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Try Odo for free at odo.com. That's O-D-O-O.com. Let's start with the top, which was obviously Facebook and Cambridge, and the whole thing. Would you say that was the top story this year?
Yeah, I think so. I think that no doubt about it. The notion that this might lead to the breakup in the beginning of 18, so I do a series of predictions. I get a lot of them wrong, but they're fun to talk about.
One of the predictions was that the breakup of Big Tech begins in 18. I'm curious about that. Do you think that's, would you say that's correct or incorrect, that the breakup of Big Tech has begun? I think the contemplation about the strength of Big Tech and whether they should be regulated has begun.
I don't think there's any breakup. So you think the immunity that will kick in here or the blowback will deform it'll take will be regulation, not antitrust? Yes. I don't know.
I think certain companies antitrust is, but you only have one shot at these companies. And so which company do you shoot out? Which one is the right one? Is it Amazon?
Is it Google? Is it Google hasn't been shot yet by any of the regulators to think about it? And they've been around much longer than Facebook and other companies. Yeah, they're the luckiest.
I mean, they have the ultimate heat shield in the zuck and Ms. Samberg, Facebook's the best thing that happened to them, because they're probably more frightening. They would be, so let's talk a little bit about Google and Facebook. And I want to propose a solution.
You tell me why this doesn't work. But one of the scariest things about our economy right now is the fastest-growing parts of our economy are, integrally, our search, cloud, mobile, hardware, and social. And you can't start companies because in those industries, because there's a big dominant player or duopoly. So we have innovation being cauterized.
I feel this is the Arab non-innovation. So the notion of breaking them up, let's start with Google. 93% of intention to action is controlled by one company, which I think is a bad idea. Explain the intention to action, please.
OK, I type in how to overthrow my government. It's the first piece of content I get about a registration form or instructions on how to build a bomb. And I'm not suggesting we put search back in a bottle. But is it cool?
Are we down with one company controlling 93% of that process? Well, what's the most important process? Is it when a solar flare comes off the sun and heats up the sun? That's pretty important.
Is it the moment of life or conception? A lot of dispute over that? That's pretty important. But intention to action, three billion times a day?
That's a pretty important process. Absolutely. And we don't know how they're figuring it out. And they don't want to tell us.
And one company controls 93% of it. So the question is, well, how do you break up that concentration? And my answer here, and I want to hear your feedback, is that you spin, you force a breakup of YouTube. And in the first corporate strategy meeting of YouTube, they decide that the way they all get home in the Hamptons or Napa or whatever is they do their stock option appreciation, is they start doing text-based search.
And in the first corporate meeting of Google, it sounds YouTube, they decide to start doing video search, because they're no longer coordinating. And we have two viable players overnight. And I think that that's good for the world, good for the planet, good for the economy. Right.
This is breakups. It is interesting. I was thinking that on the subway coming down here. I was thinking about Amazon, for example.
I was trying to think, what would get Amazon? Obviously, having all this information about what people buy and sell. And what things of other people that they buy and sell, so what they have a proctoring, all the brands sort of pushing back on Amazon. Amazon knows what everybody buys and sells, because they could start to understand what businesses are good to invest in or not.
So they have extra data information that allows them to facilitate dominance in other areas. And so that's, is that antitrust? Is that, I was just thinking, wow, they really do know how much toilet paper sells and what kind and where. They have more information than Walmart ever did.
Because they know about everybody's toilet paper sells. And so I was just thinking, is that an undue advantage? Is that actionable? Is that something people should be worried about?
If they are one of the bigger sellers, they can of course make the argument. There's so much retail going on. That's their argument. They're only 2% of the number they always throw out.
But it's a really interesting question is, how much, when you just sell things, you have the data about things selling. And so that was interesting. And the same thing with Google. They don't just have, they don't just yield the search results.
They know what everybody is searching on. And so you have this, I always call Google the database of human intentions. I mean, if you go to Google and people are used to go there, and you used to go there and used to see words coming across the Google system. And they used to have a ticker tape essentially that went by.
