DLD10 I ndex

WeLcome
Stephanie Czerny, Marcel Reichart
Hubert Burda, Yossi Vardi
Disruptive
Mitchell Baker, Jimmy Wales,
Niklas Zennström, Yossi Vardi
re-BranD
Claudia Gonzalez
auDience sourcing
Tim Kring, Peter Hirshberg
soLar
Nikolaus von Bomhard, Patricia Szarvas
unthinkaBLe
Joshua Cooper Ramo
vaLues
Marko Ahtisaari, Martti Ahtisaari
human emotion
Helen Fisher, Jonathan Harris
aenne BurDa aWarD
Mitchell Baker
cuBatron
chairmen’s Dinner
shimon
hotshot the roBot
china
Doris Naisbitt, John Naisbitt,
Joe Schoendorf, Thomas Crampton
Data & iDentity
Mike Schroepfer, Magid Abraham,
Todd Levy, Dave Morgan, Philipp Pieper,
David Kirkpatrick
changing the
equation
Michael Mendenhall
heaLth
Stefan Oschmann, Alain T. Rappaport,
Esther Dyson
08 gLoBaL capitaL
Christian Angermayer, Philipp Freise,
Uwe Feuersenger, Matthew Bishop
informavore
David Gelernter, Andrian Kreye,
Frank Schirrmacher, John Brockman
netWork
Frank Appel, Jochen Wegner
inteLLectuaL
ventures
Pablos Holman, 3ric Johanson
search
Blaise Aguera y Arcas, Ben Gomes,
Ilya Segalovich, Conrad Wolfram,
Jochen Wegner
reaL time
Raj Narayan, Loïc Le Meur,
Baratunde Thurston, Jeff Pulver
spotLight
Owen van Natta, Spencer Reiss,
Werner Vogels
future
Anousheh Ansari, Frank Schätzing
invest
Harish Bahl, David Liu,
Dharmash Mistry, Christopher Oram,
Hein Pretorius, Stefan Winners,
Alexander Tamas, Klaus Hommels
marketing
Samir Arora, Trevor Edwards,
David Kenny, Nizan Mansur de Carvalho
Guanaes Gomes, Andrew Robertson,
Anders Sundt Jensen, Marcel Reichart
fashion
Alexis Maybank, Kyle Vucko,
Harish Bahl
strategy
Tom Glocer, Paul-Bernhard Kallen,
David Drummond, David Kirkpatrick
innovation
Jérôme Guillen, Johannes Helbig
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I ndex DLD10 5
vision
Marc Koska, David de Rothschild
content
Shawn Colo, Peter Berger, Jeff Jarvis,
Gregor Vogelsang, Edward Roussel
perception
Al Seckel
user-centric
experiences
Nick Bilton, Carlos Bhola, Tom Glocer,
David J. Moore, Tero Ojanperä,
David Kirkpatrick
maps
Julieta Aranda, Rosa Barba,
Peter Hirshberg, Alexander Kluge,
Aaron Koblin, Philippe Parreno,
Josef Penninger, Eric Rodenbeck,
Anri Sala, Dimitar Sasselov, Qiu Zhijie,
Hans Ulrich Obrist
virtuaL maps
navigation
museums tours
DLD starnight
internet of
things
Ulla-Maaria Engeström,
Douglas Krugman, Michael Silverman,
Esther Dyson
pLay
Mike Butcher, Nils Holger Henning,
Shervin Pishevar, Chris Russo,
Kristian Sergerstråle, Kai Bolik
spotLight
Jim Breyer, David Kirkpatrick,
Yuri Milner
femaLe DecaDe
Cécilia Attias, Beth Brooke,
Ria Hendrikx, Gabi Zedlmayer,
Randi Zuckerberg, Stephanie Czerny
expLore
Bertrand Piccard
spotLight
Jason Kilar, Om Malik
opera
Christoph Schlingensief, Chris Dercon
BroaDBanD
Thomas Aidan Curran, Richard Kang,
Paul Sagan, Ariel Yarnitsky, Thomas Künstner
Location
Dennis Crowley, Rafat Ali
Demo
Suhas Gopinath
Link vaLue
Marc Cenedella, Stefan Gross-Selbeck,
Reid Hoffman, Nazar Yassin,
David Kirkpatrick
spotLight
Nikesh Arora, Spencer Reiss
2015
Muhammad Yunus, Gabriele Princess
Inaara the Begum Aga Khan
transforming music
Donovan
finaLe
Stephanie Czerny, Marcel Reichart
puBLisher’s Lunch
DLD nightcap
impressions
facts & figures
DLD partners
coverage
thank you
DLD team
stay in touch
imprint
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8 DLD10 sunDay 24 january
DLD is about New Realities.
DLD is a think-tank.
DLD is a matchmake.
DLD is an outstanding experience.
