that could save the planet.

According to Rifkin, who holds an economics degree from the University of Pennsylvania and an international relations degree from Tufts University, mankind has gone through at least seven economic paradigm shifts. Those saw parallel changes in communication, energy and transportation become industrial revolutions – the first with the telegraph, cheap coal, and trains, the second thanks to the telephone, cheap oil, and motor cars.

For Rifkin, the third industrial revolution could feature the internet-connected trinity of

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c­ ommunication, decentralized renewable energy generation, and autonomous transportation. Productivity would finally start to rise again, global warming cease, and the marginal cost of making things tend toward zero in many sectors. Alongside capitalism there would arise a sharing economy in which goods and services are too cheap to own.

But that, the 71-year-old warns, will only happen if today’s Millennials create the infrastructure and the cross-sectoral thinking that is needed. Mr. Rifkin, founder of The Foundation on Economic Trends and senior lecturer at the Wharton School's Executive Education Program, warned failure to reach “the new economic paradigm” might mean “our fellow creatures might not have their moment [on earth] to flourish.” So no pressure.

Jeremy Rifkin, Author of “The Zero Marginal Cost Society” says: “The capitalist era is passing ... not quickly, but inevitably.”

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THOMAS ENDERS

Disruptor in disguise Can this steady-handed CEO pilot a traditional industry toward the future?

Thomas Enders’ unassuming manner and simple attire belie his real persona as CEO of a multi-billion-dollar aviation company. No big entourage or fancy suit to suggest the agent of change in a new era of transportation. Instead, the head of Airbus who has loved aviation since boyhood seems pretty grounded, taking the stage at DLD 16 in a tieless jacket and trousers and a pair of chunky boots.

He can even be a little tongue-in-cheek: “It’s not just by chance that several companies are experimenting with flying cars,” Enders said, revealing that his company would provide helicopters to the online taxi app, Uber, for its on-demand services.

Noting that he was always struck by the scene in Star Wars of streets filled with flying vehicles, Enders said this vision may not just be science fiction in the future.

The eldest son of a sheep farmer who struggled with illness, the young Tom Enders had to keep together both herd and family. During his military service in the German Bundeswehr, Enders was a paratrooper. He still occasionally swaps his business clothes for a jumpsuit, parachuting from an A400M troop transporter in his role as head of Airbus. In public and private, Enders is seen as a steady hand, with a preference for straight-talk and exacting statements.

Before switching to aerospace in 1991, he was on the German defense minister’s planning staff and worked at various foreign policy think tanks.

He studied economics, political science and history at the University of Bonn and at the University of California in Los Angeles. In 2012, he was appointed CEO of Airbus Group, having run the group’s largest division, Airbus, since 2007, and held various positions at predecessor EADS.

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Enders is confident that “individual air transportation” has a good outlook and will eventually become part of traffic circulation, even if the idea is pricey and limited to a small elite group of consumers at this point. He acknowledges that he is something of a disruptor in the highly regulated, traditional world of aviation. “Of, course, it’s a pilot project and I don’t want to make too much out of it, and we’ll see where it goes – but it’s the first of its kind and I think it’s pretty exciting.”

The Uber project “will connect for the first time air transport with ground transport in one app,” Enders said.

The project comes just as Airbus is making a play to capitalize on Silicon Valley. Enders recently launched a $150-million venture capital fund, aiming to expand its technology investments. He says he has given the fund managers a “long leash” to do things without having to get a stamp of approval from the mother ship for every project. “It’s the first pure-play venture fund in Silicon Valley that focuses on global aerospace,” Enders said.

C

COMPANY PROFILE AIRBUS GROUP SE is a European multinational aerospace and defense corporation. Its headquarters are in Toulouse, France, and it is incorporated in the Netherlands. The company manufactures aircraft, helicopters, commercial space-launch vehicles, missiles, satellites, defense systems and defense electronics, and offers related services. Revenue: 64.45 billion USD, profit: 2.35 billion USD in 2014. Today, Airbus has nearly 140.000 employees of more than 80 nationalities working in 160 locations, including in the US.

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AIRBUS in Silicon Valley: Tom Enders launched a $150-million venture capital fund – aiming to expand its technology investments.

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Watch Out! Drones!

DeVICE Free Coffee Talk

Communicating Politics

Patrick Seiler DJI

Eddy Moretti VICE

Steffen Seibert German Federal Government

DeVICE Free Coffee Talk

The Sky Is Not The Limit; Innovation – From Product Concept To Consumer (Monday)

Beyond Business – The Responsibility Of Global Players

Klaus Biesenbach MoMA PS1

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Gregory Ferenstein The Ferenstein Wire

Rebecca Blumenstein Wall Street Journal

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Beyond Business – The Responsibility Of Global Players

Andrew Keen FutureCast

On Life In The Infosphere

Jacob Burda Hubert Burda Media

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JOANNA SHIELDS

The digital veteran The UK’s Minister for Internet Safety sees “new threat”

A few years ago, Joanna Shields asked the British to be nicer to homegrown entrepreneurs.

“Don’t be angry because they’re successful. Put them on a pedestal,” the then-chief executive of the UK government initiative Tech City said. By this point, Shields had spent over 25 years in digital technology, for companies like Bebo, AOL and Google, ultimately running Facebook’s European operations until 2012.

The British-American Baroness received an MBA from George Washington University and came of age with the digital age. She launched her career with the start-up National Digital Corporation in 1986, an early digital media pioneer, and spent many years in Silicon Valley before her career took her to the UK. It would be easy to take her career and her praise of entrepreneurs and cast Shields as an unreflective cheerleader of all things digital. Easy – and wrong.

Even as she was gently chastising the Brits for not celebrating self-motivated talent, she was decrying the gender imbalance in the global tech scene and trying to get more women to sign up. Now, as the UK’s Minister for Internet Safety and Security, she is giving stark warnings of terrorists’ growing mastery of the internet.

In an industry that offers plenty of scope to make money alongside inventing new code, any person who opts for – in relative terms – underpaid public service is worthy of note. In 2012, Shields was expanding Facebook in Europe, when she switched to the Tech City initiative. A year later, Prime Minister David Cameron asked Shields to lead a UK /US Taskforce to combat online abuse and she created WeProtect, an alliance of over 60 countries. A year after that, she became a UK junior minister.

She quickly used her new position to lend new power to her old passions – promoting women

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and entrepreneurs. Having been lucky enough to get the elevator up, she believes in sending the “elevator back down” to empower subsequent generations. In 2014, Shields spoke of “an immense personal responsibility to inspire the next generation of young people” to embrace digital entrepreneurship. “Technology has the power to be a great leveler,” she added. “The Internet represents opportunity on a mass scale and it empowers equally all those who want to take advantage of it.”

What sounds like cheerleading is in fact a statement of clear-eyed equanimity: Technology can give new opportunity to rich and poor alike.

Opportunity and mass communication are thus equally open to the powers of good – and to the powers of evil. It takes some courage to stand up in front of the industry you worked for and tell its representatives that their intuitive view of the internet as a “force of good,” as Shields herself also calls it, is perhaps a little … well, unreflective, and that this has to change.

At the DLD 16 conference in Munich, Shields starkly described the “new threat” of extremists using the internet to their advantage – skillfully getting their message to the young – often the most tech-savvy – with little or no danger of ever getting caught. It was a rare public warning that all the qualities that make the internet so beneficial to civilized societies, can also make it so dangerous. Noting that one ISIS-posted murder video had garnered almost 150,000 viewers in its first 48 hours online, she said: “We can’t sit by and be silent witnesses … It’s time to respond at a new level.”

At DLD16 Joanna Shields precisely described the “new threat” of extremists using the internet to their advantage.

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LUCIANO FLORIDI

Rules of behavior for a digital world Internet-ethicist says you can sell your hair, but not your liver

The tech scene is full of overworked entrepreneurs, venture capitalists, coders, marketers, all busy digitizing the world. But if these groups thought they had a heavy schedule, they should think again. As the world changes from analogue to digital, questions about how humans should conduct themselves arise anew – and all previous answers, potentially, have to be re-written. A job for ethical philosopher Luciano Floridi.

Just take a look at his recent to-do list. Professor of Philosophy and Ethics of Information at Oxford University, Floridi has spent the last two years – and that’s only the last two – looking into the ethics of biomedical data, the civic responsibilities of online services, the nature of viral messaging, privacy and trust in internet-of-things security. And he helped advise Google on how to deal with an EU high court ruling that everyone had the “right to be forgotten” on the web.

If digitization has put the study of ethics into “hyper-growth,” Floridi would say, rightly so. As he said at the DLD 16 conference in Munich, humans are experiencing the biggest change in the way they think about the world since the Renaissance. The latter gave us a mechanistic, “Newtonian picture” in which we are what we do. “Today, it’s … more natural, more intuitive to describe yourself in terms of what you post on Facebook … in terms of the kind of tweets you send … the search you do on Google,” he said.

For Floridi, we’re living through a “millennial event,” not seen since Gutenberg invented moveable type. Just like that moment unleashed the Renaissance and its new ethical questions, our moment promises far-reaching effects. Floridi’s background seems fittingly intimate with the epoch

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he is calling into question. Born in 1964, he was raised, and started his university career in Rome, and has held various posts at Oxford since 1990.

Floridi calls his new, post-Renaissance world the “infosphere.” You are what your information makes you. That can be anything from the DNA in your body to your life story – as you remember it or as you have posted it online. This allows Floridi to tackle the digital world’s new questions self-confidently. Who should own your data?

Well, if information now constitutes your identity – rather than previously, body and soul – you should be able to control your information like you control your body. That, in turn, means there are certain things you can do, and certain things you can’t. “I can sell my hair,” he once said. “But I can’t sell my liver.”

Luciano Floridi’s view: “Humans are experiencing the biggest change in the way they think about the world since the Renaissance.”

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On Life In The Infosphere

On Life In The Infosphere

Jeff Jarvis CUNY/Buzzmachine

Peter Sloterdijk Philosopher

On Life In The Infosphere

A Tailored Album

How Will Journalism Survive

How Will Journalism Survive

Peter Weibel ZKM

Beatie Wolfe Musician

Ken Auletta The New Yorker

Marc Al-Hames Cliqz

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Gang Of Four – Apple_Amazon_Facebook_Google

Scott Galloway L2

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Romanian Startup Champions

Vlad Ciurca Techsylvania

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How Will Journalism Survive

How Will Journalism Survive; How Will Publishers Survive

Innovation and Entrepreneurship In Europe

Innovation and Entrepreneurship In Europe

Zanny Minton-Beddoes The Economist

Katja Speck Entrepreneur

Neelie Kroes StartupDelta

Innovation and Entrepreneurship In Europe

Innovation and Entrepreneurship In Europe

Innovation and Entrepreneurship In Europe

How Will Publishers Survive

Florin Talpes Bitdefender

Jennifer Schenker Informilo

Nikolay Kolev Deloitte Digital

Norman Pearlstine Time

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Robert Thomson News Corp

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BOBBY LO

The smart way to go out Bobby Lo founded Vurb.

Some say it will be Google’s toughest rival in mobile search technology.

It’s the billion-dollar-question: How would Google look if it were launched today? Google Search is all about a long list of web pages. But – as we all know – the future is on the small screens of mobile phones, which are ruled by apps. Not merely a few insiders think Bobby Lo has the answer to the Google question. It’s called Vurb.

Before founding Vurb, Bobby Lo was a consumer and technology specialist at The Boston Consulting Group. Before that, he was the founding CTO of Yodle, a local search advertising company. He earned a BA and an MA in computer science from MIT, and a BA in management from MIT Sloan.

At DLD16, Bobby Lo spoke about his new venture, which launched last year after around four years of “incubating ideas, thinking about what is the future of content and service interaction on the internet.”

“With over 1.6 million apps to discover and the need to constantly switch between them to get things done, Vurb addresses the fragmented and silo-ed mobile ecosystem by connecting apps and people together in one experience,” he says.

In plain language, Vurb helps people get to exactly the content, services and social networks they need. To illustrate: “If I wanted to plan a night out in today’s world I’d use maybe eight-to-ten different apps. In the US you’d use something like Yelp, Foursquare, OpenTable, Google maps, IMDb and so on. What we are saying is, look, a user can get a lot more value if we create an integrated experience where we are surfacing up what is the most interesting content, the most interesting service for you. So, if you look for a restaurant, rather

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to decide what app you are going to choose, we give you information from multiple services in one interface. You are getting that Yelp-Score, getting OpenTable reservation availability and so on.”

In other words, Vurb is a one-stop-app to rule them all. Of course, Bobby Lo would never describe it this way. On and behind stage he is a modest, polite and extremely friendly guy who is smart enough to let his product play the starring role. It’s the digital media that make him a bright shining star. Businesswire: “Vurb launches app to simplify mobile search”; Los Angeles Times: “Vurb app eases the work of going out.” Techcrunch. com: “Vurb is crazy enough to fight Google.” Or as USA Today puts it: “You can Google it, but perhaps now Vurb it.”

Founder Bobby Lo: “Vurb helps people get to exactly the content, services­and social networks they need.”

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The Iconic Turn – Our Fascination With Pictures

Why We Believe In Quality Content

Why We Believe In Quality Content

Click & Watch I

Alexander Klöpping Blendle

Chris Altchek Mic

Claus Kleber ZDF

Why We Believe In Quality Content

Why We Believe In Quality Content

Anita Zielina NZZ

Click & Watch II; What will you Do Next (Tuesday)

Click & Watch II

Miguel Burger – Calderon Elite Daily

Marne Levine Instagram

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Yossi Vardi DLD Chairman

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Robert Kyncl Youtube

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REED HASTINGS

Linear TV’s No. 1 enemy Some say Reed Hastings is linear television’s biggest enemy. But for TV watchers and Netflix, he’s a hero.