Or they sometimes have it on stairs and things like that. And you see things like, horses, condoms. They'd be like, what are people searching for? I would sit there and try to figure out what the intention was.
And you just realize that it's all of human intention, which is hard to quantify, but they certainly can. Knowing paths are made by walking, they know where everybody's walking. And I think that to me is a really interesting, like I'm not a lawyer, but that's a really, if everyone knows where everyone's going, the companies that know where everybody's going are the most powerful purveyors of anything. Yeah, if you're on the platform, you shouldn't be competing with the downstream providers.
It's like owning all the railroads. And you get to see not only what's on the rails, but where it's going, the profitability of it. So when you see that shipping jackets to Minnesota is just a great business, a high margin. And then you start opening jacket stores.
And then maybe not providing access to the same communication. Or saying transportation to those jackets as you were before. The platform shouldn't be competing. In terms of legality, the current antitrust law does not support the breakup of these companies.
It's kind of the bork consumer test. And how do you decide, how do you say that something is creating consumer harm when it's free? And I would argue that with Google and Facebook, we've conflated the end consumer with the actual consumer. I think that's the same as the advertisers.
And there's a real consumer harm because P&G nearly have no choice. And as a result, they're paying unfair or undergrads. No market has any choice. They have to be there, right?
100%. I mean, they're all, I think most of them are really upset about what's going on, but they cannot reduce their advertising. Because television doesn't work anymore, it doesn't have advocacy. And all that analysts have broken out their online growth from their online growth.
It's much more important. And the only way they can drive online growth is going to one or two players. And that's Facebook or Google. Amazon is more frightening in the sense that it can move markets without actually competing.
It can take the value of any consumer stock down 30% days and 30 press releases because everyone's just so shit scared of them. And also this very strange dynamic where they have access to infinitely cheap capital. We've never had a company get to be the most valuable company in the world, which they were for a hot minute, two weeks ago, without ever having to achieve meaningful profitability, which creates this dynamic that no company can compete with. And the only company that's similar is Netflix.
If you really look at Netflix financials, you could argue, all right, they're outspending everybody without this demand to be profitable. And you might say, well, that's fine. That's great for the consumer. Long term, I don't think it is because we don't know what we're missing.
Try and start an e-commerce company right now. It's nearly impossible to get an e-commerce company funded right now. And everyone gets excited about Away and Casper. I think they're all sort of, they all kind of vary between fucked and semi-fucked.
And we all want to think that they're going to be great. It's very very important to them. It's too big that others fail. It's not too big, too fail.
It's too big. Just so dominant. There's so dominant. The old brand DZN notion of antitrust was based on Channel Power, Lena Kahn, kind of with the seminal piece, this 27-year-old lawsuit who's shaking up antitrust.
But anti-competitive behavior across all of them, too dominant in every market, cauterizing. And they don't compete with each other. They mostly stand their swim lines. Although you're starting to seem to pump up a little bit against each other.
But it feels like there's a little bit of that. I like it just semi-trucks running down the highway. No one can give by, like five of them are three of them. Yeah, you end up in the tire well.
So what happened back down? You can't go around any of them at all. And the media companies can't go around them. E-commerce companies can't go around them.
And one of my things for this year, I think, over the next year is going to be this. Where does innovation come from? And what's in its way? It seems to me these big companies are in the way.
100% in their way. Amazon Apple Facebook and Google. Well, Apple, would you put Apple in there? So Apple, let's talk about that.
Apple, the first trillion dollar company then was put aside on that. Yeah, one of the predictions was that Amazon would pass, become the most valuable company in the world, become more valuable than Apple. And it happened for about three minutes a couple weeks ago. But look at Apple.
Apple pre-installed on a billion iOS devices, an absolute horrible music service. It's not a good music service. Spotify is far superior. But two quarters ago, Apple music started going faster in the US than Spotify because it's pre-loaded.