DLD is a friends community.
DLD is a big party.
So if you haven’t been there, become a DLD friend.
Stephanie Czerny and Marcel Reichart
DLD Founders & Directors
Digital Life Design
WeLcome
stephanie czerny
dld founder & director
marceL reichart
dld founder & director
huBert BurDa
hubert burda media
yossi varDi
investor
12 DLD10 sunDay 24 january
hubert burda
DLD describes the new image of our
world, a world which has changed so
much in the last decade. Due to glo-
balization and the digital revolution,
we live in a ‘Schwellenzeit’ in which
markets, media, technology and soci-
ety are changing profoundly. This
period can only be compared to the
late 15th century when printing was
invented, and a new continent had
been discovered. Also then, the image
of the world changed. The ocean was
the Internet; ship builders, the leading
technologists. Today, the Internet cre-
ates new markets and products based
on codes and algorithms. Since then,
places where entrepreneurs, scien-
tists and artists meet to exchange are
places of advanced learning and cre-
ative connection. This is what DLD is
about and what it is for Hubert Burda
Media – a university and platform for
ideas and new businesses. I welcome
all guests and partners, and wish us
three inspiring days here in the heart
of Munich.
Welcome to DLD
DLD describes the new image of
our world, a world which has
changed so much in the last decade.
dr. hubert burda i s chai rman of
the board and Publ i sher of
hubert burda medi a. he i s Presi-
dent of the associ ati on of Ger-
man magazi ne Publ i shers (vdZ)
and co-founder of the european
Publishers council (ePc). he set
up the hubert burda foundati on
wi th a vi ew to promoti ng i nter-
di sci pl inary exchanges on future
trends. hubert burda al so found-
ed the burda center for innova-
ti ve communi cati ons at the ben
Guri on uni versity i n beer sheva,
israel . he has been awarded
numerous pri zes and di sti ncti ons
for hi s achi evements i n publ i-
shing and business, including the
Gold medal freedom of speech
of the european associ ati on of
communi cati ons (eaca). in
2006, hubert burda recei ved the
leo baeck Prize by the central
counci l of Jews for hi s commi t-
ment to reconci l i ati on between
Germans and Jews.
Hubert Burda
Hubert Burda Media
huBert BurDa
dld chairman
1 DLD10 sunDay 24 january
yossi varDi
dld chairman
15 welcome DLD10
yossi vardi
It was true last year. It is true today:
There is no better way to start the
new year then by meeting old friends
and making some new ones. The
DLD family is gathering once again
to say hello, exchange views, spend
time together, get some food for
thought from some of the best minds
on earth, and have a good laugh.
Virtual pokes are nice, but looking
again to friendly faces you missed for
a year, seeing smiling ones, giving and
getting a hug, shaking a friendly hand
and getting a kiss are miracles of the
moment. What can be better?
It is time again to surface from
behind the email addresses, the IM
nick names, from behind our virtual
spaces and books, and present our
real faces. Seize the moment and che-
rish it! It is a very unique one, once it
is gone, it will never come again.
So grab a smile, a kiss, a hug, a hand
shake and put them in your DLD bag.
Take them home, and when you are
sitting all alone in front of your never-
ending pile of emails, open the bag
and take one. It will keep you going
until next DLD.
Thanks to Hubert Burda and all of
his wonderful people who make these
special moments possible.
It was true last year.
It is true today: There is
no better way to start the
new year then by meeting
old friends and making
some new ones.
Yossi Vardi
Investor
dr. Joseph (Yossi ) vardi i s a
co-chai r of dld. Wi th 40 years
experi ence of co-foundi ng, lead-
i ng and parti ci pati ng i n bui l di ng
over 60 hi gh-tech compani es, he
i s one of israel ’s earl y entrepre-
neurs. Yossi co-pi oneered i n-
stant messagi ng as the foundi ng
investor and the former chai r-
man of mi rabi l i s ltd., the creator
of the highl y popul ar i nstant
messagi ng program icQ. Yossi
vardi l ooks back to an extensi ve
government and publ i c career.
servi ng, amongst others, i ncl ude
director General of the ministry of
energy and chai rman of israel ’s
national oil company. he has also
been an advisor to the ceo’s of
aol, amazon, and al l i ed si gnal .
he has recei ved many awards,
i ncl uding two ti mes the Pri me
mi ni ster of israel hi -tech award
for l i fe achi evements, and ceo’s
entrepreneurs hal l of fame.
16 DLD10 sunDay 24 january
Disruptive
17
The key factor is timing to get that nice, holistic
growth. Niklas Zennström
Disruption is a very common word
these days. But what does it really
mean? A frst search attempt with
a so-called “disruptive” online dictio-
nary offers this defnition:
1. An interruption to the regular fow
or sequence of something.