Reed Hastings learned about taking smart risks at a young age. After earning a BA at Bowdoin College, Hastings joined the Peace Corps and went to Swaziland, Africa, for two years to teach high school math. “It was an extremely satisfying experience,” he recalls. “Taking smart risks can be very gratifying. Guessing right is a skill developed over time. Not all smart risks work out, but many of them do.”

The CEO of Netflix has helped revolutionize the way we watch television. Netflix is not only one of the greatest underdog success stories at the crossroads of technology and television, it has also shown how new technologies can foster business ideas and creative content.

In a conversation with German TV anchorman, Claus Kleber, at DLD 16 in Munich, Hastings said: “Linear television has been a breakthrough for over 50 years bringing movie videos to our homes. It was a success story, an amazing thing.

But now people really want on demand television, they want to be able to watch it on any screen, not just a TV-screen. They want internet television, wherever they are. Think of how mobile phone replaced fixed line phones over the last thirty years, a little percentage for every year. That’s how internet television is slowly replacing linear television, it will be generational.”

That’s the way Hastings sees things. Evolutionary. He predicts the “ … end of linear television within the next couple of years.” TV has evolved from a medium that decides when it delivers content to the audience to a completely flexible service in which people pick and choose programs to watch whenever they want. “This idea that the

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news is on at six or eight – in a generation or two people will be like ‘What are you talking about?’

That’d seem alien – it’s an on-demand world, we live around the clock.”

After returning from Swaziland, Hastings earned an MA in artificial intelligence at Stanford. In 1991, he founded Pure Software, which developed a debugging tool for engineers. The company reportedly doubled its revenue every year and Hastings climbed the ladder from engineer to CEO. In 1995, Hastings sold Pure Software to Rational Software, earning $750 million. That gave him the capital to start Netflix with Marc Randolph in 1997. According to an unconfirmed founding legend, the idea for Netflix came to Hastings after he was charged $40 for an overdue rental from a Blockbuster video store.

Ironically, Hastings offered to sell 49 percent of Netflix to Blockbuster in 2000 to become its online distribution arm. Blockbuster turned him down. Competition from Netflix and other online services later pushed Blockbuster to file for insolvency protection in 2010. Keeping up with technological advances, Netflix really took off with on-demand streaming services, and catapulted to new heights in 2013 with the launch of its first original television series, House of Cards. The show was nominated for a staggering nine Primetime Emmy awards and won three. Hastings, linear TV’s No. 1 enemy? In the words of House of Cards’ charismatic scoundrel Frank Underwood: “Hell, yeah!”

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COMPANY PROFILE NETFLIX INC is an Internet television network that has redefined what it means to watch, and create, TV. With over 70 million streaming members in 190 countries, and more than two billion hours of on-demand television shows, the company was worth close to $40 billion in 2016.

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Reed Hastings: “This idea that the news is on at eight – in a generation or two people will be like ‘What are you talking about?’”

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NATHAN BLECHARCZYK

No rest for the innkeeper

How founders lived up to the second “b” in Airbnb

Last year, Airbnb hosted 70 million guests in 34.000 cities.

“That’s more than in the seven previous years combined,” Nathan Blecharczyk said at DLD16.

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An advertising gag as cereal entrepreneur turned Nathan Blecharczyk into a serious entrepreneur.

The co-founder of the lodging-rental site Airbnb recalls how he and his two fellow founders advertised their new business on cereal boxes at the Democratic National Convention in 2008. They got the idea of politically themed cereal packets as a giveaway to (story-)hungry journalists – cartooned boxes of ObamaO’s and Cap’n McCain’s.

“It was an amazing way to launch a company,” he said.

In ways they couldn’t then even guess. By January 2009 the world was in deep recession.

Blecharczyk was 25 and Airbnb struggling. The trio pitched Paul Graham for help from his incubator, Y-Combinator. As Blecharczyk said at the DLD 16 conference in Munich, Graham was dismissive. Only when he was given a pack of ObamaO’s at the end of the meeting did he recognize the trio’s resourcefulness: “I never believed in your idea, but I believed in you [then] as founders,” Blecharczyk recalled Graham saying later.

The cereal innovation put Blecharczyk on course for being a real serial innovator. Growing up in Boston, he taught himself to program code at the age of twelve. Two years later, he had his own business writing programs, with which he earned close to a million dollars. With that, he paid his way to study computer science at Harvard. After seven months in a “normal job” programming computers in Washington, DC, he took off for the West Coast.

That trip into the unknown became the founding narrative of Airbnb, which, says Blecharczyk, today still hankers after “the authenticity” and “the experience” of travel that doesn’t take place

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between air-conditioned enclaves of hotel chains.

“Eight years ago, everyone thought this was a terrible idea,” says Blecharczyk. Last year, Airbnb hosted 70 million guests in 34,000 cities. “That’s more than in the seven previous years combined …

We really went mainstream.”

Airbnb really does appear to have hit that hockey-stick moment. The number of guests doubled from the 35 million seen in 2014 and Blecharczyk and his co-founders are awash with ideas. He sees the company in “hypergrowth mode,” with new opportunities opening up geographically, like in Asia or in Cuba, and in sectors like business travel and package tours. “Compared to the opportunities, we’re still quite small,” he says. In the long term, Blecharczyk could imagine Airbnb even finding a role “beyond travel” by helping those on the road to find “more authentic” ways to travel. Whether this might also see Airbnb return to cereal marketing, Blecharczyk did not say.

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COMPANY PROFILE Founded in August of 2008 and based in San Francisco, California, AIRBNB is a community marketplace for people to list, discover, and book accommodation around the world. Whether an apartment for a night, a castle for a week, or a villa for a month, Airbnb connects people in more than 34,000 cities and 190 countries.

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Augmenting Reading

Navigating The Stream

Navigating The Stream

Chris Nicholas Asymmetrica

Jared Grusd Huffington Post

Lutz Schüler Liberty Global

Navigating The Stream; Enabling Social Entrepreneurship

Navigating The Stream; Let The Games Begin

What’s Up Whatsapp – Two Years After The Big Deal

David Kirkpatrick Techonomy

Jon Steinberg Entrepreneur

Cade Metz WIRED

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Hosting The World; The Connected Car

David Rowan WIRED UK

Our Secret To Innovation

Christopher Schläffer VimpelCom

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JAN KOUM

The F-word here is focus, not Facebook WhatsApp-co-founder still dislikes games, ads and gimmicks

It says at lot about Jan Koum that he doesn’t have a credibility problem. During his first appearance at the DLD conference in Munich – DLD 14 in January 2014 – Koum said he and co-founder Brian Acton wanted to keep WhatsApp, their fast-growing personal-messaging company, independent. “We want to build a company we’re proud of, not quickly bump and dump.” A month later, he and Acton sold WhatsApp for $19 billion – to Facebook.

The move caused unease among WhatsApp users. They liked the messaging service not only because it was easy to use. It was also advertising-free.

That meant WhatsApp had no incentive to mine user data like other online service providers – one of the worst offenders in public perception being Facebook. WhatsApp had always stressed its respect for privacy. Was that all over?

Koum at the time promised WhatsApp would remain independent of Facebook, using only central functions like HR or finance. And as time passed users did indeed see that the WhatsApp founders were keeping their word: “No games, no ads, no gimmicks.” Two years later and several billion dollars richer, Koum could sincerely tell listeners at DLD16: “We continue on the path and execute the vision me, Brian and the team always had.”

“The vision” of what WhatsApp should and should not do is inextricably bound up with Koum’s biography. It is the bedrock of his – and, by extension, WhatsApp’s – remarkably resilient credibility. As a teenager, Koum moved to the US from then still Soviet-controlled Ukraine in 1992.

He remembers how hard and expensive it was to call family back home, “the clutter” of advertising

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in his new home in Silicon Valley, and his relief about being out of a country with a secret police and “the walls [that] have ears.”

Koum got interested in computers in his teens, teaching himself computer networking and joining a hacker group. Eventually, he wound up at Yahoo, where he met Acton. But it was almost a decade later, when they foresaw the power of apps to connect people, that they came up with the idea for WhatsApp. “Part of what shaped us during our upbringing is what is driving us today to offer this technology,” Koum said at DLD 16. An important part of the Facebook deal had been to “maintain our independence,” he said. WhatsApp’s “product development, product vision, product engineering” remained “pure.” Between DLD 14 and DLD 16, WhatsApp’s active users had “more than doubled” from the 450 million it had before the Facebook deal.

"The F-word here is focus," Koum told a journalist just before that. "People need to differentiate us from companies like Yahoo! and Facebook that collect your data and have it sitting on their servers. We want to know as little about our users as possible.” It seems that Koum and Acton have stuck to those values. Does that sound too good to be true? At DLD 14, Koum said he wanted to build a company that would be around “10, 20, 50 years”. DLDs 24, 34 and 64 will check up on this ambition.

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COMPANY PROFILE WHATSAPP INC. is an early stage technology startup founded in the heart of Silicon Valley.

The name is a pun on What’s Up. The company wants to build a better SMS alternative for a world in which smartphones will one day be ubiquitous. WhatsApp this year abolished its traditional $1 membership fee for private customers. It currently boasts 900 million active users worldwide.

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Between DLD14 and DLD16, WhatsApp’s active users “have more than doubled,” from the 450 million it had before the Facebook deal.

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Our Secret To Innovation

Our Secret To Innovation; Let The Games Begin

The Most Exciting Strategies For Future Mobility

The Most Exciting Strategies For Future Mobility

Werner Vogels Amazon

Jennifer Dungs Fraunhofer Institute

Matthias Müller von Blumencron FAZ.NET

Innovation – From Product Concept To Consumer

The Most Exciting Strategies For Future Mobility

Investing In Human Assisted Intelligence

Investing In Human Assisted Intelligence

Liam Casey PCH

Dominik Wee McKinsey & Company

Jean-Paul Schmetz Hubert Burda Media

Jim Breyer Breyer Capital

Stefan Winners Hubert Burda Media

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JOHN HAGEL

Small moves, smartly made Deloitte-man says narratives can motivate people

John Hagel would no doubt insist that his career provides a narrative, but is not a story. He has nearly 30 years of experience as a management consultant, author, speaker and entrepreneur.

And he is currently co-chairman of the Silicon Valley-based Deloitte Center for the Edge, which conducts original research on emerging business opportunities that are not yet on the chief executive officer’s management agenda but should be.

What makes that a narrative? As he told the DLD 16 conference in Munich, stories are “self-contained” because they usually offer a resolution and because they rarely reach out to implicate the listener. Narratives, on the other hand, are “open-ended” and exhort the listener to make choices and take action as a way of finding a resolution. “They’re a powerful call to action,” he said, pointing to Apple’s legendary ad-campaign “Think Different” as an example. More companies are needed “to harness the power of narrative” and “shift defensiveness to action” as a result.

Hagel’s narrative is meant to call business leaders to action. Digitization long ago set the tectonic plates of the world economy in motion, and a new business landscape is beginning to form. Executives face mounting performance pressures, diminishing returns, changing workplace dynamics.

Companies are having a harder time in once-familiar markets. Some are seeing their further existence thrown into doubt. Executives must act.

In the early 1980s, Hagel worked for Atari just as the video-game market hit its first recession.

He took his experience to McKinsey in 1984 and helped companies around the world improve performance by more effectively harnessing information technology until 2000. He led McKinsey’s strategy practice, and founded and led its

According to John Hagel, companies don’t need momentous large-scale investment decisions to make big changes. His advice: “Take action – but don't panic!”

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electronic commerce practice.

After a stint at a San Francisco start-up – the second of two tech companies he founded – Hagel became an independent advisor and author, before joining Deloitte’s center for “edge innovation” in 2007. He is co-author of “The Power of Pull,” which argues that small moves, smartly made, can set big things in motion. Companies don’t need momentous large-scale investment decisions to make big changes, a series of smaller steps can be more effective.

Narrative, Hagel suggests, can help business come up with creative new approaches to generate more value with fewer resources – cash, assets and talent. Surviving and thriving as a business in the digital age is about anticipating threats and also shaping opportunities, he says. Based in Australia, the Netherlands and Silicon Valley, Deloitte’s Center for the Edge recently re-enforced the point that change can be as much opportunity as threat by taking a closer look at the fashionable idea of disruption.

Hagel and his team came to the conclusion that the term was “overused.” For Hagel, new players can only be said to be truly disrupting a market if they are toppling the incumbent – feeling the “challenge” of or “pressure” from new competitors is not the same thing. Applying this “high threshold” for disruption, companies might start to look at – and deal with – the changing business world a little more calmly. It is Hagel’s latest iteration of narrative empowerment: Take action – but don’t panic.

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COMPANY PROFILE Based in Silicon Valley, Australia, and the Netherlands, DELOITTE’S Center for the Edge helps leaders understand the fundamental changes shaping the world, navigate the short-term challenges and identify long-term opportunities to mobilize for exceptional performance.

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Design’s Trilogy – Creativity, Tradition, Innovation

Sam Handy Adidas

Design’s Trilogy – Creativity, Tradition, Innovation; Your Next Joyride (Tuesday)

Yana Peel Intelligence Squared

Data Drives Business

Data Drives Business

Carlo Ratti MIT Media Lab

Thorsten Dirks Telefónica Deutschland

Data Drives Business

Data Drives Business

Projects With Music

The Connected Car

Antoine Blondeau Sentient

Marc Bergen Re/code

Michele De Lucchi Architect

Dieter May BMW Group

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LAPO ELKANN

Artisan entrepreneur in a conveyor-belt world Agnelli-heir takes off his shoes to prove his passion

Taking off your shoes to show people their fancy label is an odd thing to do if you’re the heir of an industrial fortune. This is just what the ever-stylish man-about-town Lapo Elkann did at a star-studded party near Milan a few years ago. But, considering his obsessions, he very probably wasn’t trying to brag.