And that's the whole thing. Oh, that's just it. My kids just started using it because he liked it better. Like Apple music?
He did. They all are searching to it. He told me. He's like, all the kids are going to Apple music.
I was like, what? From Spotify. He doesn't use Spotify to do Apple music. That's just telling me.
That's just telling me. And it's just blowing my world up. So but you have this advantage where if you're already pre-installed on everything and then you can charge a 30% tax to Spotify and then you're slow getting them the tools that you've updated for the iOS for the App Store, you should companies be in that business when they own, when they only access, should they be going vertical and competing with these guys and trying to start a music streaming and then you can't. It's near impossible.
So it's the giant. It's the land of the giants. Well, the data is terrible too. We talked about this metric before, but there were twice as many new businesses being formed every day in the Carter administration.
And there's this false notion that we live in an Arab innovation. We don't live in Arab innovation. I agree with you. We live in Arab innovation.
It's coming from China. It's coming from elsewhere. So that's your notion. If I turn it back to you and said if your theme is where it's coming from, you think it's coming from China?
I think it's coming from not here. Yeah, not here. Not here. Not invented here.
I mean, invented everything. Alright, we're going to take a quick break. The way we look at a new building is that it's a smart building. It's a cognitive building.
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It's a digital platform. It's a digital platform that contains data from all of the systems inside a building. The lights, the heating system, which meeting rooms are in demand and stores it on the Azure cloud. Then Willow uses machine learning algorithms to understand this data and make smart decisions about the built environment.
It's really about the data analytics, which then allows us to see how the temperature has been going, the air quality, as it's been operating at a 100% capacity or are there certain components that show us that we can do quantitative maintenance. Then the team can apply these learnings to new projects and easily bring them to scale. All this is why the team at Willow uses Microsoft Azure. Azure, try a new Azure free account at azure.com slash trial, azure.com slash trial.
All right, we're back. This is Keraswisher. I mean, Scott Galloway, we're talking about sort of predictions for 2018, trying to wrap up and some things that Scott predicted and what did or did not come true. One of the things you talked about a lot, Scott was a tech spins, um, that there was going to be a spin of AWS Amazon's AWS and there was going to be a spin of Instagram.
Um, they're having a bunch of spins. Scott. Yeah, it's coming. All right.
I think, I think AWS, I think I'm pro-filactically we talked about this and I'm one of the, on the spindle will be one of the 10 most valuable companies in the world. I asked the head of AWS and he said he wasn't looking for a spin. And what's it going to say? Well, he really was quite definitive.
Will he? He said he would. No need. So much money.
Yeah, but he's already wealthy beyond compare. So some, some behind the scenes, um, gossip, when I was on the board of the New York Times, uh, I suggested we spin about that, com because the management team had bought this thing to use it, like, uh, as digital earrings to accessorize and analog body. Right. And it was growing fast and at one point it was worth a billion dollars in my let's spend this thing in a ridiculous and I made a huge mistake.
And that is, I mentioned the spin to some of the people about and they were all like, great, we're going to be rich. And I got so taken to the woodshed by everybody else that don't talk about a spin. And of course it ended up being worth, you know, two or three million and they sold it for less than about it. That was text bands usually do really well.
They look at eBay and PayPal Instagram, I think would be an interesting spin, although I think that's less likely, but AWS I think is coming down. Okay. All right. He said no.
He said no. He was pretty definitive. And he was like asking a board if they support their CEO, they also say yes until they fire him. So Amazon Web Services, a span.
It would be one of the biggest companies. It's a fascinating part of that company. That's the other part is whether it should be pulled out of that company. That's right.
And it would be instantly become one of the 10 most valuable companies in the world with a huge multiple. And it's obviously in an area that's competitive and yet they dominate. They have been dominating and no pure play to play the cloud right now as an investor. Right.
Exactly. I mean, you can buy Microsoft, you can buy Google, you can buy. You have to crawl over a search engine, you have to crawl over a software company, no, you're a player to play. Why doesn't Google spin off its cloud business?