2. A continuing act of disorder.
What the term implicates when it
doesn’t stand for permanent chaos is
the core of the DLD-session “Disrup-
tive.” Mitchell Baker (Mozilla), Jimmy
Wales (Wikipedia), Niklas Zennström
(Atomico) and, also moderating the
panel, Yossi Vardi (DLD Co-Chair-
man) discuss what disruption is all
about.
All created organizations or products
that had disrupted their industries.
It turns out there are a few things all
of them have in common: serving
a huge user base with a very small
organization; getting the users active-
ly involved in the main business of
their company; and an open mind to
collaboration and partnership over
competition. Wikipedia and Mozilla
at times have about 350 million users,
Skype counts half a billion; the num-
ber of employees range between 600
(Skype) and merely 30 (Wikipedia).
The main tasks of the staff are main-
tenance of service and legislation.
Simultaneously, they slightly differ
when it comes to their metaphysical
approach. Niklas Zennström defnes
disruption as the creation of new
opportunities and seizing the changes
– market-based, regulatory, techno-
logical – in the ecosystem of a product
or service, which generates a compet-
itive advantage: implementing Voice-
over-IP, he has not driven any of
the incumbents out of business but
simply pressurized their price plans
for the beneft of the customers.
Contrarily, Mozilla’s Mitchell Baker
initially set off to consciously disrupt
a monopoly with the goal of “build-
ing a slice of the Internet, where
the only agenda is individual control
of the online experience.”
Answering Yossi’s question whether
or not he’s ashamed of disrupting the
encyclopedia industry, charismatic
Jimmy Wales smiles rascally: “Yes, it’s
terrible.” He continues: “The encyclo-
pedia industry is relatively small and
not that much integrated into life.”
In Wikipedia’s case the disruption is
more about a new kind of consump-
tion behaviour. It’s the permanent
integration of complete information
available into the user’s life compared
to the relatively low usage frequency
of the printed encyclopedia. He
supports his point with an ad hoc
audience survey. Mitchell Baker adds
that Wikipedia has not disrupted
the industry, but rather the sense of
experts: the formerly highly curated
source of authority transformed into
the intelligence of the many.
dI sruptI ve DLD10
dr. Joseph (Yossi ) vardi i s a
co-chai r of dld. Wi th 40 years
experi ence of co-foundi ng, lead-
i ng and parti ci pati ng i n bui l di ng
over 60 hi gh-tech compani es, he
i s one of israel ’s earl y entrepre-
neurs. Yossi co-pi oneered i n-
stant messagi ng as the foundi ng
investor and the former chai r-
man of mi rabi l i s ltd., the creator
of the highl y popul ar i nstant
messagi ng program icQ. Yossi
vardi l ooks back to an extensi ve
government and publ i c career.
servi ng, amongst others, i ncl ude
director General of the ministry of
energy and chai rman of israel ’s
national oil company. he has also
been an advisor to the ceo’s of
aol, amazon, and al l i ed si gnal .
he has recei ved many awards,
i ncl uding two ti mes the Pri me
mi ni ster of israel hi -tech award
for l i fe achi evements, and ceo’s
entrepreneurs hal l of fame.
Referring to the question if the
present disruptors fear disruption
themselves, each underlying business
model seems to shape their perspec-
tive. The non-proft Wikipedia is not
afraid of competition as it is “bad
business”. Mozilla’s Mitchell Baker has
ambivalent feelings about potential
disruption: after cracking the browser
monopoly, competition kick started
and brought the stagnation period
to an end. Still, the browser as the
standard tool to access the Internet is
a decade old, and needs to change.
According to Mitchell, Facebook per-
forms as a new entry point but doesn’t
substantially disrupt the browser sys-
tem. Niklas – the only “real” commer-
cial disruptor in the distinguished
group – stresses the necessity of being
paranoid and a mindset of awareness
for staying on top.
Closing the session, entertaining DLD
Co-Chair Yossi Vardi directs his speech
to the audience: “In sixty years, your
grandchildren will be sitting on your
laps and you will tell them the history
of the Web. You can tell them you
were in Munich and saw three great
disruptors with your own eyes!”
DLD10 sunDay 24 january 20
Yossi Vardi
Investor
21
The traditional
encyclopaedia
was not inte-
grated into our
lives in the way
that the Internet
has become
integrated.
21
Ni kl as Zennström i s one of
today’s most successful Internet
Entrepreneurs, best known for
co-founding Skype, KaZaA, Joost
and Jol ti d wi th hi s l ong-ti me
busi ness partner Janus Fri i s. In
2007, Niklas co-founded Atomico
Ventures, a venture capi tal fi rm
focused on i nvesti ng i n passi on-
ate Entrepreneurs bui l di ng the
next generati on of consumer-
faci ng technol ogy busi nesses,
and fosteri ng a new ecosystem
for Entrepreneurshi p i n Europe.