For the record, those were dress shoes with a bow, handmade in Saville Row, London. And Elkann, no stranger to “best dressed” lists in style magazines the world over, was celebrating the shoes’ originality and craftsmanship. A product made by an artisan’s hand in a machine age of mass-produced sameness.

In one way or another, the 39-year-old Elkann has spent the past decade preaching and practicing “personalization and customization” in our conveyor-belt world – “making the customer’s product more his,” he calls it. “If you have a strong core product… personalization and customization is not something a brand should be afraid of,” he told the DLD 16 conference in Munich.

The term “mass customization” seems to be no contradiction for Elkann. He, brother John and sister Ginevra are the main shareholders of Exor, the Agnelli family investment company, which owns a controlling stake in Fiat Chrysler Automobiles. Great grandfather Giovanni Agnelli made a fortune by making affordable cars, one like the other. Yet Elkann wants to serially produce items of distinction, one like no other.

Elkin left Fiat, what he calls “the family company,” after only two years in 2006. “The reality

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is that I couldn’t do all that I wanted to do in the family company, so I decided to do the things that I want to do on my own,” he told Forbes magazine. In 2007, he founded the first venture of his own, Italia Independent, which makes eyewear in anything from carbon fiber to velvet in the hope – says Elkann – of pleasing “each and every” customer. It listed on the stock exchange in 2013.

More radical, perhaps, were the ventures that followed. He created Ferrari’s Tailor Made unit in 2011 and in 2015 he presented his new automotive project, Garage Italia Customs, a company that personalizes and customizes cars, motorbikes, aircraft or boats. If he can catch only a sliver of a combined annual “motion market” – his words – of $595 billion, he’ll be doing well.

For Elkann, “mass customization” is the natural consequence of the digital world of on-demand video and music. It’s seeping into the physical world. In the digital world, consumers are no longer told what to watch when. In the “real world,” these same consumers are beginning to demand to wear or drive what they like how they like, not wear or drive what they’re told.

And Elkann says he has “the opportunity to be brutally creative” in a way big manufacturers can’t be. “Rules and regulations are more complicated for them than for me,” says the New York-born, self-declared “global Italian,” who grew up in Brazil and Europe. To help him break those rules, he has surrounded himself with a team of artisans he says only Italy can produce. Do they know he once wore shoes handmade in the UK?

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COMPANY PROFILE GARAGE ITALIA CUSTOMS represents a creative, contemporary take on traditional Italian craftsmanship and excellence. In catering to international connoisseurs of the “tailor-made culture,” Garage Italia Customs seeks to express personality and taste through exclusive restyling projects that use the most modern techniques.

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A “global Italian.” Lapo Elkann says he has “the opportunity to be brutally creative” in a way big manufactures can’t be.

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Sharks Photography

Jean-Marie Ghislain FOET

Follow Me – The Home Entertainment Robot

Blockchain

Don Tapscott Tapscott Group

Pierre Lebeau Keeker

Strategy, Not Technology, Drives Digital Transformation

Nick Beim Venrock Capital

The World Is Changing – Connecting in the Age of Intelligence

The World Is Changing – Connecting in the Age of Intelligence

Strategy, Not Technology, Drives Digital Transformation

Strategy, Not Technology, Drives Digital Transformation

Michael Mendenhall Flex

Sacha Nauta The Economist

Olaf Koch Metro Group

Theodor Weimer HypoVereinsbank

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NOURIEL ROUBINI

The Great Roubini Nouriel Roubini on the paradox of our abnormal economy.

Policymakers around the world hang on his words, journalists flock to his speeches and clients fork out fees for advice from his consultancy, Roubini Global Economics. Nouriel Roubini burnished his reputation on the prediction of the 2008 banking crisis, long before it happened.

Since then, his influence as an economist has rippled beyond the financial world. Roubini has even made cameo appearances in Hollywood movies like Wall Street: Money Never Sleeps or the documentary Inside Job. At DLD 16, Roubini spoke about the current state of the global economy: the global savings glut and global investment slump, the oil price decline, and the conflicting correlations of markets and politics. He asked why geostrategic conflicts do not affect the economy as much as they used to. “The paradox of this abnormal economy is that there is a lot of geopolitical risk in the world, which does not seem to have any impact on the real economy or financial markets. Whenever there was turmoil in the past, within the Middle East it led to a stagflationary oil shock (i. e. Yom Kippur 73 – stagflation of 74 & 75, after the Iranian revolution and the Iraqi invasion of Kuwait).

Today we have the paradox that the entire Middle East is burning and in spite of that, oil prices are falling. Why? Because there is a glut of supply.

Shale gas, oil and new technologies come from North America, a glut of supply floods the markets from Latin America to East Africa and around the world. So the Middle East might be burning, but oil prices are falling lower and lower, because it is a supply and demand story as well as the weakness of global aggregate demand.”

Born 1959 to Iranian parents, Roubini spent his early years in Iran before moving to Italy, where he attended school and university. He

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subsequently moved to the US, earning a PhD in economics at Harvard, then teaching at Yale.

Roubini speaks English, Italian, Hebrew and Farsi.

From the mid-90s he worked at the International Monetary Fund, Federal Reserve, World Bank, the US Council of Economic Advisers and the Treasury Department, before setting up his own consultancy in 2004.

In his speech, Roubini outlined what he calls “The Global Economy’s New Abnormal.” “We live in a world of unconventional monetary policies.

The unconventional central bank monetary policies have led to asset inflation, while the real economy is still mediocre. There is the paradox that Wall Street was doing well because of increasing asset prices, but Main Street was actually anemic.

There is this gap between high asset prices and the fundamental value of these assets.”

“On a final note, in a world where the disruption is coming from technology – we are living in a G-Zero world where there is no global leader, no global hegemon and the global powers of the world live in situations of rising economic, social, political and even geopolitical conflict. I know that technology can be making us all better off, but some of the consequences of technologies for jobs, for income, for inequality for distribution of gains, for social and political instability are things that have to be discussed.”

Nouriel Roubini: “The paradox (...) is that there is a lot of geopolitical risk in the world, which does not seem to have any impact on the real economy.”

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Bitcoin, Blockchain – What’s The Buzz

Bitcoin, Blockchain – What’s The Buzz

Gideon Greenspan Coin Sciences

Matthew Bishop The Economist

Bitcoin, Blockchain – What’s The Buzz

Bitcoin, Blockchain – What’s The Buzz

Olaf Acker PwC Strategy

Simon Levene Mosaic Ventures

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Delivery Robots

Laughinspace

Ahti Heinla Starship Technologies

Eyal Gever Artist

Knock, Knock The New Delivery Guys

Knock, Knock The New Delivery Guys

Bastian Lehmann Postmates

Marc Samwer Global Founders Capital

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SONALI DE RYCKER

How instinct can trump the numbers Accelpartner is frank about the ups and downs of VC

It seems only natural that the tech sector, founded as it is on computing power, should be obsessed with metrics, logic and perfection. That makes it refreshing – and perhaps a little unnerving – to hear someone like Sonali De Rycker speak openly about the professional uses of gut feeling and failure. “In our business, you’re more wrong than you’re right,” she once said.

“Our business” is the fast-paced, competitive world of venture capital, which continually takes stock of a seemingly endless flow of entrepreneurs and their ideas in the hope of landing the Next Big Thing. The 41-year-old is one of the leading partners in the London office of Accel, the famous Silicon Valley venture capital firm. De Rycker’s investments include Spotify, Lyst and Avito.

Such obvious savvy doesn’t stop De Rycker admitting that even successful VCs “learn to live with failure in a different way” than most people.

It is a dispassionate view of the way each fund must play the game: Entrepreneurial successes are so rare that failure is unavoidable. The trick is to land the odd investment that proves exponentially profitable. “You only have to be right a few times,” she told the DLD 13 conference in Munich a few years back.

For all her clear-eyed rationality, De Rycker admits that logic only goes so far when deciding whether to invest. Yes, Accel does “lots of [due] diligence,” she said during her lengthy DLD campus lecture. “But [crunching numbers] is far from perfect […] There’s so much about the gut, the stomach.” Beyond the metrics, gut instinct can help a VC get an early feel for the Next Big Thing.

If you read about it in the business press, it’s too late, she says.

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Mumbai-born, and educated in the US at Bryn Mawr College and Harvard Business School, De Rycker focuses on consumer, software and financial services businesses. She says each transaction might be the end of the data-sifting and intuitive process. But, more importantly, it’s the beginning of “a journey” with company and founders that can last five-to-ten years. After an initial investment, more can follow. “We back our winners.”

But winning also demands conceding failure.

“The art of VC is not about the first investment,” she said in her campus lecture. “It’s about [being able to] say after the first capital round: ‘No more capital.’” Luckily, she says, there are more and more real “serial entrepreneurs” around who also recognize that there might come a point to try something else. “Try again. Fail again. Fail better,” as the playwright Samuel Beckett might have told them about this world of risk and uncertainty. Or, as De Rycker puts it: “Nothing good is not tough.”

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COMPANY PROFILE ACCEL is a venture capital firm with offices in the Bay Area, New York, London and Bangalore. Its track record has made it one of the best-known and most revered investors in the tech scene. A long list of investments includes Facebook, Dropbox, Flipkart, and Spotify.

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Sonali de Rycker, Accel, says: “We back our winners,” but winning also demands conceding failure.

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India The Next Frontier

Anand Chandrasekaran Snapdeal

10 Things You've Always Wanted To know About The Future of Work

Albert Wenger Union Square Ventures

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India The Next Frontier; Let The Games Begin

The Gig Economy

The Gig Economy

Brit Morin Brit+Co

Navid Hadzaad GoButler

Focus Digital Star Award

The Gig Economy

The Gig Economy

Susann Remke Focus Magazine

Pierre-Dimitri Gore-Coty Uber

Samuel Glöggl Uber driver

Ina Fried Re/code

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JEFF JORDAN

The tech revolution is still about people Andreessen Horowitzpartner champions online marketplaces

The digital world for many is on the cusp of inventions like self-driving cars and self-thinking robots – for some, a utopian and for others, a scary world in which technology replaces the human.

Jeff Jordan, on the other hand, is a firm believer in a seemingly more humdrum quality of digital technology: its power to connect people. It’s an affirmation of the individual in the silicon age.

The 57-year old venture capitalist hails the power of digital technology to create “marketplaces” that link buyers and sellers – and make good returns for their investors. As a former executive at eBay, president of PayPal, and chief executive of OpenTable, the restaurant reservation site he took public in 2009, Jordan may be excused for seeing the world in such a transactional way.

But Jordan knows that the success of marketplaces is founded in their ability to fulfill individual wishes – from the teenager looking for the latest sneaker to the pensioner who searches for “obscure stuff,” as Jordan puts it, on antique markets. Especially for buyers with more exotic interests, the bricks-and-mortar way of shopping can be horribly inefficient, digital shopping a godsend.

“I just keep coming back to marketplaces,” Jordan said at the DLD 16 conference in Munich, when asked about the sectors he was eying. He left OpenTable in 2011 to become general partner at Andreessen Horowitz, the Silicon Valley VC firm. Jordan serves on many company boards including Instacart, Lookout, Pinterest, and Tilt.

But his most prominent affiliation is with Airbnb, the lodging-rental company, in which Andreessen Horowitz invested in 2011.

Last year Jordan led a founding round that raised a hefty $1.5 billion in new funds for the

Jeff Jordan hails the power of digital technology to create “marketplaces” that link buyers and sellers.

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company. That gave Airbnb a valuation of $25.5 billion, making it one of the most valuable privately held start-ups in the world. Jordan is not afraid to call it “the next-generation eBay,” with its power to link buyers and sellers – of more than rental lodging, should it so choose – with huge capital efficiency.

Jordan’s obvious enthusiasm for marketplaces as service providers and investments also applies to the stock exchange. At DLD 16, the Stanford MBA alumnus bemoaned the current vogue among big starts ups – Airbnb and Uber included – to shun going public. Too many companies were obsessed for too long with “hyper-growth” at the expense of profits. But an earlier steer toward profitability and an initial public offering could discipline companies and make them self-financing more quickly. His exhortation to market-shy marketplaces? “Control your destiny.”

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COMPANY PROFILE ANDREESSEN HOROWITZ is a venture capital firm based in Silicon Valley. Founded by Marc Andreessen and Ben Horowitz, the firm says it backs bold entrepreneurs who “move fast, think big, and are committed to building the next major franchises in technology.” One of the most renowned firms in the tech-scene, Andreessen Horowitz has invested in BuzzFeed, Facebook, Foursquare, Oculus, Pinterest, Skype. And, of course, Airbnb and many, many more.

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The Gig Economy

The Gig Economy

Game On!

Game On!

Thorold Barker Wall Street Journal

Tilo Jung Jung & Naiv

Keith Boesky Boesky & Company

Lars Jörnow EQT Ventures

The Lucky Years

Longevity & Lifestyle

Game On!

Joe Schoendorf Accel Partners

Lisa Mosconi NYU

Ozz Häkkinen Futurefly

Shaul Olmert Playbuzz

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Game On!

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DAVID AGUS

“With enough data, error goes away” David Agus is a pioneer oncologist offering practical health information from the forefront of modern medical technology.

He values deep sleep, wearing earplugs to tune out his dog’s snoring. Three cups of coffee a day can be good for your health, he says. Every day he takes an aspirin to minimize the risk of cancer and heart disease and a statin against high cholesterol. He disdains detoxing, as well as juiced fruits and vegetables. “Whenever you put them into a blender, or squeeze them out, they degrade right away because of the oxygen and light. So there is no nutritional value, there’s just sugar.”

He says fad diets don’t work. “There’s been a fad diet coming out every year or two for the past 50 years. If one was superior to another, we’d be doing it.” He advocates a Mediterranean diet with regular mealtimes.