It's actually a really good question. Yeah. Head of it. Just left.
I have a new head of it. Is that right? Dying green. Yeah.
They could do the same thing. But think about AWS. AWS is a market leader. Right.
And it's it's growing faster. Is it growing faster? It's the market leader. All right.
I guess they probably should will spin AWS off. Well, I don't think he said not. I believe I believe whatever people tell me Scott, these tech people, I just believe whatever they say. OK.
So when I got right, Facebook stock peaks in 2018 and it did and it's off 33%. And you know what actually might go after it might be the remedy for Facebook. At some point, if the stock keeps going down is that you might see shareholders start to put it might be capitalism that steps in here and fixes things because I think it picked at about 215. It could open today at 135 or 138.
It is a big drop. Where's it going? Let me give you a prediction for you. Well, I've already made the prediction.
I think it's going a lot higher because I think all the headline news doesn't translate to a deceleration in business and the company looks on most traditional metrics cheap by the way, full disclosure, I own all the big tech because I love only monopolies and growing markets. OK. All right. Facebook's spinning off Instagram.
You see them doing that. That could cause them some money. Yeah, that's probably less likely. But I think you're going to see again, I think you're going to see a spin among big tech pro philactically.
Not purchasing, not buying more things. It's kind of hard for them to buy stuff that raises any sort of DOJ attention right now. I think that there's stuff they'd like to buy. Spin out, not spin in.
I think there's going to be a big. So what would they like to buy? That's a really interesting question. So I think Netflix should buy Spotify.
I think they would own subscription media. If they did that and Spotify is down about 20% from the IPO and it would be I think about a 10% dilution for Netflix. Spotify has not gotten into video. Yeah, but that's talk about peanut butter and chocolate.
Yeah. That's a fair point. I like that one. Video and audio and one one subscription fee.
And then I think that would be super, super powerful. What do you like? What do you think? That's a good one.
I haven't even thought of that one. No, Netflix is not that one. No, no, but that feels right. That's when I buy Netflix.
There's really a lot of people who need to have a balance sheet now, not even Disney. Right. Right. A while ago, I thought someone would have bought it, but they didn't know one did.
Yeah. Either I'm sure they were offered money. Maybe they just didn't do it. Yeah.
So another one of my predictions, I thought Disney was going to be a viable competitor to Netflix. It hasn't happened. I thought DisneyFlicks was going to launch instead. But trying to figure out, it's the innovators dilemma, how to protect these businesses.
So they're talking about these subscription based verticals, so in sports and kids, and they need to take a lesson from Netflix and just offer DisneyFlicks. So seven days early, Access on the next Star Wars film, your best cabins on Disney Cruises. Do you think they have the innovation and energy to do that? I think Disney's remarkable.
OK. I think they're remarkable. The problem is they have current investors and they want to change a tire going 60 miles an hour and not and maintain the current profitability. And they have to hold hands and buy burgers.
One of the few people that has the credibility to do it and say, we're going to say profitability way down, but we're going to be in 20 million households with one recurring revenue, Disney like product. And unfortunately, it doesn't look like that. Yeah, that comes into your other prediction about the Rundle, the revenue bundle. The Rundle.
The Rundle is awful. I need something better. That's something Amish people do on their wedding night. I think that's the dirtiest thing I've ever heard you say.
Baby, it's Rundle time. So Scott, despite the fact that using it is a strange sexual term, what actually is a Rundle? So it's a shitty term that means recurring revenue bundle. I need something better like Rundle or the recurring revenue bundle.
OK. So there's a lesson here. And that is we as humans don't understand the pace of time. And that is a constantly underestimated.
So Equinox 150 bucks a month. I work out three times a week. So it's 12 times, 12 bucks a workout. The reality is I work out once every six weeks.
It cost me $200 to go hang out at Equinox once every six weeks. So you want a business that's tied to the clock and how that translates to a business model is recurring revenue. And that's why software companies and syndicated research traded to multiple of revenues. And shitty companies like media that are transactional or retail.