Ni kl as co-founded Zennström
Phi l anthropi es where he i s focu-
sed on fi ghti ng cl i mate change.
Ni kl as was recogni zed by Ti me
Magazi ne as one of i ts 100 Most
Infl uenti al Peopl e i n 2006, and
has recei ved numerous other
awards. Niklas holds dual degree
i n Busi ness and MSc Engi neer-
i ng Physics/Computer Science.
Niklas Zennström
Atomico Ventures
Jimmy Wales is an American Inter-
net Entrepreneur best known as
the Founder of Wikimedia Founda-
ti on, the chari ty whi ch operates
Wi ki pedi a.org, and as the Co-
Founder of Wikia.com. In January
2001, Wal es started Wi ki pedi a.
org, the onl ine encycl opedi a that
anyone can edi t. In mi d-2003,
Wal es set up the Wi ki medi a
Foundati on, a non-profi t organi-
zati on to support Wi ki pedi a.org.
In 2004, Wal es co-founded Wi-
ki a.com, a compl etel y separate
company that enabl es groups of
peopl e to share i nformati on and
opi ni ons that fal l outsi de the
scope of an encycl opedi a. In
2007, The Worl d Economi c
Forum recogni zed Wal es as one
of the ‘Young Gl obal Leaders’.
In addi ti on, Wal es recei ved the
‘Ti me 100 Award’ i n 2006, as he
was named one of the worl d’s
most i nfl uenti al peopl e i n the
‘Sci enti sts & Thi nkers’ category.
Jimmy Wales
Wikimedia Foundation
di srupti ve DLD10
22 DLD10 sunDay 24 january
Disrupt a monopoly with the goal of building a slice
of the Internet, where the only agenda is individual
control of the online experience.
as the leader of the mozilla Proj-
ect, mi tchel l organi zes and
moti vates a massi ve, worl dwi de
col l ecti ve of empl oyees who
are breathi ng new l i fe i nto the
internet wi th the fi refox Web
browser and other mozi l l a prod-
ucts. baker received her ba in
asi an studi es from uc berkel ey
and her Jd from the boal t hal l
school of law. her l aw career
i ncl uded worki ng for sun mi cro-
systems and netscape. baker
has been the general manager of
the mozi l l a proj ect si nce ’99. in
2003, she became President and
founder of the mozilla foundation,
a non-profit organization dedicat-
ed to openness and i nnovati on
on the internet. in 2005, baker
l ed the creati on of mozi l l a corp.,
a whol l y owned subsi di ary of the
mozi l l a foundati on. she conti n-
ues her commi tment to an open
web and i ts i nfi ni te possi bi l i ti es.
Mitchell Baker
Mozilla Foundation
mitcheLL Baker
mozilla foundation
24 DLD10 sunDay 24 january
yossi varDi
DLD Chairman
25
In sixty years, your grandchildren will be sitting on
your laps and you will tell them the history of the
Web. You can tell them you were in Munich and saw
three great disruptors with your own eyes!
25 dI sruptI ve DLD10
26 DLD10 sunDay 24 january
Claudia Gonzalez is the Head of
Marketing at The Global Fund and
former Head of Public Relations and
Special Projects for UNHCR, the UN
Refugee Agency. Her message is clear
and very optimistic: technology and
social media are transforming the
way global society is enabled to help.
Claudia points out that working
within the world of refugees requires
a lot of tolerance and understanding.
Implementing social media allows
the UNHCR to focus on the long
tail, the 35 million refugees in camps
located worldwide in places such as
Darfur and the Congo. The organi-
zation is in transition from a story-
telling position to a moderating role
in the background, while the refugees
come out of the shadow and speak
for themselves. At the same time, this
shift towards horizontal communi-
cation changes the tone. Showing
video messages by people from refugee
camps around the world, Claudia
documents how simple human emo-
tions, such as love and dance, can
be authentically captured in camps
and have access to a huge audience
through technology. Formerly, the
UN had its press release commu-
nicated via fax. Addressing herself
to the audience, she says: “There’s a
need of a platform that you guys
are creating!”
“How can we modernize the humani-
tarian cause?
How can we use the social media to
help us tell the story?”
Claudia predicts the future of success-
ful refugee campaigning in geotagging
and geocoding. If a humanitarian
catastrophe occurs, the UNHCR
– amongst other organisations – can
assess the needs more differentiatedly,
while communicating and acting
upon them in a completely different
way. Presenting a Google Earth video
which features all refugee camps
worldwide, the impact of the new
information availability and accessi-
bility gets emphasized. Starting from
scratch, the UNHCR now has a total
of 2.7 million people engaged in
causes on Facebook or following their
projects on Twitter. These means
of communication are extremely
powerful in facilitating issue raising
and agenda setting.
A platform for refugees to come out
of the shadow and tell their story.