This may not sound extraordinary. We’ve all heard similar advice from a doctor we know. But David Agus is not like any other doctor. Many people, including Silicon Valley billionaires and Hollywood celebrities, call him a genius. He is a research scientist, a professor of medicine, an engineer and a clinician. He is also, like his late friend and patient Steve Jobs, an evangelist for technology-driven progress, spreading his message through bestselling books and TV appearances.

Speaking with Joe Schoendorf (Accel Partners) in January at DLD16, Agus talked about a reservoir of knowledge, studies done years ago that have untapped potential in today’s technological context. One of them sounds not only sensational, but even a little scary: Researchers in Princeton and California dusted off a long-forgotten experiment from the 1950s – a Frankenstein-like stitching together of young and old rats – and found that proteins in the blood of young rats could activate

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dormant stem cells in older individuals. “The cure for disease is within us,” says Agus. “We now have the ability, through these proteins, once we isolate them, to potentially turn back on these stem cells.”

Agus thinks scientific advances have opened the door to a new era. But we’re not crossing the threshold because medical consensus is cautious and plodding, and the internet squawks with cranks and charlatans. So ordinary people hesitate, in want of a reliable guide.

“With enough data, error goes away. But the data needs context. The internet is remarkable, but there’s a lot of noise. Everybody’s saying everything. So in order to get normative behavior change based on data, you need leadership. The reason I write books is to try to provide some of that leadership.”

David B. Agus’s new book “The lucky years: How to thrive in the brave new world of health” (Simon & Schuster).

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Transience; Celebrate Sleep (Tuesday)

Transience

Creativity Exchange Second Home

Urban Metagenomics

Michael-Craig Martin Artist

Rohan Silva Second Home

Kevin Slavin MIT Media Lab

Propaganda In The Internet Age

Propaganda In The Internet Age

Enabling Social Entrepreneurship

Enabling Social Entrepreneurship

Christy Lange Frieze

Daniel van der Velden Metahaven

Felix Oldenburg Ashoka

Leila Janah Sama Group

Hans Ulrich Obrist Serpentine Gallery

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87 MONDAY DLD & YOU

Design And The Life Science

Design And The Life Science

Daisy Ginsberg Studio Alexandra Daisy Ginsberg

Michael John Gorman NAMO Technologies

Celebrate Sleep; What will you Do Next

Miriam Meckel Wirtschaftswoche

Celebrate Sleep

Till Roenneberg LMU

Design And The Life Science

Celebrate Sleep

Where Capital Goes Next

Where Capital Goes Next

Paola Antonelli MoMA

Arianna Huffington Huffington Post

Christoph Braun Acton Capital Partners

Avid Duggan GV

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89 MONDAY / TUESDAY DLD & YOU

Where Capital Goes Next

Where Capital Goes Next

Take A Bite – The Future of Food

Take A Bite – The Future of Food

Nenad Marovac DN Capital

Timm Schipporeit Index Ventures

Molly Maloof Physician

Sam Kass NBC News

Where Capital Goes Next

Take A Bite – The Future of Food

Caleb Harper MIT Media Lab

Exponential Space Technology Getting Weather Right

The Golden Age of Storytelling

Tom Stafford DST Global

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Theresa Condor Spire

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Dan Lyons Silicon Valley Show

91 TUESDAY DLD & YOU

KIMBAL MUSK

A scalable approach to locally grown food Kitchen co-founder (and, yes, Elon’s brother) pushes healthy food

The 43-year-old seems an odd guest at a tech conference. Kimbal Musk sits on the board of older brother and former business partner Elon’s companies Tesla and SpaceX. But the younger Musk turned his back on the tech scene in 2001 after a successful run with Elon and online city guide Zip2 in the latter half of the 1990s. With chef Hugo Matheson, Musk founded a locally sourced restaurant in Boulder, Colorado, in 2004. It’s hard to get more analogue than that.

In an appearance at the DLD 16 conference in Munich, the co-founder of The Kitchen admitted that his crusade to make the world eat real, healthy, and thus by necessity locally grown food was not one of bits and bytes. “Food is not a technology problem.” But it soon became clear how this very analogue campaign is driven by two vital tech tenets: Building communities and scaling business models.

When the Twin Towers fell, Musk was living in Lower Manhattan, training to become a cook. For weeks he volunteered as a cook preparing meals for the rescue workers at Ground Zero. “I saw the power of what food does for community,” he told a journalist about that experience. “Even in the middle of a nightmare, you’ve still got to eat.”

That insight has driven him ever since. As he said in Munich: “I view food as the core mechanism to connect to others.”

The Kitchen was conceived to function like any kitchen at home – a place where people gather to converse, be together, as much as eat. Soon, the restaurant’s simple, honest, local food became a

Kimbal Musk believes the food industry has wrecked our trust in food: “Kids can no longer tell what a potato looks like,” he says.

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talking point in its own right. It was too good an idea to limit to Boulder. The Kitchen and two sister-chains now count seven restaurants in Colorado and one in Chicago. And Musk and Matheson are planning more – somehow handling the contradiction of running an (in theory) endlessly scalable chain that explicitly wants to support small, local food producers. In 2013, Musk was elected to the board of Chipotle Mexican Grill, a clear sign of the reputation he has built.

But Musk sees his mission as far from accomplished. He thinks the food industry has wrecked our trust in food. “Kids can no longer tell what a potato looks like,” he said. His and Matheson’s drive to improve “food literacy” took off in 2011 with the founding of The Kitchen Community, a non-profit. It has already built some 200 “learning gardens” in schools across Colorado, Chicago, Los Angeles and Memphis to allow children to “reconnect” with food. If that also creates a new cohort of clients for The Kitchen … good for Musk.

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COMPANY PROFILE The KITCHEN’S slogan is “Community through food.” The restaurant chain wants to gather people around a table to share good food and drink in order to connect them as family, friends and as a community. The Kitchen and offshoots Next Door and Upstairs currently have eight locations. Another three will open in the course of the year.

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The Golden Age of Storytelling

The Golden Age of Storytelling

Disrupt the Banks

Disrupt the Banks

Martin Moszkowicz Constantin Film

Julian Morris Actor

Christian Angermayer Apeiron Investment Group

Harry Nelis Accel Partners

The Golden Age of Storytelling; Unmasking Achilles Today’s Wars & The Devastations of Humanity

What will you Do Next

Disrupt the Banks

VR with Social Impact

Philipp Schindler Google

Jeff Stewart Lenddo

Gabo Arora UNHCR

Ralph Simon Mobilium

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MARKUS BRAUN

An old, old hand at fintech Wirecard boss has been battling banks for many years

If you consider that Uber, the global titan of ride sharing, was founded in 2009, Markus Braun and Wirecard, the online-payments company he runs, are dinosaurs. German anomalies that should by now have died or been bought.

But here Braun is at the DLD 16 conference in Munich talking about the “super large opportunity” that stodgy banks offer his company, founded 1999.

Since the financial crisis and the taxpayer bailouts of 2008 and 2009, the prospect of the digital wave hitting the financial services industry has filled many observers with glee. The world is keen to hear about – and maybe therefore awash – with stories of young companies making this or that part of banking obsolete, usually by taking out the middleman – “disintermediation,” the pros call it.

Today in his mid-forties, Braun joined Wirecard’s executive board in 2002. Under his leadership, the company, which had suffered fits and starts, found its role as a business-to-business payments service. The company is often compared to Paypal, but that misses the point – the US company was B2C, while Wirecard was B2B. Until now. Braun told his listeners at DLD 16 that Wirecard, based near Munich, had long been happy to serve as many merchant’s “gateway” to internet payments. But now, the stock-listed, 2,000-employee-strong company was looking at a “step-by-step” move down the value-chain of banking as the sector moved online.

Wirecard Group has long supported companies in accepting electronic payments from all sales channels. A global multi-channel platform bundles international payment acceptances and methods, supplemented by fraud prevention

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solutions. In recent years, Wirecard has branched out from B2B to supporting B2C. Braun reckons banking has proved particularly resilient to the digital wave because customers are cautious. “For banking products, a trust has to build around [any new] paradigm,” he said in Munich. But, after years of inertia, customers were slowly coming around to the convenience of online banking services. It is time for “change in the DNA,” he said. “The banks really need it.”

Before Braun joined Wirecard, he was a consultant at KPMG in Munich. He was born in and grew up in Vienna. He studied computer sciences at Vienna University, where he won a PhD in social and economic sciences. Braun believes that fintech – whose wave has been building since at least 1999 – will give customers more insight and also give more people access to banking.

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COMPANY PROFILE Since its foundation in 1999, WIRECARD has become one of the leading international providers of outsourcing and “white label” solutions for electronic payments. The company, which has been listed on the stock exchange since late 2000, has a stock-market cap of E4bn.

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Markus Braun at DLD16: “For banking products, a trust has to build around (any new) paradigm.”

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97 TUESDAY DLD & YOU

JODY WILLIAMS

Women rock!

Nobel Peace Laureate believes in taking things personally

Jody Williams’ driving passion is to take everything personally. At home in Vermont, when she was six, she saw her deaf-born oldest brother bullied by the next-door children. Williams has spoken of the “righteous indignation” she felt that day, and how she wanted to “beat the crap” out of his tormenters. It’s the same indignation that drove her anti-Vietnam War activism in the 1970s, her peace work in Central America in the 1980s, and her campaign to ban landmines, which won the Nobel Peace Prize in 1997.

If more people took more things personally, so Williams’ fearless belief, the world would be a better, more peaceful place. Instead of believing in official narratives of “evil enemies” or “criminal refugees,” she wants the citizens of the world to go into themselves and ask how they would feel if they were forced to fight a war or forced to flee their homes. Rediscovering our shared humanity could help us overcome abstractions that make it easy to mistreat others.

“We need to risk, as human beings, seeing each other as human beings. [We need to] stop demonizing others,” Williams said at the DLD 16 conference in Munich, not just in reference to her former neighbors. “We need to stop governments of the world who demonize others so we’ll go into battle and kill them.” An important step would be to stop the media glorifying war. “War is dirty and ugly … Can we not take the risk of unmasking [the Greek war-hero] Achilles?”

Willams answer would be yes, let’s take that risk. In her 2013 memoir, My Name is Jody Williams: A Vermont Girl’s Winding Path to the Nobel Peace Prize, she challenges “ordinary” people to be active agents of change by connecting to our shared humanity. Williams’ own experience teaching in Mexico after college showed her this first hand. Her first exposure to the inhumanity

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of extreme poverty led her to obtain a masters degree in international relations at Johns Hopkins University. Afterwards, she spent a decade working for peace in El Salvador and Nicaragua and later founded the International Campaign to Ban Landmines (ICBL).

Looking at the challenges of the digital age, the humanizing role of technology seems unclear to the 66-year-old. Not because of her avowed incompetence with digital gadgetry, like presentation software. But because she doesn’t quite trust the tech world’s own tendency to abstract people as “consumers.”

She says she’s been “thinking a lot” about new technology. And her first impression is: “It seems to be dehumanizing.” Why, she asks, do so many self-appointed members of the “digital revolution” speak of “the consumer market” for their revolutionary ideas? “When do we stop being people?” she says. “I would challenge tech to change that mentality.” Don’t be naïve about the digital revolution, she saying. Technology is not in itself good or bad. The uses to which it is put determine that.

In recent years, Williams became a founder-member of the Campaign to Stop Killer Robots, which is agitating to have the rapidly spreading unmanned armed vehicles banned. She is also chairperson of the Nobel Women’s Initiative, uniting six women Nobel Prize winner from around the globe in an effort for peace with justice and equality. She has said that the world would not necessarily be more peaceful if women were in charge. But outcomes decided by men and women – not just by men – would be different. That certainly seemed to be the case with landmines.

Perhaps it will prove true again with killer robots.

As she says: “Women rock.”

“Don’t be naive about the digital revolution,” Jody Williams said at DLD16.

“Technology is not itself good or bad. The uses to which it is put determine that.”

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Cyber Security

Insurance In an Unsecure World

How Digitalization Helps Refugees

How Digitalization Helps Refugees

Mikko Hypponen F-Secure

Alan Murray Fortune

Mike Butcher TechCrunch

Anne Riechert ReDI School

The Threat of Killer Robots

How Digitalization Helps Refugees

How Digitalization Helps Refugees

Disrupt Bureaucracy

Stephen Goose Human Rights Watch

Anke Domscheit-Berg ViaEuropa

Paula Schwarz StartupBoat

Ryan Panchadsaram KPCB

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OLIVER BÄTE

Man in suit wants to connect with techies The chief executive of insurer Allianz does it very well

Oliver Bäte is the 51-year-old, suit-wearing chief executive of Allianz, one of Europe’s biggest insurance companies. Given his age, his attire, and his business, he should really stick out like a sore thumb at a meeting of the digital industry, peopled as it is by twenty-something, jeans-and-t-shirt-clad risk-takers. But the boss of one of Europe’s more traditional companies is not afraid to show some humility – a clear recognition of the digital revolution.

“It’s coming and it’s coming quickly,” Bäte said at the DLD 16 conference in Munich about the digital wave washing towards his industry. “And the reality is, we’re not ready.” These were unfamiliar admissions in a world of corporate leaders driven by PR-specialists – or professional denial.

But Bäte quickly, and confidently, made the point that much of the incumbent inertia – especially in the financial sector – is the result of regulation.

His proof that Allianz does not have its head in the sand is a joint venture in China, where regulation is more liberal. It sells insurance over the internet in a way in which European and US regulators cannot at the moment quite conceive. But he likes to note that any innovation online will be driven by what the customers want. Uber, he likes to point out, is not so much driven by technical brilliance as it is by brilliant customer relations.

“The new [digital] model really starts with client needs,” Bäte said in Munich. “Uber is not really about technology – it’s about designing a better mousetrap.” He was promoted to chief executive of Allianz in May 2015, an unprecedented rise.