We have to reinvent your business every 24 hours. Right. And it's traded to multiple of even tests. I think every company that adds more than $5, $10 billion in value in 2019, the fastest growing part of the business is going to be a recurring revenue.
The relationship they have. Netflix is recurring revenue. Right. Spotify is recurring revenue.
So every business in America that's over $10 or $20 billion in once, an example, restoration hardware. And Gary Friedman was considered a technological lead. But he probably the best merchant in the last 20 years. Restoration hardware membership program.
Are you a member of that? Yeah. It's something you would do. No.
No. It's 100 or 150 bucks a year. 95% of their transaction volume, they've grown their revenues 20 or 30%. But they're stock is about 150%.
So every company is now sitting looking at the board saying, how in a low growth environment do we grow our revenues 20, maybe 30% of the next five years, but double our stock price, which does make sense. And the only way we can do that is through a different business model. And that all points in one direction. That's recurring revenue.
How do we get recurring revenue? So how would we move to recurring revenue? This is the thing you need recurring revenue. And that is you have to be like Adobe who did it.
They used to sell macro media director for $1,300. And I said, we're just going to start charging $25 a month. First off, you need real leadership because you've got to take profitability down. The second thing, unfortunately, you need massive capital because in order to get people to commit to a long-term relationship, I think everything that's not as you can probably tell biology and sex.
In order to get someone to get some of the communication. I'm waiting for this one. Here it comes. That's Rondyl baby.
Anyway, think about it. In order to get you into a Monogus relationship, it has to be a lot on the other side. I'm giving up all the rest. It's like that William Heard movie, The Year of Living, or Eastern Promises.
We're not Eastern Promises. Anyway, he says, William Heard is this total mobster. And he says, I've just never met one that made me want to give up the rest. So in order to get someone to enter into a Monogus versus relationship, you have to offer them a lot.
So we do that with an unbelievable offering. So Netflix, a billion dollars of content for every one dollar a month. So how do we do it? Vox would need to come up with a substantial capital and figure out a way to charge people and monthly fee for access to their content, put it behind a wall, take profitability way down, and pray that people start pulling out the credit cards.
But on 50% of the revenue, they could have three times the value. But you have to cross the precipice and hold hands and go through the fire and be armed with a massive amount of capital to give its people to enter into this, again, this Monogus business. But not everyone has that. You could see that.
You'd want to buy either home. You'd leave and then I'd keep right on, for example. Or blank brands. Imagine, I don't know if you're having eggs and panes for your health.
Right? And even take Nike out. Amazon would be whole food. I'm having problems with my knee.
I'd rather go to North of Petus than Nike approved. Maybe it claims to understand more about aging athletes. I would love a set of pre-approved and greedy and branded Nike hotels that have a certain level of quality of gym. Maybe have your vapor shoes there or whatever they're called.
Call of yours is focused on fitness. And food that's just not pre-diabetes turned into a menu. So I think there's opportunities, there's a series of brands that would let you say, take me off the table, I'm yours, I love you, and I'll enter into this long-term relationship. That's my, I think that's huge.
Every company including us. I think my pretty much next year we go on and we talked about these IPOs that are going to happen. We're back in IPO land with some of these. And what do you think is the biggest, the biggest, okay, that's the biggest.
Does that work though? I don't know. I mean, if Uber doesn't come out at $120 billion, do you think the markets, they have, Uber has to come up with the ability to say where a platform and start delivering food or finding other businesses that are more popular? Oh, Uber Eats is becoming really quite substantive.
Do you Uber Eats? I do. It's interesting. It's between them and we don't know.
It's a strong player. It is not a Twitter. Which is weird. I love it by the way.
But the other ones are, Rub Hub was the other competitor and then Postmates. Got it. And there's another one. There's another one.
DoorDash. Yeah. DoorDash I think is one of the bigger ones because they have a lot of deals with the chipotle's of the world. So you're talking about IPOs.