Claudia Gonzalez
re-BranD
27
cLauDia gonzaLez
the Global fund
re-brand DLD10
29
Finalizing her presentation, the issue
of the natural and humanitarian
disaster in Haiti and the role of Web
2.0 as a crisis response mechanism is
broached by a video message from the
Director General of the Red Cross,
Yves Daccord. Speaking directly to
the DLD community, he stresses how
social media is capable of mobiliz-
ing teams and funds as well as how
radically it has changed humanitarian
work on the ground. Still, participa-
tion of the local victims is relatively
low. Therefore,Yves implicitly pleads
for the closing of the digital divide in
order to terminate the drastic change
in the humanitarian feld. For the
future, he foresees a situation in which
victims will mobilize organisations,
apply pressure, coordinate and com-
municate their demands themselves,
all by using social media.
cl audi a Gonzal ez i s head of
marketi ng at the Gl obal fund to
fi ght aids, tb and mal ari a si nce
end of 2009, after l eadi ng Pr
and speci al Proj ects for unhcr,
the un refugee agency. she i s
one of the world’s most acknowl-
edged non-profit marketers having
had top position at the un and
the Wef. cl audi a i s now worki ng
wi th Product (red) and i s prepa-
ri ng the launch of a maj or di gi tal
campai gn to el i mi nate the trans-
mission of hiv to babies by 2015.
responsi bl e for the re-brandi ng
of the unhcr, cl audi a travel l ed
around the worl d’s most extreme
war and cri si s zones for the past
years and l aunched programmes
to narrow the geographi cal and
psychol ogi cal gap. cl audi a hol ds
degrees on Phi l osophy and an-
other one on medi a and commu-
ni cati ons as wel l as a master
from lse on pol i ti cal communi-
cati ons.
How can we modernize
the humanitarian cause?
How can we use the social
media to help us tell the
story?
re-brand DLD10
Claudia Gonzalez
The Global Fund
30 DLD10 sunDay 24 january
The transmedia dog and pony show
pitched its tent at DLD 2010: Tim
Kring (Heroes) and Peter Hirshberg
(The Conversation Group) – both
cutting edge pioneers in the social
media industry – invite the DLD
community to discover their world
of storytelling.
Based on the panel on disruption,
they start off with the question of
how to change it fundamentally.
Going back in time, they date the frst
multiple platform connection with
the appearance of a new character
– Boba Fett – in the 1978 comic book
Star Wars Holiday Special. Shortly
afterwards, Boba Fett showed up as
a limited edition action fgure, as a
Wanted poster, and as a costumed
character in shopping malls. Final-
ly he was included as the primary
villain in the 1980 movie The Empire
Strikes Back. “It is the frst example
of creating a character on one media
platform and have it migrate to the
mothership of the property,” says
Hirshberg.
In this sense, Heroes is the state-of-
the-art series! It pursues storytelling
on TV, mobile, online and in comic
books. The large and deep mythology
of the show allows going back and
forth chronologically and supports
multiple storylines across various
channels. For example, a character
who is introduced in the online comic
book, then appears on the TV show
three months later. Of course, this
concept attracts a certain kind of
audience – those with the greatest
inclination to download, the most
tech-savvy type of spectator out
there. This correlates with the fact
that Heroes is the most – but mostly
illegally – downloaded show. Kring
smiles: “You cannot ignore the pirate au-
dience. It is worth telling them a story.”
With regard to the marketing per-
spective, it is crucial to create a
database of viewers, including their
mobile number and e-mail. Display-
ing the business card of the main vil-
lain (with a simple URL on it) on TV
triggered 600.000 hits on the Website
within 24 hours. Creating an environ-
ment in which the viewers are willing
to leave their mobile number and
e-mail in order to participate enables
the story to extend on to mobile and
e-mail. This two-way street system of
storytelling primarily had the target
of promoting the show and creating
a dialogue. This engagement with
the audience in a world of multiple
platforms has huge implications for
advertisers. Recent studies lead Hirsh-
berg to two theories: “Offine doesn’t
exist anymore, and there is no more
TV watching without distraction.”
“It is that simple,” says the master-
mind Tim Kring, “You wanna fsh
where the fshes are.”
His sense for the new fshing grounds
is the source for new thrilling projects
such as a socially benefcial alternative
reality game in London, or his newly
founded company, Imperative. It is
certainly worth following these guys
to new dimensions of entertainment.