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He had only joined the company in 2008, after 14 years at McKinsey in the US and Germany.

And he did not have the through-and-through insurance pedigree the – only – nine previous CEOs had.

It has been said about Bäte that he is a great leader, but also a rather rational, numbers guy.

But his agility with numbers can be enlightening.

Asked about health-insurance customers being encouraged to wear monitoring devices, he said working out regularly could at best affect only 1.5 percent of healthcare costs. “It obviously doesn’t hurt to move … But it’s a little bit like a placebo.”

Bäte has also been hailed as a great communicator. His job, of course, is to oversee the day-to-day, but also to plot the path ahead. “How do we reap the benefits of our global scale?” he asks, Not everyone at Allianz has answers to that question, he says. But he’s cheered by the company’s first technology patent, filed in Italy. These are all signs of the kind of change Bäte thinks the insurer needs.

“Now everyone at Allianz knows its coming.”

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COMPANY PROFILE ALLIANZ offers insurance and fund products to over 85 million customers in more than 70 countries. Its retail and corporate clients enjoy an extensive product selection in all insurance business lines.

At the end of 2015, Allianz had about €1.800 billion of assets under management, making the company – under the brands AGI and Pimco – one of the largest active asset managers in the world.

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“The new (digital) model really starts with client needs”, Oliver Bäte, chief executive of Allianz Group , said at DLD16.

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ADRIAN VAN HOOYDONK

Design still rules digital tech BMW’S chief designer wants to keep the driver empowered

BMW’s chief designer Adrian van Hooydonk sees himself on the front lines of a “battle between young fresh entrepreneurs and old established industry.” As the person who gives material form to BMW’s e-mobility strategy, van Hooydonk says this is a battle BMW is winning – because the company has been able to “think and act like a start-up."

The Dutch native has led his design team to create a whole new brand. It is based on the philosophy that design is inextricably linked to the social setting we live in. As a result, a car’s design must act as a link to the people and products around it.

Van Hooydonk’s car of the future will drive itself, but it will interact with people as decision-making agents. The car will not do as it pleases, it will offer choices that enhance the driver’s experience and makes his or her life simpler.

For Hooydonk and his creative team, it’s the car design that is driving the technology, not the other way around. “Of course, as a design team, we are thinking ahead,” he said at the DLD 16 conference in Munich. “Typically, we are three to five to six years ahead of what is technically possible. This is very much how we imagine the future.”

With that, the trim 51-year-old gave the audience a glimpse of what he meant – a short film depicting a sleek sportscar that takes its owner out for an early morning spin. Winding swiftly down a mountainside, it talks to its driver, warning of perils, like rocks in the road and offering choices based on preferences it surmises from a link to the owner’s smartphone. Later, it chauffeurs him to meetings, finding the location on the map automatically, and asking questions along the way.

The advent of digital technology is the biggest change van Hooydonk has seen in his industry, he

Designer of the future – BMW’s Adrian van Hooydonk said at DLD16: “Typically, we are three to six years ahead of what is technically possible.”

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says. But design remains sovereign. “I do believe that the design – or the overall experience – will be the key factor as to how this technology becomes meaningful.” Giving meaning to objects through the language of design is van Hooydonk’s passion.

After studying industrial design at Delft Polytechnic University, he honed his drawing skills at the Art Center Europe in Vevey, Switzerland, one of Europe’s key training centres for the automobile industry. In between, he worked in Italy with the Rodolfo Bonetto, the influential designer of a catholic repertoire of everyday objects. It was here that Van Hooydonk came to understand himself as a generalist who could bring the worlds of industrial and automobile design together. He joined BMW in 1992 and became the head of BMW Group Design in February 2009.

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COMPANY PROFILE BMW is a German manufacturer of luxury cars and motorbikes. It also owns the British brands Mini and Rolls-Royce. Based in Munich, BMW has striven to bring digital technology to its cars for many years. A few years ago, it launched its BMW I brand of electric cars, which are meant to show the way to sustainable modes of mobility in the future.

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NIALL FERGUSON

Historian who keeps moving west Silicon Valley is his base of choice for the coming years

There is a strain in Western thought that links great thinking with movement. Aristotle ambled around the Lyceum and Nietzsche once said “all truly great thoughts” came when walking. The historian Niall Ferguson has been on the move for the past fifteen years – from Oxford to New York University and on to Harvard – and in this time has delivered one trench analysis after another – Empire, Colossus, Civilization, to name only three books.

Niall Ferguson has published fourteen books to date. He is a professor of history at Harvard University and a visiting professor at Tsinghua University, Beijing. Last year he announced he was leaving Harvard to join Stanford University’s Hoover Institution full time in the summer of 2016, with which he was also affiliated.

Freed from teaching, he hopes to use his time to finish his multi-volume Kissinger biography and, as he said, “to get a closer view and … a better understanding of the extra-ordinary things going on at Stanford and in Silicon Valley.” As Tom Wolfe wrote in an article about how the first techies started turning the citrus groves of the Bay Area into Silicon Valley, “Go West, young man!”

Ferguson’s steady steps westwards have coincided with the evolution of his thinking. Steeped in 19th-century Scottish Calvinist capitalist ethos of hometown Glasgow, his Oxford period looked at the relationship between money and power.

His time on the US East Coast – so close to that modern imperial capital, Washington, DC – saw a resulting pre-occupation with empire (and its benefits).

And the 52-year-old’s time in California will deepen his scholarship into what he calls

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“rebellious networks” and their power to disrupt the “hierarchical states” he has studied. The Arab Spring, in particular, inspired much interest in the power of modern communications to undermine less-than-democratic regimes.

“It’s real that networks empower people,” the often contrarian Ferguson conceded at the DLD 16 conference in Munich. “But we shouldn’t be naïve … The state is not stupid. The big sophisticated states are learning to exploit these networks.” He thinks we could be in a cycle akin to that unleashed by the invention of printing: A new network of church reformers threatened an existing hierarchy, the Catholic Church. It took a while, but the church eventually re-established hierarchical control. History repeated itself.

“It’s real that networks empower people,” Harvard professor Niall Ferguson said at DLD16.

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A CONVERSATION WITH PROF. LUCIANO FLORIDI

“There is no fixed future”

Luciano Floridi, professor of philosophy and ethics of information at Oxford, is considered one of the world’s leading experts on the great digital disruption. In his book, The Fourth Revolution, Floridi discusses how our world is being integrated into a global ‘Infosphere’ where what we do online and off merge into an ‘onlife’. The question is: How much do we really understand the ongoing shift to a digital world?

DLD: Prof. Floridi, why is it a good idea to donate all my data to science when I’m dead?

Prof. Luciano Floridi: „Well, the question is: why not? Today we can donate our blood, we can donate our organs, when we die. But we cannot donate our data. But we do it in a way all the time. Social media enterprises, web industries in general, like the idea very much that we increasingly incline to release our data to them.

Sure. We donate our data to Facebook, we donate our queries to Google, we donate our tweets to Twitter…

Exactly. But it’s not something that we do for scientific purposes. I think it’s time to think more in terms of the long term positive effects that large data sets can have on the future of humanity. So if anyone would like to use my personal data for medical research or for social research to improve for example the welfare service or to provide governments service in a more efficient way – I would be very happy. I would love the idea of having my tiny little contribution.

No privacy issues?

Of course: But it won’t be important whether it’s

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John’s, Peter’s, Mary’s or Bob’s data, it would be mostly anonymized. And: it should be organized in terms of a socio-political institution. For example in the UK we have the National Health Service. Or we could try to do the same with a European Health Service. Just imagine pretty much the model we have for organ donations, after one is dead. You do that by clicking on a page and say: Yes I would be happy to let my body used for either transplants or research.

In other words: our data became as important as our organs?

Not as important, data is not as life-sustaining in a narrower sense as – let’s say – our heart. But we have to consider that data that is used for scientific purposes can improve the way we live, yes.

Let’s take a step back. The title of your book is “The Fourth Revolution: How the Infosphere is Reshaping Human Reality.” Could you please explain to us what is your understanding of ‘infosphere’ and why we are undergoing a fourth revolution?

The fourth revolution is a forth revolution in our self-understanding. Who are we? The universe is not around us, it’s not about us. We’re just on a small planet and we don’t know where – the Copernican principle. Then we’re not in the center of the biological world either. Nature is not about us, we’re not the culminating peak of this particular project. We’re just animals among other animals – according to Darwin. Now Freud said we’re not in the center of the rational game either, because of the subconscious or the differences that it makes. So these are the first three revolutions. We thought, at some point, that we

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would be the only ‘smart agents’ in the world.

But we’re not at the center of the infosphere either. Today we have plenty of agents that do things better than us, faster than us, more efficiently than us. For example landing an airplane, parking a car, buying something online, choosing the best price for something, moving from a to b to c in the fastest possible way in a car, you name it! I think we’re just readdressing who we are. So there is an opportunity for philosophy to reconsider what it is to be human, and what the human project should be.

Pretty early on in your book there is an eye-catching diagram. It demonstrates how dramatically the cost of computing power has fallen over the past 70 years. In the 1950s the computer power of an iPad2 would have cost about 100 trillion USD. The cost of an iPad2 today: Roughly 200 USD. Why is this price fall so radically important for the change in our society?

Essentially the joke is that you have more computational power in your pocket today than we had when we put the first man on the moon.

That computational power at the time required much more than what we have in our hands on a daily basis. So, do we use this computational power to put more men on the moon?

No, we never did again, actually.

Of course not. So, when people ask: ‘Oh, wow, all this cheap computational power in our hands, what do we do with it?” The answer is: well, to simplify, the touchscreen of your smartphone “The keyword here is ‘interface.’ Interfaces make sure that when you touch the screen and scrabble around something happens on the other side.”

and the interaction you have through your voice with an artificial agent on the other side, that’s where it goes. And the keyword here is ‘interface’. Interfaces make sure that when you touch the screen and scrabble around something happens on the other side. In short: all this computational power goes into the amazing ability

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A

LUCIANO FLORIDI is an Oxford University academic with an intriguing title: professor of philosophy and ethics of information. He works at the Oxford Internet Institute.

His book is called “The 4th Revolution: How the Infosphere is Reshaping Human Reality”.

to make our world – the infosphere, a new environment – accessible to us.

That latter sounds like a pure definition of philosophy. You once said: “We need a philosophy of information as a philosophy of our time for our time.” What did you mean by that?

Sometimes we think of philosophy as something that needs to be replaced all the time, like changing socks. You have a hole in the old ones, you put on clean and new ones. It doesn’t work that way. With philosophy we never lose touch with the Greeks or the Germans. But we add new chapters, we enrich that book, we expand it. ‘A philosophy of our time for our time’ – the first half means that this new chapter in the book of philosophy needs to deal with our problems.

Our problems are not entirely new, but they are not entirely old either. Think in terms of politics or friendship, for example. We’ve been doing politics since we left the cave. But politics today means also e-governance. And we’ve been friends since day one, but today friendship also means friendship online. With people you might have never met or with whom you lost touch for years.

And this is mediated by social platforms. There

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are some problems that acquire new aspects and that is the philosophy of our time.

So, it means two things: addressing novelty in old problems and addressing the new problems that are becoming significant today, which were not so significant in the past?

Yes. What I mean with “for our time” is that philosophy has to do this in view of making a positive difference to the world. It is not just a pure intellectual exercise. Plato went twice to Sicily to make a difference. He established what we would call today a University. Aristotle was the teacher of Alexander and he established another University. Now imagine today a philosopher establishing a University and being, for example, the advisor of president Obama. That’s the kind of equivalence we need to talk about.

If you look into the past, three or four generations, in our culture we used to have a very mechanical picture of our-self. We were like building things, moving things, doing things.

We were obeying the reputation of forces in a mechanical world. Let’s say we had more or less Newtonian picture of ourselves. It seems pretty obvious that this picture disappeared over the last decades. So, how should we see ourselves today?

You put it very nicely by saying we had a sort of Newtonian implicit metaphysics in mind. Today I think that we implicitly endorse a post-Newtonian metaphysics, in society, on the streets, although not in a philosophy department. We think more in terms of networks rather than mechanisms. And this point is already indicative. A mechanism is something that is made Sometimes we think of philosophy as something that needs to be replaced all the time, like changing socks. You have a hole in the old ones, you put on clean and new ones. It doesn’t work that way.

of components and each component is a component in and on itself. A wheel is a wheel that comes together with other wheels, with a chassis, an engine and they make a car. It’s bottom up.

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A ­network is not something that exists independently of the links. It’s not that you have nodes and then you have, as it were, bridges and links between the nodes. First you have a network and then you identify, within the network, where the crossroads or nodes are. So, it’s top down. And it’s not constructed independently of all the pieces. So it’s not like you have two boxes, one is full of links and the other one full of nodes and you put them together. … consequently you don’t even know which part is essential or not.

Exactly. So this leads us to a second point. Instead of having a privilege attitude towards objects, like the usual examples, the table, the chair, the car, the horse, coming from the Greeks, we may have a relational understanding of these nodes. So these nodes are more logical places, where relations intersect. Do you follow?

I’m not quite sure, honestly.

Perhaps, the easiest way of understanding this is with an analogy. You should think of roads and roundabouts, the places where the roads meet.

It’s not that you have a map first and then you establish the roundabouts, and then you connect the roundabouts with roads. Of course you have roads, and then the roads intersect and you have to put traffic lights there – a node. Objects, entities, the pen I’m holding, the chair on which I’m sitting, even you and me – these are really, ultimately roundabouts. They are points of intersections where relations, processes, qualities come together for a little while, let’s say a lifetime. For a lifetime all those properties, all these relations and processes were together. And there was the roundabout called Luciano or Alexandros. So if you think of yourself, and myself, and the things that surround us as from top down in terms of a network. Places, intersections or relations, that all of a sudden you really have a different metaphysics. And all of a sudden the answer to ‘Who are we?’ changes dramatically. We’re not objects.