Airbnb, Uber, Pinterest, what are you supposed to do? Maybe Pinterest. You don't think Pinterest gets out? It's supposed to be a billionaire.
Yeah. It's a kind of an answering man at its office. Yeah. Yeah.
Other one. How's that? The CEO is the one who's really great. I think they're in the private markets right now banking on an IPO that pops, which is your favorite.
I don't think they pop. But I think Airbnb, if they execute it correctly, if they get into like their thing, you have a travel more than travel in for content they're thinking about, which is kind of adjacent, not just the magazine, but other travel content. You can see them, if they did it right, if they did, but they're running into more competitors. That's the issue.
They run right into it. They start getting into planes and everything else. That's a buzz job. I mean, they have to execute beautifully.
They could potentially, Airbnb would be decent. They are classy though. They could be a decent nominee from a innovative company of 18. They're Airbnb experiences where they merchandise.
But it's not big yet. It's not big yet. Yeah, 5,000% of your accounts. Yes, that's a big thing.
I know what it's going to do. Everything they do is well done. So I always like a company. I use their products a lot as a consumer and I like them.
Have you used their luxury offering where they have someone help you check in? I have, I like it. It's well done. So tell me about it.
What is it? It's only there's a few months. It's just well done. It's just, they're plus properties.
I've used them a couple times and they're great. So you like Airbnb? You'll say Airbnb over a hotel. Yes.
And why is that? If they got hotels, I would use their hotels. But why? What is that?
And I looked at VRBO and others and different things. You like Airbnb. I like their selection. I like the way it looked.
I like the way it looked. I like my credit card there. I had a problem. It was solved in a second.
The place I was renting, there was some construction going on next door. And the person who was renting told me they don't have to necessarily. But they did. And I was able to unbook.
And when she was, if she unbooked me, she would have lost a point as a special member. Yeah, with a special host or whatever. And if I had unbooked, I would have lost a certain amount of money. But there was no, there was a real problem there.
But I didn't want to stay somewhere. There was backhose in Hawaii. And so they just handled it well. I don't know.
But it's just an easy platform to use. And I'm like, I don't have to. But I use it well. I'm trying to think of things I actually use.
I use in your time to app. I use Airbnb. I use Amazon. I'm trying to think of things that work really well.
So my Airbnb story, I don't use Airbnb, but I have a story. I used it once in Geneva because I can find a hotel. But I live in, or at Disney, I live in faculty housing. And which is the ugliest blocks, the ugliest buildings in Manhattan.
It looks like public housing in Dadaanspoland. But once you get to a certain level of whatever you are, you get faculty housing. And I said, I should put it on Airbnb because I'm out of town a lot. Within three hours, I got a letter from the Housing Department, my current student saying you violated housing policy, where you are kicking down faculty housing.
And I had to call the team and go, this what's my feelings? This starts my thing, anyway, I'm just going to kick down faculty housing. I didn't know. I think I'm putting my places on Airbnb.
I never think of that. You're wrong. I'm not at your own faculty house. I just don't want to go in my house.
That's my issue. I don't want to go to my house. I think you should brand it. Come in.
See my cats. No, there'd be no cats there. They're not leaving my cats. I'm leaving people from Airbnb.
I think the Uber IPO is going to be interesting. We'll see how that how the market, if there's the big, the small R recession, or the big R recession, it's going to be an issue that will affect everyone this year. And I think that's the last thing we should talk about recession. If there is, we're all sort of screwed, correct?
Well, isn't it time? Carl Cantonea at CNBC. By the way, do they keep inviting you back? I mean, by the way.
I mean by the way. I mean by the way, weekly. I'm going to talk with them. They have to buy it.
Yeah. Okay. I'm free and they don't buy it back. Okay.
All right. I think you're just saying yes. You're providing a good conference. Yeah.
I got that going for me. So where were we? Oh, these guys. Like recession.
Recession a little are. Okay. Where do we get from? Carl, what's your, I don't understand why are we.