You wanna fsh where the fshes are! Tim Kring
auDience
sourcing
audI ence sourcI ng DLD10 31
right:
storyboard for a Heroes
scene from “expl osi on”
created by cesar lemus
http://heroeswi ki .com/I mage:
storyboard_expl osi on_7
32 DLD10 sunDay 24 january
Peter hi rshberg i s at the epi cen-
ter of the noi sy, connected
worl d of onli ne conversati on. he
i s changi ng our thi nki ng about
marketing, branding and customer
rel ati onshi ps. a si l i con val l ey
executi ve wi th several hi gh pro-
fi l e marketi ng and brandi ng
rel ated ventures, Peter has l ed
emergi ng medi a and technol ogy
compani es at the center of
di srupti ve change for more than
20 years. he is co-founder and
chairman of the conversation
Group, a fast growi ng agency
hel pi ng brands wi th strategy and
marketi ng i n a worl d of empow-
ered and connected audiences
and customers. duri ng a ni ne-
year tenure at appl e computer,
hi rshberg headed enterpri se
marketi ng. Peter earned hi s
bachel or’s degree at dartmouth
college and his mba at Wharton.
ti m Kri ng i s creator and execu-
ti ve producer of ‘heroes’. Kri ng
grew up pri mari l y i n northern
cal i forni a. Kri ng studi ed fi l m
at nearby al l an hancock Junior
col l ege before transferri ng to
the uni versi ty of santa barbara.
Kring later attended the master
of fine arts program at the univer-
si ty of southern cal i forni a’s re-
nowned fil m school and worked
hi s way up i n producti on. in
1996, Kri ng became a producer
on the popular television series
‘chi cago hope’ and became the
supervi si ng producer on the
seri es a year l ater. Kri ng j oi ned
the staff of nbc’s ‘Providence’
in 1999 as co-executive Producer
and signed an overall deal with
nbc studi o. in 2008, Kri ng ex-
panded hi s hori zons, from the
fi l m and tv worl d by pai ri ng wi th
new York author dal e Peck.
Kri ng resi des i n los angel es.
You cannot ignore the pirate audience.
It is worth telling them a story.
Peter Hirshberg
The Conversation Group
Tim Kring
Heroes
audI ence sourcI ng DLD10 33
34 DLD10 sunDay 24 january
tim kring
Heroes
peter hirshBerg
the Conversation Group
36 DLD10 sunDay 24 january
soLar
37
The climate disaster of the Copenha-
gen Climate Conference showed that
states are very limited by national
constraints and conficts of interest.
A different vision emerges from an
industrial initiative: Desertec, the
world’s most ambitious solar project.
Nikolaus von Bomhard, a member of
the Board of Munich Re, speaks about
disrupting the energy sector at the
DLD “Solar” panel. Upon frst glance
it seems strange to have the world’s
biggest reinsurance company tack-
ling a renewable energy project. Yet
it makes perfect sense. The reinsur-
ance against natural catastrophe
risks is core business. Consequently
Munich Re, one of the 12 founding
members of Desertec, is affected
immediately by everything related to
global climate change. Even more so,
the general perception of the missing
link between the energy sector and
Munich Re, as well as the fact that they
have no immediate beneft of any
change in the energy mix, strengthens
their position and acceptance as
the coordinator and ambassador of
the project. In the face of the COP
15 summit’s failure, Nikolaus von
Bomhard states: “We missed a unique
chance. However, it is not too late. If
more projects succeeded in bundling
initiatives such as Desertec, there’s a
big chance to at least contain the con-
sequences of the global warming.”
The Desertec project is a 400 billion
Euro vision that develops giant solar
plants in the deserts of North Africa.
In the frst stage, it is expected to
cover the energy supply of the region.
By 2050, the goal is to export the
excess solar power to the European
energy market. Regarding the heavy In-
vestment volume, Desertec is prima-
rily driven by economic interests. At
the moment the project consists of
12 founding members, 9 of whom are
German. “Right now it is too much
of a German exercise,” says Nikolaus
von Bomhard. In the future, the
group should become more inter-
national and extend to 20 members.
Additionally, 50 to 100 associate
partners are targeted. In comparison
to other innovative projects, Desertec
has the advantage of being based
on already existing technology. This
eliminates pilot-phase risks and high
R&D costs. “Still, the pace of develop-
ment and return of equity ultimately
depends on the oil price as well,” he
summarizes.
The biggest challenges remain polit-
ical: the coordination of an agreement
which includes a high number of
political entities is very complicated.
There’s a big chance to at least
contain the consequences of
global warming. Nikolaus von Bomhard
solar DLD10
38 DLD10 sunDay 24 january
ni kol aus von bomhard was born
i n Gunzenhausen i n 1956. he
compl eted hi s l aw studi es at the
uni versi ti es of muni ch and
regensburg with a doctorate. he
j oi ned the muni ch re graduate
trai nee programme i n 1985, and
afterwards worked as an under-
wri ter i n the operati onal di vi si on:
fi re / treaty. in 1992 he was
appoi nted deputy head of the
operational division: Germany.
in 1997 mr. von bomhard took
on the task of bui l di ng up and
managi ng the muni ch re offi ce
i n são Paul o, brazi l . in 2000 he
was appoi nted to the board of
management and from 2001
was responsi bl e for the europe
2 / lati n ameri ca di vi si on. he
was appoi nted chai rman of the
board of management with effect
from 1 January 2004. he is
marri ed and has two chi l dren.