We’re essentially relational entities.

What you are saying is: We are nothing else than entities made of information?

Almost, but let me take the next step first. It means that we have networks not mechanisms,

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we have therefore a relational understanding of entities. Not a substantive picture of entities. But then it means that taking care of these entities is a different thing. It means that you need to take care of the relations and functions that are going to affect those things. Which in our world means: taking care of the information that constitutes their entity.

If we have a more network-oriented, relational perspective of what an object is, all of a sudden that object is a bundle of data, a bundle of information.

That seems to be a pretty big shift from the past.

A tremendous shift! If we have a more network-oriented, relational perspective of what an object is, all of a sudden that object is a bundle of data, a bundle of information.

So, is that what you meant by using the term ‘Gutenberg 2.0’?

That is actually a separate topic, but it’s related.

What I meant by Gutenberg 2.0 was that, until recently, a lot of people were treating the Internet as a new mass media. Big mistake! Not because it isn’t, but because it is much more, that’s why 2.0. The difference between the book/printing revolution and the digital Internet revolution, is that the first one was about recording and transmitting the other one is not just about recording and transmitting, but it’s about autonomous processing. The Internet and with that the whole digital revolution isn’t really just about having digital texts or digital pictures. It’s the fact that computers now can actually process data more and more independently and increasingly in a smart way. Which means that all of a sudden they’re creating a new environment.

The bookish environment is going to disappear?

It is about to become less prominent, yes. Gutenberg 2.0 is creating new environments where we spend our lives. For example cyberspace is the result of a processing ability. My parents, they did live within a world made by mass media,

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they were using mass media, they were exposed to mass media, mass media were shaping their world. So don’t get me wrong, of course that is crucial. But they didn’t spend time on mass media. We do. We spend time online, connected. “ We have moved from being informational related human beings to being information communication technology dependent ones, right?

Exactly.

For some time now there has been a fight going on over what is right what is wrong in the use of today’s advanced technology. It’s the old question of the human race. We all have seen that put nicely on screen actually – in science fiction movies like Star Wars or Star Trek. But Marshall McLuhan told us in an early phase of advanced technology that ‘the medium is the message’, that there is no right or wrong. True?

Yes, that is what McLuhan argued.

So, if we are going to expand the book of philosophy as you said before, how do we answer the question what’s good and what’s evil?

I think right and wrong are going to stay with us for as long as there is human intelligence and human sensitivity. So, I would stay away very carefully from any relativism or any erasure of good and evil, or right and wrong. I think what’s happening is that we are forcing ourselves to be more inclusive, when it comes to what’s right and what’s wrong and what’s morally good and what’s morally evil. And this is a positive development.

I mean since the Greek onwards we have been expanding the scope of ethical concerns. We thought that only male Athenians could be on the receiving side of an ethical action. Anyone else would be a slave, could be abused, for example women or foreigners. And then we have been more and more inclusive in terms of who counts as someone or who deserves to be respected. Today we include all humanity of all kinds, of all color, of all skin and religion. Now we included even the environment, both natural and artificial.

We still need to take care morally of not just animals but also trees and valleys and rivers. There is a sense of belonging to a wider world. And this is – don’t get me wrong – all overridable of

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course. You want to save a child rather than the Colosseum? Sure! Destroy the Colosseum, save the child, anytime. But if you can save the child and the Colosseum, well, that is what you want to do. So you keep going in terms of expanding what deserves moral respect. That’s what I’ve been arguing for some time. I think we should be more inclusive. By default I don’t think that there is anything that is not worth a little bit of moral respect to begin with. And then we open a conversation. Unfortunately we cannot save the child, the Colosseum and this database and the first thing that has to be destroyed is the database, then the Colosseum and then the child – I am perfectly happy with that. But what I would like to see is a world in which we save the database, the Colosseum and the child. … and are we moving towards this goal? For many weeks now the bestselling book in Germany is a book about how trees talk to each other. The surprising success of this book fits in what you say that we are getting more conscious about what is happening around us.

But behind every good or bad decision there is a human being. How come that even people who are badly in touch with technology are afraid of artificial intelligence or of the future in general. Is the infosphere a place to be afraid of?

No, I do not think so. I think that people who are afraid of technology in general are more afraid of the unknown and they are being made afraid by the wrong kind of scaremongering activities.

Fear has always sold, it is like pornography of a different kind: Pornography of anxiety, pornography of violence, of scare. The infosphere is an environment that we should not fear, in fact it is almost the opposite. It is an environment in which we should start investing in terms of a stewardship. You mentioned the book ‘On trees’ and I think that is the right analogy to have, here.

In the same way as the gardener is a steward for the whole garden, including the stones and the watering pipes, the artificial bits and the natural bits. Likewise, we are the stewards of this whole planet, both in its natural and in its historical, cultural and man-made aspects.

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In the history of mankind we had many agendas set up by military, political or religious leaders of their times. For more than two thousand years – at least the Christianized world – experienced the Ten Commandments.

Question: Are they still enough to give us a rough moral roadmap, a sufficient outline we can follow within the infosphere you are describing?

I think that they need to be supplemented, now using the previous metaphor of writing a new chapter in the book of philosophy. It’s not like that they don’t work, but they are in a way insufficient. At the same time they are still necessary.

You still want to follow those fundamental rules.

Take Kant for example, he was mainly concerned with humanity. He wasn’t very concerned with nature. It wasn’t a problem at his time. So do we need an ethics for the environment and for the artificial environment as well? I think so. Is Kant still a good entry into that debate? Absolutely!

I would say that is exactly what we need to do.

So we definitely need a new legislation?

We need a new legislation, a new ethos, and we need new ideas.

And who is going to be responsible for this new legislation that actually has to be a global one, right?

Right. I think we need to mobilize more intelligence around the world. We are so worried about immediately pressing problems that we have forgotten that we have always succeeded when we had a plan. This is the real issue. We don’t have a plan at the moment. We are missing a clear understanding of the human project.

We’re reacting in a sort of tactical way.

What do you suggest?

It would be great if we could find, especially in Europe, a leading role for deep thinking, ahead of problems. This is not happening, but I am hopeful that we will get there.

You believe the world’s problems can be solved with ‘deep thinking’?

Yes, I do. We should start by regaining faith in a foundational role of clear, deep thinking, essentially in philosophy. Whatever way we do it.

Philosophy is done by politicians and lawyers

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and by scientists – by anyone involved in clear and serious releflection on open questions. The crisis that Europe is going through – the financial crisis, the Greek crisis, the migrant crisis – they are all transnational. We don’t solve them. Why? Because, despite all of our European efforts, we are still relaying on a Westphalian system. And that doesn’t work. You act locally, when the issue is globally. Do we want to sit down around a table in Geneva and start talking about a new Westphalian, a new Bretton Woods system? I mean, it’s not like science fiction, head in the clouds sort of thinking. We have been there. We have done that. And we’ve done it well, so we could do it again.

Probably I am wrong, but you sound a little bit frustrated.

The frustration of people like me is, that the solution seems to be at hand. It is the political will The infosphere is an environment that we should not fear, in fact it is almost the opposite. It is an environment in which we should start investing in terms of a stewardship.

that it is not. I don’t see many leaders, especially in Europe, sitting around a table and ask: what kind of Europe do we want to design today for tomorrow? That is up to the task of dealing with this kind of crisis. We are reacting blindly, we didn’t expect the financial crisis, we didn’t think about the Greek crisis, we never predicted the migrant crisis. And heaven knows what is around the corner. Don’t get me wrong: I’m optimistic about the opportunities; I’m just pessimistic about our ability to grab them and do what we are supposed to do.

So, we live with a big dilemma. Many believe that the 21st Century will not be predictable at all. Advanced societies are growing more and more dependent on information and communication technologies. Processing power is going to continue to get cheaper and cheaper. And the amount of data is going to reach unthinkable quantities. Where do we start, where do we end?

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You’re right. The world is going to go faster and faster and it’s not going to stop. But thinking deeply is exactly what we need to do in order to make sure that the fast pace goes in the right direction. The faster it goes, the better you have to drive. It’s not like: this is so fast, let’s give up on driving – it is the opposite. If the car is going down the hill more and more quickly, you better be a better and better driver. I’m convinced that we need to revisit the foundation of human rights, because Western civilization grew up with a view that we had this beautiful human rights, all helping each other to build a wonderful world. We discovered, thanks to the digital revolution, that they actually are sometimes in contrast. Security doesn’t go hand in hand with privacy. Privacy and security may or may not be compatible with freedom of speech. And I’m talking of Apple versus FBI; Google, and the right to be forgotten and so on. Concrete examples. You can, of course, adjust all this.

Is it far too early to come to conclusions about where the connectivity in the infosphere is going taking us?

Yes, it is too early. But one thing I would like to say is: It’s up to us to shape it. There is no fixed future. There is no such thing as THE future, there are futures, many, different, open and malleable futures. And the one we’re going to shape is essentially up to us. I mean, I’m not deluded.

It’s not that everything is possible. But planning your future is like planning your next holiday. Of course there are preferences, and constraints, and a Volcano may erupt, there are plenty of things that will make a difference to that planning.

But there has to be a planning in the first place.

Something one can adapt and improve. The holiday is not waiting for us to happen. When people start talking about the future, I would like to see them talking about it in terms of a design, of a project that we want to implement. And that’s the question I would like to ask to any big politician today in Europe: What is the human project that you are pursuing? It’s very unclear to us, the citizens.

Interview: Alexandros Stefanidis

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ART 114 DLD & YOU TUESDAY

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115 TUESDAY DLD & YOU

Michael Craig-Martin – “Transience”

Untitled (iPhone), 2014 Acrylic on aluminium 78 3/4 x 78 3/4 inches 200 x 200 cm

Untitled (memory key), 2014 Acrylic on aluminium 48 x 48 inches 122 x 122 cm

© Michael Craig-Martin. Courtesy the artist and Gagosian Gallery. Photos: Mike Bruce.

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Untitled (card reader), 2015 Acrylic on aluminium 48 x 48 inches 122 x 122 cm

Untitled (mouse), 2014 Acrylic on aluminium 23 5/8 x 23 5/8 inches 60 x 60 cm

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MICHAEL CRAIG-MARTIN

“Transience” At DLD16 the director of London’s Serpentine Galleries, Hans Ulrich Obrist, spoke with British artist Michael Craig-Martin about the gallery’s exhibition “Transience.” It was Craig-Martin’s first solo show in a London public institution since 1989. “Transience” brought together works from 1981 to 2015, including Craig-Martin’s era-defining representations of once-familiar, yet obsolete technology. Here is an extract of Michael Craig-Martin’s thoughts on the show.

Untitled (xbox control), 2014 Acrylic on aluminium 78 3/4 x 78 3/4 inches 200 x 200 cm

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The Serpentine exhibition “I started in the late 70s drawing the objects around me, one at a time. In those days I drew a shoe, I drew a table, I drew a chair, I drew a book or an umbrella, each of these objects. And I thought that objects would stay more or less stable.

But one of the things that emerged over that time by just drawing the objects around me, was that I recorded the change from the analog age to the digital age. The 20th century objects were “form follows function” – things looked like what they did. But there was a moment during the 80s and 90s where those objects changed and took on a very different kind of aesthetic, a different kind of character as objects.

Obviously, as we all know, objects become condensed into each other and started to look much more neutral than they did in the beginning, when I first started to draw them. This was something that Hans Ulrich Obrist picked up on in my work.

So, my exhibition at the Serpentine is really focused on the nature of transience in objects and the early obsolescence of things. People will look at my painting of an iPhone in ten years and some people will say: what exactly is that? This is already true of some of the objects I’ve made pictures of.

The audiocassette is the perfect example. If you show a tape cassette to somebody who is sixteen or seventeen years old, they don’t have any idea what that is and what it’s for. What size was it, what was it made out of, who would have such a thing? This is one of the most obvious examples DLD 16

of that kind of obsolescence. It’s like a mystery object, it’s already long gone.”

The key role of colour in the paintings “The color in my work has no correspondence to the object. The object is just very straight and the color represents everything else. The color is particularity, it is emotion, it is what you can’t rationalize. You give your children some crayons and ask them to draw something. It never occurs to them what the correct color is. If they want to draw a red brick, they’re going to use blue. It wouldn’t even occur to them that they had to be so loyal to something. We lose this as we get older, and I’ve tried to re-find it.”

How the digital era changed the working process “The way I drew originally was: I would draw with pencil on paper, then I would trace the drawing onto very clear acetate with a very thin line tape. There is a special kind of tape you can make curves with. That’s what I use for everything. Then I had a template. I would use the template for anything else I wanted to do. In the early 90s I got my first computer with a tiny memory for work processing, because I naturally as a writer I can’t write in a continuous way, I cut and paste. I suddenly discovered that there is a machine that does this perfectly for you. And when I was using the cut and paste text I suddenly realized: that is what I do with my work as well, in my drawings.

So I scanned all the drawings I had been doing for fifteen years into the computer and there were large pixels on them in the beginning. After a couple of years I got a vector application, so I could convert everything. I taught myself to draw with the mouse and now I never use paper to draw. I draw with the mouse directly on the screen. There is no paper original in my work. If you get a book of drawings, you might as well think the book is a book of originals, but there are no others. I don’t have some in a drawer at home with the original signed drawings.

They only exist when I make something out of them.

Everything I’ve done since the early 90s I consider to be completely impossible without the computer.” left: Michael Craig-Martin right: Hans Ulrich Obrist, director of the Serpentine Galleries

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chairmen’s dinner &

PARTY

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Chairmen’s and Speakers’ Dinner DLD is all about coming together with old friends to make new friends. At the Munich Residence, the historic palace of the Kings of Bavaria, DLD chairmen Hubert Burda, Yossi Vardi and Paul-Bernhard Kallen hosted an exclusive dinner for distinguished guests – including Jeremy Rifkin, Thomas Enders, Lapo Elkann, Jeff Jarvis, Jeremy Stoppelman and Arianna Huffington.