Oh, we got a great suite this morning. Apologies. Put out a great suite this morning. I think we really think this was going to unwind easily with all this quantitative easing.
The unbelievable market is sent. We've had over the last 10 years. I read the swing. I want to sell everything because it's probably right.
But yeah, it's time. I just hope we time it perfectly such that the president gets blamed for it. Right. But yeah, it's definitely.
So you're such a thing that will affect IPOs. It'll affect all these businesses. You realize there's about one third or two thirds fewer stocks companies are signaling that they might. I think Pinterest who's threatened to go public every year for the last five years is basically saying we're for sale combined.
Yeah. Because I don't think their revenue is accelerated as fast as they originally projected. The projections around Pinterest revenue five years ago, but they'd be somewhere between $3.5 billion now. And they're only a billion, which is still an incredible company.
And I'm shocked no one's just shown up and offered a MeToo product like Zuckerberg and just put them out of business. Yeah, he's busy. I don't think that company ever gets public. I think they're basically raising their hand and saying, there's a lot of them rent the runway.
A lot of these companies who said they were going to go public or threaten to go public and can't quite seem to get out. I don't think I think maybe one or two of those guys get out. One or two and then the risk of both or? Yeah, or just continue to decide the timing, or whatever.
Yeah, just wait it out. Yeah. We're going to be kind of an ear next year. We're going to have five public companies.
Your prediction isn't here. It's tough. It's tough to get out. We'll see.
I'm hopeful. Yeah. But I don't know. My theme with their innovation.
Where does innovation come from? That is going to be my theme for 2009. Yeah, but you said you referenced it geographically. I would argue that I would argue that the center of all innovation in no company can create more than $10 billion in value in a year unless it's a bike ride from university and that we need a massive investment in universities.
That's where I think innovation happens is right around in and around university. That will be one of the many things we'll discuss next year. OK, so geography, what about culture and about culture inside of a company? What's a culture of innovation?
Oh, I don't know. That's a big topic, Scott. That is a big topic. You know, just about.
It's certainly not what's going on in Facebook. There's a lot of morale problems there right now. And so that's an interesting question. So Facebook Watch, I read an article.
I actually sounded pretty innovative and pretty. They were doing a pretty good job. I'm like, god, it's impressive. Anyone gets anything done over there right now?
Yeah. I will see. Have you thought about a Facebook Watch program? No.
Now my team watches you on the damn Twitter thing, where you just talk and then it's all. I'm doing it tomorrow. I'm doing it today. I'm going to do it now from NBC headquarters.
I'm going to say it. Yes, I am. I'm going to wander around SNL and search for Jane Cannon and ask her out on a date. What do you think?
Jimmy Fallon actually came and she's. Wow, she's an incredibly impressive talent. Yeah, I'm just going to wander around. What a talent.
Do you know? Do you think all lesbians know each other? No. Jesus.
So I had all sorts of answers for that. I decided, you know, I'd rather than in my career. And I kept it to myself. Keep it to myself.
In any case, Scott, happy 2018. I'm looking forward to 2019. This has been a bad year. And I hope you got to rumble Kate McKinnon.
I'm sorry. I'm sorry. Excuse me. Put that back in.
Where's my comfort monkey? Where's my comfort monkey? Oh, right. Scott.
By the way, you meet Kate McKinnon in South Beach. That's enough. On the lower side. We could kill it.
We could just slay it. Stop and save your room and obnoxious thoughts for 2019. People think I'm so interesting. You're like, look at the old guy.
No, can I just tell you me too is not over. Let me just tell you that. Anyway, we'll be back in 2019. Thank you so much.
Thank you, Kara. I'll be back next week. And into the new year, Rebecca Sonones produces a show in a shot. Kerwa is Vox Media's executive producer of audio.
Thanks also to Eric Johnson. Thanks for listening to Pivot from Vox Media. Join us next week for more to break down on all things tech and business. If you like what you heard, please subscribe on Apple Podcast or wherever you're listening.
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