Different countries follow different
energy strategies, the single states’
behaviour is motivated by their own
interests, and the readiness to invest
in the public good is generally low.
Still, the impact of potential spin-
offs is huge: a geopolitically unstable
region could be stabilized by this
institutionalized cooperation; a tech-
nological transfer could take place in
favour of North African countries;
and a renewable energy project of this
dimension could drastically cut emis-
sions, working as a role model.
Finally, the diffculties of aligning
different interests in a relatively small
region hint at the cooperation dilem-
ma of global climate change negoti-
ations. At the same time, a project like
Desertec carries an optimistic mes-
sage: regional private initiatives bear
the opportunity to show a different,
more feasible exit out of the climate
catastrophe and possibly fll the gap
left to us by COP 15.
Still, the pace of development and return of
equity ultimately depends on the oil price as well.
Nikolaus von Bomhard
Munich Re
39
nikoLaus von BomharD
muniCh re
solar DLD10
0 DLD10 sunDay 24 january
next page:
layout of a potenti al i nfrastructure for sustai nabl e energy suppl y
i n europe, the mi ddl e east and northern afri ca (eu-mena).
1 1
Patricia szarvas is a financial jour-
nalist currently based in frankfurt,
Germany worki ng as the mai n
anchor of cnbc europe. szarvas
was born 1970 i n vi enna. after
studying economics and commu-
nications she worked as a broker,
pri vate banker and portfol i o
manager in frankfurt, london and
luxembourg. from 1989 to 1999
she headed the stock exchange
news department at the ital i an
publ i c servi ce broadcaster rai.
1999 she joined cnbc in london.
she contributes to cnbc pro-
grammes like capital connection,
Worldwide exchange and squawk
box europe and i s as an expert
responsible for reports on the car
i ndustry i n the european cnbc
network. szarvas al so moderates
di scussi on forums at i nterna-
ti onal conferences i ncl udi ng the
Worl d economi c forum and
the internati onal management &
consul ti ng congress.
Patricia Szarvas
CNBC
solar DLD10
DLD10 sunDay 24 january
5
One Manhattan afternoon Dr. Henry
Kissinger and Joshua Cooper Ramo
were talking about the state of the
world. Joshua asked him if he remem-
bered a time as revolutionary as ours.
After a moment of silence, Dr. Kissin-
ger – not exactly known for optimism
– answered: “Not since the collapse
of the Roman Empire.”
“We are clearly living in a moment
of tremendous change,” says Joshua,
Managing Director at Kissinger
Associates. The disruptive change in
media and technology is only a mark-
er of the disruptive changes every-
where in the world. Joshua labels our
times “The Age of the Unthinkable.”
The best minds and opinion leaders
are often mistaken and their ideas
even backfre. The war on terrorism
has only produced more terrorists;
the missionary spread of capital has
only widened the social gap. Policies
and results are often the opposite of
the original intention. Considering
the radical transformation to be
inevitable, Joshua reckons that this
revolutionary age bears great risks
and opportunities: “The world will
be reinvented through the disruption
for good as well as the disruption for
bad.“ As an example of the interpene-
trating phenomenon, Joshua talks
about his experience with the Hezbol-
lah: “What strikes you immediately is
the similarity of their outlook, their
viewpoint, the way of behaving to
all of our friends who work at places
like Google and Facebook. These are
people who believe that disruption is
an inevitable part of the future; that
it is in their interests. That is true
for Google, who is trying to disrupt
information content, as it is for Hez-
bollah, who are trying to disrupt the
political system of Lebanon!”
Other than in an ordinary period, we
live in an historic period. The grand
currents of history touch each of
our lives. That creates in each of us
a huge obligation, the obligation of
an historic period. It demands that
each of us use the habit of innovation
and the habit of inter-connectivity
with responsibility to actually make
the world a better place. Joshua leaves
the DLD community with an essen-
tial question: “The world changes
dramatically. What does this demand
from me?”
The world changes dramatically,
what does this demand from me?
Joshua Cooper Ramo
unthinkaBLe
Joshua cooper ramo i s manag-
i ng di rector at Ki ssi nger asso-
ci ates, a strategi c advi sory firm.
he i s the youngest managi ng
di rector i n the hi story of the fi rm.