A fabulous night highlighted by the incredible performance of the British singer-songwriter Izzy Bizu.

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125 DLD CHAIRMEN’S AND SPEAKERS’ DINNER

① A night to

remember!

Beautiful setting, tasty food, good company and extraordinary performances by various singers.

② Dr. Hubert Burda

❺

③ Lapo Elkann (Italia Independent Group)

❻

❶

❼ ④ Maria

FurtwänglerBurda

⑤ Jeremy Rifkin (FOET) and Hans Ulrich Obrist (Serpentine Galleries)

❽

❷

⑥ Antonella

Mei-Pochtler (BCG), Nathan Blecharrczyk (Airbnb).

❸

❹

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⑦ Jon Steinberg (Newco) and Steffi Czerny (DLD).

⑧ A star in

orange: the DLD Logo.

⑨ Outside:

Snow lies on the roof of the Munich Residence.

❾

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127 DLD CHAIRMEN’S AND SPEAKERS’ DINNER

① Ulrich

Wilhelm (BR) and Paul-Bernhard Kallen (DLD Chairman)

② Franziska

Deecke (DLD), Jürgen Schmidhuber (The Swiss AI Lab IDSIA) and Alessia Sinzger (DLD)

③ Izzy Bizu

(Singer-Songwriter)

④ Dominik

Wichmann (DLD)

❶

❸

⑤ Alessia Sinzger (DLD with singer Raury Alexander Tullis

❷ ❹

128 DLD CHAIRMEN’S AND SPEAKERS’ DINNER

❺

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❻

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⑥+⑦ Left: Jeff Jarvis (CUNY) and Ariana Huffington (Huffington Post); Right: Jeremy Stoppelman (Yelp)

❼

129 DLD CHAIRMEN’S AND SPEAKERS’ DINNER

⑥ Steffi Czerny

(DLD), Norman Pearlstine (Time) and Jennifer Schenker (Informilo).

⑦ Delicious Appetizers.

⑧ DLD Chair-

man Yossi Vardi hugging Steffi Czerny

❻

❼

❶

① Peter

Löscher (Renova Management AG), his wife Marta and Thomas Enders (Airbus Group)

② Andrew Keen

(Futurecast), Jeff Jarvis (CUNY) and Paola Antonelli (MoMa)

❷

❸

③ Like a drink?

Great Catering.

④ Ken Auletta

(The New Yorker) laughing with Reed Hastings (Netflix)

⑤ Dirk Ippen (Publisher)

❹

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❺

❽

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131 DLD CHAIRMEN’S AND SPEAKERS’ DINNER

Party DLD without celebrating is like an offline smartphone: it doesn't feel right. At the BMW Welt in Munich hundreds of DLD attendees danced into the wee hours of Tuesday with singers like Raury. And one of his lyrics sounds like that evening’s motto: “We are the truth, / We are forever / We are the youth / We are together.”

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① DLD dancing – of course with a smartphone!

② Pamela

Panzer (r.) with a friend having fun.

③ Silver shining star – the DLD balloons at the BMW Welt in Munich.

④ Animal in-

stinct: the call of a capricorn.

⑤ Well-trained: the DLD Party poodle.

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❺ 135 DLD PARTY

① Katja

Eichinger (Journalist & Author) with Jürgen Schmidhuber (IDSIA).

② Dorith Görres (Therapist) and Judith Epstein (Real Estate Entrepreneur)

③ What look

like huge gambling machines are just the mixing consoles for a better sound at the Party.

❻

④ Enjoy a

drink – a Vodka Lemon, right?

⑤ Singer Raury with his guitar on stage.

⑥ DLD man-

aging directors Dominik Wichmann and Steffi Czerny

⑦ A drummer devoted to his beat.

⑧ Becoming

an object of fascination: The DLD poodle.

❼

❶

❽

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❹

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❺ 137 DLD PARTY

BEYOND

the conference

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PARTNER LOUNGES A snow white BMW 7 parked outside, inside the activity and excitement of the conference. Talk in private? Have a drink? Or just relax a little? The DLD 16 partner lounges of BMW, Lufthansa and Wirecard offered more than a comfortable place to pull out and enjoy the company of others.

❷

❶ ① Look! What’s

BMW LOUNGE

a conference but an exhibition?

The BMW 7 Series.

② Listen!

What’s a conference but a place to connect? In front of the BMW Lounge.

③ Discuss!

Inside the Lounge – planning “The Next Next!”

❸

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141 DLD PARTNER LOUNGES

❷

❸

❶

LUFTHANSA LOUNGE

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① Left: Henrik

Ihlo (Xing), right: Thomas McGrath (STX Entertainement) and Keith Boesky (Boesky & Company)

② View from

④ Dr. Hubert

③ View from the

⑤ These two

above: fresh juices at the bar. other side: the Lufthansa lounge at DLD16.

Burda – ready to check in. gentlemen found a silent corner in a pulsating environment.

❹

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❺ 143 DLD PARTNER LOUNGES

① David

Kirkpatrick (Techonomy) at the Wirecard Bar

② Eyal Gever (artist)

③ The view

from outside.

The Wirecard Bar never ran dry.

④ Inside, a trip-

tych of changing icons.

❶

❷

WIRECARD LOUNGE & BAR

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145 DLD PARTNER LOUNGES

PARTNER SPECIAL EVENTS

PICTET ENTREPRENEURIAL TALK

Dachgarten Bayerischer Hof – f.l.t.r.

David Rowan (WIRED), Karen Kharmandarian (Pictet), An­toine Blondeau (Sentient), Pierre Lebeau (Keecker), Jürgen Schmid­ huber (IDSIA)

At the partner side events hundreds of members of the DLD community came together at various locations to listen to inspiring panel discussions and absorbing key notes.

Okay, there was great food, too.

But believe us: DLD partner side events are more than just sharing business cards.

PCH COCKTAIL

The Salon – Gabriel McIntyre (l.m.) from The Game Beyond and Sabine Anger from MIH GmbH, ProSiebenSat1 Media SE (r.)

DEUTSCHE TELEKOM LUNCH

The Salon, HVB

f.l.t.r.

Jeremy Stoppelman (Yelp), Margrethe Vestager (EU Commissioner), Paul-Bernhard Kallen (DLD Chairman), Johannes Winkelhage (Deutsche Telekom)

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147 DLD PARTNER SPECIAL EVENTS

ALLIANZ LUNCH

Perazzo – Above: Talking about the future, Allianz speaker Jörg Richtsfeld.

Below: Looking into the future, Alexander Koppel (l.) of Red Bull Media House GmbH

INDEX LUNCH Pageou – Welcome speech of Timm Schipporeit (Index Ventures)

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149 DLD PARTNER SPECIAL EVENTS

MILLTOWN & PARTNER PR COCKTAIL

Barista – f.l.t.r.

Philipp Encz (Siemens), Alex Webb (Bloomberg News) and Rachel Masters (PCH)

DELOITTE BREAKFAST

The Salon

Andrew Goldstein (l.) of Deloitte Digital

HVB LUNCH

Vorstandscasino

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above: Gabriele Zedlmayer below: Ninja Struye de Swielande (Pictet), Jennifer Schenker (inormilo), Tina Breidenbach (Bloomberg),

Franziska Deecke (DLD), Anke Domscheit-Berg (ViaEuropa), Isabell M. Welpe (TUM), Ina Fried (Re/Code)

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ACCEL DINNER

Bar 31

ART DINNER

Burger & Lobster Bar

above Alexandra Schiel (DLD) and Sonali de Rycker (Accel Partners), on the far right: David Agus (USC)

below Ken Auletta (The New Yorker) in a conversation with Robert Kyncl (Youtube)

Above, left: Stefanie Wurst (BMW Group) raising her glass at the table.

Below, right: Elisabeth Stangl (99Faces)

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153 DLD PARTNER SPECIAL EVENTS

L2 WORKSHOP

WORKSHOPS

Literaturhaus

f.l.t.r.

The audience listens to Lauren Kaufman Witten (m., L2); right: Daniel Kirch (DanielJonas)

Can your marketing keep up with your customers in this new reality?

A number of DLD16 participants were invited to discuss one of the key business questions of our time and latest trends on digital marketing at two workshops: Kenshoo and L2.

KENSHOO WORKSHOP

Raum 8

below: Yoav Izhar-Prato (CEO Kenshoo), right: Katja Speck (VisualVest)

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CAMPUS LECTURE Nathan Blecharczyk is Airbnb’s chief technology officer and one of the three co-founders of the company.

At the DLD Campus Lecture he told students how Airbnb began as a startup and grew to host 70 million guests in 2015.

① A crowded

lecture hall at Munich University catches an entrepreneur in good humor.

② No joke:

Blecharczyk still likes to offer his San Francisco home for rent on Airbnb.

③ He’s a

billionaire, but he has time for a good conversation and a drink with one of the students.

④ Blecharczyk – pronounced Bletch-are-zik – with two DLD attendees.

❸

❶

❸

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❹

❹ 157 DLD CAMPUS LECTURE

WELCOME DINNER & FAREWELL LUNCH

① f.l.t.r

Massimo Redaelli (PRIMA), Adrian van Hooydonk (BMW), Baroness Joanna Shields (UK Government)

② Dominik

Everything that begins must also come to an end – so we raised our glasses twice: Happy to see you on Saturday evening at the Welcome Dinner and a little sad, but full of new ideas on Tuesday afternoon at the Farewell Lunch.

Thank you!

Wichmann (DLD), Yossi Vardi (DLD Chairman) and Reed Hastings (Netflix)

③ Munich’s best: Schumann’s Bar

④ The DLD host team: Fanziska Deecke, Alessia Sinzger, Dominik Wichmann, Steffi Czerny and Alexandra Schiel

❺

❶

❷

⑤ Ready for lunch

⑥ On the left:

Philipp Lehmann (Airbus), Renee Edelman (Edelman NYC)

❸

❹

❻

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159 DLD WELCOME & FAREWELL

FOCUS NIGHTCAP More and more the DLD FOCUS Nightcap feels like a traditional reunion – bringing together leaders and visionaries of our time during the World Economic Forum in Davos.

❷ ① Steffi Czerny

(DLD) and will.i.am (Founder/Ceo of i.am. plus)

② Gabi Holz-

warth (Violinist), Travis Kalanick (Co-Founder/ CEO Uber), Alessia Sinzger (DLD)

③ Hisako

Katayama, Swimmy Minami (BizReach), Yoshimitsu Kai (accenture), Gary Sheinberg

❸

④ Munir Ozan Ozkural, Mina Lattke, Victor Philippenko

❹

❶

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161 DLD FOCUS NIGHTCAP

① At the bar: DLD on ice ② Roger

Klöppel (journalist/politician), Kai Diekmann (publisher, Axel Springer SE)

③ Klaus

Kleinfeld (Alcoa Inc.), Maria FurtwänglerBurda, Jürgen Schmidhuber (IDSIA)

❹

④ Susan

Wojcicki (Youtube), Janina Kugel (Siemens AG)

⑤ Liz Mohn

(Bertelsmann Stiftung), Maria FurtwänglerBurda

⑥ Dominik

Wichmann (DLD), Jeffery Rosen (Lazard)

❺

❶

❷

❸ 162 DLD FOCUS NIGHTCAP

❻

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163 DLD FOCUS NIGHTCAP

① Andreas

Rittstieg (Hubert Burda Media), Jeff Jarvis (CUNY)

② Landon Ross, Liz Jaeger

③ Steffi Czerny (DLD), Philipp Schindler (Google), Yonca Dervisoglu

④ Maria

FurtwänglerBurda, Hubert Burda (DLD Chairman)

❶

❷

❹

❸ 164 DLD FOCUS NIGHTCAP

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165 DLD FOCUS NIGHTCAP

THANKS TO OUR PARTNERS

SPECIAL THANKS TO OUR PARTNERS FOR THE ENGAGEMENT AND SUPPORT AT DLD16

166 THANKS TO OUR PARTNERS

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167 THANKS TO OUR PARTNERS

behind the

SCENES

168 DLD ART

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169 DLD ART

DLD History A tribute to two men who made all this possible: DLD Chairmen Dr. Hubert Burda and Yossi Vardi

2009 A good team on the DLD stage: Dr. Hubert Burda (front) and Yossi Vardi

170 DLD HISTORY

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171 DLD HISTORY

2007 Marissa Mayer (then Google) with Dr. Hubert Burda

2007 Right: Dr. Hubert Burda, Steffi Czerny hugged

by Yossi Vardi at DLD07.

Below: Dr. Hubert Burda and Yossi Vardi with a robot at DLD07

2009 Mark Zuckerberg (Facebook) listens to Dr. Hubert Burda at the DLD Farewell Lunch in Munich’s famous Schumann’s Bar.

2006/2007 Left: Marissa Mayer (then Google) receives the first Aenne Burda Award in 2006.

Above: Dr. Hubert Burda and Sir Norman Foster at DLD07

172 DLD HISTORY

2008 f.l.t.r.

Richard Saul Wurman (Architect), Joe Schoendorf (Accel Partners), Yossi Vardi, Dr. Hubert Burda, Sir Martin Sorrell (WPP) and David Kirkpatrick (Techonomy)

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173 DLD HISTORY

2015 f.l.t.r Dr. Hubert Burda, Edit Schlaffer (Women Without Borders), Ariana Huffington (Huffington Post), Viviane Reding (then: European Commissioner), Mitchell Baker (Mozilla), Esther Dyson (EDventures & Hiccup), Steffi Czerny

2011 f.l.t.r. Steffi Czerny, Ron Huldai (Mayor of Tel Aviv), Dr. Hubert Burda and Yossi Vardi at DLD Tel Aviv 2011

2011 Marissa Mayer with Dr. Hubert Burda at the MacArthur Park Restaurant in Palo Alto

2016 Yossi Vardi where he belongs: on the DLD stage in January 2016

2012 f.l.t.r.

Freeman Dyson (Duke University), Dr. Hubert Burda and Esther Dyson next to her grandson 174 DLD HISTORY

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It’s 2016 and DLD is in its 12th year – incredible!

We started out with a little one-day conference in a world that knew no smartphones, no cloud, no mobile internet, no wifi. DLD has since become a global brand, an institution and a tradition. Every January, we meet in Munich for an interdisciplinary three-day inspiration, networking and learning experience to discuss the ongoing change of our world alongside accelerating digitalization.

With all this talk about change and disruption, one thing has never changed for me: I am still overwhelmed and amazed by this great crowd of curious people we manage to gather at DLD. Every time I enter the stage for the very first time for the opening remarks of the conference, I think to myself: Can this be true?

DLD is an exceptional thought leadership community. It stands for amazing people, for their creativity and their business instinct. Together, we do business, but we also create, nourish and grow a real community: the outstanding DLD ecosystem.

This ecosystem would not be what it is today without the continuous and tireless support of the two remarkable DLD chairmen: Hubert Burda and Yossi Vardi! They are a match made in heaven and, both of them, important figures in their own right.

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Hubert Burda foresaw the disruptive potential of the internet early on. Traveling to Silicon Valley regularly from mid 1990s onwards, he was curious to find out how this new technology would affect his business model as a publisher. With his pioneering spirit, Hubert became an inquisitive advocate of the digital paradigm shift – traveling to the world’s innovation hubs in the US and in Israel, forging alliances with the visionaries, early movers and early adopters of the digital age. All the while, he had a keen eye for matching the bigger picture with actual business opportunities.

With Yossi Vardi, we are fortunate to have a real digital heavyweight at our side. He made his mark forging a deal to sell ICQ to AOL. But that was only the beginning. To me, Yossi is one of the godfathers of the start-up nation Israel. His sense of judgment for emerging tech trends, good people, good business and good investments is as impressive as it is always spot on! I am in awe of Yossi’s boundless energy, his kindness and his humor – as is most of the tech community around the world.

I am proud to call Hubert and Yossi not only my DLD chairmen but also my friends. They are the backbone of DLD’s success.

Text: Stephanie Czerny

175 DLD HISTORY

DLD16

INDEX

Raury 129, 132-133, 137

Yonca Dervisoglu 164

Mikko Hypponen 100

Dan Lyons 91

Jörg Richtsfeld 149

Don Tapscott 71

Olaf Acker 74

Kai Diekmann 162

Henrik Ihlo 142

Molly Maloof 91

Anne Riechert 101

Robert Thomson 49

David Agus 85, 153

Thorsten Dirks 67

Dirk Ippen 130

Nenad Marovac 90

Andreas Rittstieg 164

Daniel van der Velden 86

Murad Ahmed 35

Anke Domscheit-Berg 100, 151

Yoav Izhar-Prato 154

Rachel Masters 150

Till Roenneberg 89

Adrian van Hooydonk 104, 158

Marc Al-Hames 47

Jennifer Dungs 63

Liz Jagger 164

Dieter May 67

Jeffrey Rosen 163

Chris Altchek 53

Esther Dyson 174

Leila Janah 87

Marissa Mayer 172, 174

Landon Ross 164

Yossi Vardi 53, 131, 158, 170, 172, 173, 174, 175

Sabine Anger 147

Freeman Dyson 174

Jeff Jarvis 46, 129, 130, 164

Thomas McGrath 142

Nouriel Roubini 72

Christian Angermayer 95

Renee Edelman 159

Jeff Jordan 80

Gabriel McIntyre 147

David Rowan 59, 147

Paola Antonelli 88, 130

Katja Eichinger 137

Lars Jörnow 83

Miriam Meckel 89

Marc Samwer 75

Gabo Arora 95

Lapo Elkann 68, 126

Tilo Jung 82

Antonella Mei-Pochtler 127

Oliver Samwer 35

Ken Auletta 47, 130, 153

Philipp Encz 150

Yoshimitsa Kai 161

Michael Mendenhall 70

Jennifer Schenker 48, 131, 151

Mitchell Baker 174

Tom Enders 39, 130

Travis Kalanick 161

Ann Mettler 34

Alexandra Schiel 153, 159

Thorold Barker 82

Judith Epstein 136

Paul-Bernhard Kallen 128, 146

Cade Metz 59

Philipp Schindler 94, 164

Oliver Bäte 103

Gregory Ferenstein 41

Sam Kass 91

Swimmy Minami 161

Timm Schipporeit 90, 148

Nick Beim 71

Niall Ferguson 107

Hissako Katayama 161

Zanny Minton-Beddoes 48

Edit Schlaffer 174

Mark Bergen 66

Luciano Floridi 45, 109,

Andrew Keen 41, 130

Liz Mohn 163

Christopher Schläffer 59

Klaus Biesenbach 40

Norman Foster 172

Karen Kharmandarian 147

Eddy Moretti 40

Jean-Paul Schmetz 63

Matthew Bishop 74

Ina Fried 78, 151

Daniel Kirch 155

Brit Morin 79

Izzy Bizu 129

Maria Furtwängler-Burda 126-127, 162, 163 ,165

David Kirkpatrick 58, 144, 173

Julian Morris 94

Jürgen Schmidhuber 35, 128, 137, 147, 162,

Claus Kleber 53

Lisa Mosconi 82

Klaus Kleinfeld 162

Martin Moszkowicz 94

Roger Klöppel 162

Mathias Müller von Blumencron 63

Alexander Klöpping 52

Alan Murray 100

Nathan Blecharczyk 56, 127, 157 Antoine Blondeau 66, 147 Rebecca Blumenstein 40 Keith Boesky 83, 142 Christoph Braun 89 Markus Braun 97 Tina Breidenbach 151 Jim Breyer 63

Scott Galloway 47 Eyal Gever 75, 144 Jean-Marie Ghislain 70 Alexandra Daisy Ginsberg 88 Samuel Glöggl 79 Dorith Goerres 136 Andrew Goldstein 150

Hubert Burda 126, 143, 165, 171, 172, 173, 174, 175

Stephen Goose 100

Jacob Burda 41

Michael John Gorman 88

Miguel Burger-Calderon 52

Gideon Greenspan 74

Mike Butcher 101

Jared Grusd 58

Liam Casey 62

Navid Hadzaad 79

Anand Chandrasekaran 78

John Hagel 64

Vlad Ciurca 47

Oskari Ozz Häkkinen 83

Theresa Condor 91

Sam Handy 66

Michael Craig-Martin 86, 121

Caleb Harper 90

Steffi Czerny 12, 127, 131, 136, 159, 160, 164, 172, 174, 175

Reed Hastings 55, 130, 158

Michele de Lucchi 67

Gabi Holzwarth 161

Sonali De Rycker 77, 153 Franziska Deecke 128, 151, 158

176 DLD INDEX

Pierre-Dimitri Gore-Coty 79

Ahti Heinla 75 Arianna Huffington 88, 129, 174 Ron Huldai 175

Olaf Koch 71

Kimbal Musk 92

Nikolay Kolev 49

Sacha Nauta 70

Alexander Koppel 149

Harry Nelis 95

Jan Koum 61, 180

Christopher Nicholas 58

Neelie Kroes 49

Hans Ulrich Obrist 86, 121

Janina Kugel 163

Felix Oldenburg 87

Robert Kyncl 53, 153

Shaul Olmert 83

Christy Lange 86

Munir Ozan Ozkural 161

Avid Larizadeh Duggan 89

Ryan Panchadsaram 101

Mina Lattke 161

Pamela Panzer 135

Pierre Lebeau 70, 147

Norman Pearlstine 48, 131

Philipp Lehmann 159

Yana Peel 66

Bastian Lehmann 75

Victor Philippenko 161

Simon Levene 74

Jeremy R. Rifkin 36, 127

Marne Levine 52

Carlo Ratti 67

Bobby Lo 50

Massimo Redaelli 158

Marta Löscher 130

Viviane Reding 174

Peter Löscher 130

Susann Remke 78

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Joe Schoendorf 82, 173 Lutz Schüler 59 Paula Schwarz 101 Steffen Seibert 41 Patrick Seiler 40 Gary Sheinberg 161 Joanna Shields 42, 158 Rohan Silva 87 Ralph Simon 94 Alessia Sinzger 128, 129, 158, 161 Kevin Slavin 87 Peter Sloterdijk 46

Margrethe Vestager 33, 146 Werner Vogels 62 Alex Webb 150 Dominik Wee 62 Peter Weibel 46 Theodor Weimer 71 Isabell Welpe 151 Albert Wenger 78 Dominik Wichmann 12, 128, 136, 158, 163 Ulrich Wilhelm 128 Jody Williams 98 Johannes Winkelhage 146 Stefan Winners 62 Lauren Witten 155 Susan Wojciciki 163 Beatie Wolfe 46 Richard Saul Wurman 173 Stefanie Wurst 152 Gabriele Zedlmayer 151 Niklas Zennström 35 Anita Zielina 52 Amin Zoufonoun 180 Mark Zuckerberg 173 Will.i.am 160

Martin Sorell 173 Jens Spahn 34 Katja Speck 49, 155 Tom Stafford 90 Elisabeth Stangl 152 Dominik Stein 34 Jon Steinberg 58, 127 Jeff Stewart 95 Jeremy Stoppelman 34,129, 146 Ninja Struye de Swielande 151 Florin Talpes 48

177 DLD INDEX

DLD16

TEAM

v.l.n.r.

Hubert Burda Yossi Vardi Paul-Bernhard Kallen

v.l.n.r.

Filip Michalak Sabrina F端ssel Cristina Gonzalez Fernandez

v.l.n.r.

Stephanie Czerny Dominik Wichmann Franziska Deecke

v.l.n.r.

Lotta Schmelzer Sabine Schmid Dorothee Stommel

v.l.n.r.

Alexandra Schiel Heiko Schlott Melissa Faber-Castell

STAY IN TOUCH

Imprint

DLD MAIL dld-info@burda.com DLD HOTLINE +49.89.9250.1111

Published by Steffi Czerny, Dominik Wichmann, DLD Media GmbH

Copyright DLD Media GmbH, Hubert Burda Media, Arabellastr.

23, 81925 Munich

DLD PRESS dldpress@burda.com

Edited by Alexandros Stefanidis

Photocredits: Jason Andrew, Dominik Gigler, Daniel Grund, Daniel Fox picture alliance / Andreas Gebert, 足picture alliance / Jan Haas, picture alliance / Robert Schlesinger, Fotolia / davis, Bigstock, Depositphotos

Social Media v.l.n.r.

Alessia Sinzger Moritz Simmersbach Johannes Maria M端ller

FACEBOOK DLD Conference TWITTER DLD Conference FLICKR DLD Conference GOOGLE+ DLD Conference INSTAGRAM dldconference YOUTUBE DLDconference

178 DLD TEAM & CONTACT

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Art Direction & Graphic Design ErlerSkibbeT旦nsmann, Henning Skibbe, www.est-agentur.de, Hamburg Head of Production Alessia Sinzger Editors: Gerrit Wiesmann, Ellen Thalman, Lotta Schmelzer, Heiko Schlott, Sophia Schmitz-Senge

DLD & DLD Media are trademarks of Hubert Burda Media Holding KG. All rights reserved.

Printed by Smart Source, LLC, New York City

179 DLD TEAM & CONTACT

Jan Koum (l.), CEO und Founder of WhatsApp and Amin Zoufonoun, Facebook’s Vice President of Corporate Development, at DLD Campus Lecture, January 2014

A DLD PICTURE AND ITS STORY

Closing the Deal?

A picture is worth a thousand words … or maybe $19bn? This one may hold a secret in the biggest, and possibly most important acquisition Facebook has made so far.

It’s January 2014 in Munich, just a month before the big deal goes public. Like every year, DLD has invited students for a “Campus Lecture.” The idea: While high fliers like CEOs, venture capitalists and founders discuss current trends and new developments at the conference, successful entrepreneurs from the digital economy talk to students about their companies: their founding moment and how they made it.

Jan Koum takes the podium. The lecture hall is crowded. His smartphone-messaging app is a hit in Germany. Koum reminisces about the early years, how he worked at Yahoo!, how he tried – and failed – to get a job at Facebook, how he started WhatsApp. It’s a compelling story of good luck, hard work, friendship and success.

But for some years now there have been rumors that Koum might sell WhatsApp to Google or Facebook. Over and over, he has denied this.

“Despite the fact that we’re able to monetize

180 DLD – A PICTURE AND IT’S HISTORY

today, we’re not focused on monetization,” he told the Wall Street Journal in December 2013.

“We’re focusing on messaging. We’re trying to build a sustainable company that’s here for the next 100 years.” To drive the point home, he added: “WhatsApp has no plans to sell, IPO, exit, [obtain new] funding,” Koum said.

Just two months later, this snapshot of two amicable gentlemen was taken at the DLD Campus Lecture. On the left: Jan Koum, CEO und Founder of WhatsApp. On the right: Amin Zoufonoun, Vice President of Corporate Development at Facebook. Zoufonoum was hired in 2011 to “lead Facebook’s fledgling merger and acquisition efforts, as the world’s No. 1 Internet social network shows a growing appetite for deals,” as CNBC put it back then.

What’s behind those smiles in the photo? ... taken just one month before Facebook announced its $19bn purchase of WhatsApp, the social media company’s biggest acquisition yet.

Of course, it’s pure speculation, but it’s easy to imagine those two friendly rivals doing business just after the Campus Lecture. In any case: Nice smile!

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