Pri or to enteri ng the advi sory
busi ness, ramo was a j ournal i st.
he was the youngest seni or
edi tor and forei gn edi tor i n the
hi story of time magazi ne.
among his nearly two-dozen time
cover stori es were the 1997
man of the Year profi l e of andy
Grove and an award-wi nni ng
profi l e of Kofi annan. ramo,
a mandarin speaker, divides his
ti me between bei j i ng and new
York ci ty. trai ned as an econ-
omi st, ramo was rai sed i n los
ranchos, new mexi co. he has
been, among other thi ngs, a
crown fel l ow of the aspen insti-
tute, a term member of the coun-
cil on forei gn rel ati ons and a
member of the World economic
forum’s Young Gl obal leaders.
untHI nkable DLD10
Joshua Cooper Ramo
Kissinger Associates
joshua cooper ramo
kissinger associates
7
The world will be reinvented through the
disruption for good as well as the disruption
for bad.
untHI nkable DLD10
8 DLD10 sunDay 24 january
vaLues
The Ahtisaari Protocols
Capturing the dialogue between Martti
and Marko Ahtisaari without inter-
rupting the real magic of the moment is
impossible. So as to reduce the editorial
manipulation of an amazing father and
son conversation as much as possible, it
is best to have them speak about values
for themselves: The Ahtisaari Protocols.
Marko: To start off with, recently
somebody described you as the David
Beckham of diplomacy. Tell us about
that.
Martti: I hear some people laughing.
This happened when I got an honour
doctorate at the UCL, London. In
the evening we had a dinner. When I
thanked the president, I said to him:
“You didn’t realize how appropriate
the description is. I am a football fan.
And furthermore, David and I have
a same problem: how to retire grace-
fully.” So I can’t obviously do as he
might do to go to the fashion world.
So I have to try to make peace instead.
Marko: And purely from the domestic
point of view, it seems like retirement
in the cards. It seems like it’s getting
busier and busier. After the presi-
dency you founded the CMI (Crisis
Management Initiative) which from
my point of view looks like a crisis
management start-up. In the start-up
point of view, in the early and later
stages, people are the critical thing.
How do you build the teams and how
do you choose the people to work on
particular conficts?
Martti: I give you an example about
two operations. The frst operation in
my life with a UN context is Namibia,
where we started 1st of April 1989
and stayed a year. I had eleven years
to pick the best people that I could lay
my hands on in the UN. At the time
I was Undersecretary for Administra-
tion and Management. And many of
my colleagues – we were 8,000 – made
an excellent career in the UN after-
wards. It was a frst-class team. The
other operation is Kosovo. That was
perhaps even more crucial because
we were only twenty in my offce in
Vienna. It was of vital importance to
pick the best people I could lay my
hands on. I had some whom I knew
beforehand and we picked nationali-
ties. I would like to emphasize that it’s
the frst task that one has to do is to
try pick the best people to work with.
As a former Head of Administration
and Management I know that the UN
Secretariat doesn’t normally send the
best people to you. They send you
somebody they want to get rid of. If
you don’t know the system you are in
a worse position than I had been. Sec-
ond thing is that I always had lethal
weapons of my government. It means
that I have maintained my indepen-
dence in these operations. But Marko,
if you allow me, I would also like to
say that you always need the main
governance backing you in whatever
you do. I had the pleasure in Namibia:
I had an unholy alliance with the
Americans in lead, South Africans,
Angolans, Soviets, and Cubans.
In the Kosovo, I had a contact group
with the Americans, the British, the
Germans, the French, Italians, and
Russians. I would not take a single
assignment in peace-making without
the support I had with these teams.
May I also say that over the years, you
learn that you need the American
support. So this is not a solo perfor-
mance, you need a good team and
then you need the support as well.
Marko: Great. We have a history of
sending articles back and forth. Years
ago you sent a short of the FT on The
Body Shop founder. The title heading
was: “Don’t get an MBA, get angry!”
And you said: “Read this, it says a lot
about the way I like to do peace-ma-
king.”
Martti: I value the habit of sending
books and articles to each other. That
article reminded me of similarities
in peace-making. You have to regard
each peace operation as a special
case. They have all special features. I
am not against MBA’s as such but I
wanted to emphasize the importance
of being open-minded and innovative
when you look for solutions.
Marko: One thing about the applica-
tion of design and businesses; rapid
prototyping and quickly sketching
of what a solution can be is critical
in helping people think clearly. How
important is that in peace-making
early on and in the process?
9
Martti: Even before you start collec-
ting your team, you are in charge of
the strategic planning. In all the three
major operations that I had been
involved with, it was clear what the
outcome is going to be. Namibia was
going to be independent, Aceh was
supposed to be a special autonomy
within Indonesia, and Kosovo was
going to be an independent nation.
First you have to clarify this. Then
you need to look for whom you will
need in the process.
Marko: In terms of transparency in
the process, the Internet is a great de-
mocratizer of information. But always
in every step of the process of peace-
making transparency, and everything
leaking out, the process doesn’t help
to get to a satisfactory conclusion.
Martti: I use Aceh as an example. I
proposed to the confict parties: “Let’s
agree that nothing is agreed until ev-
erything is agreed.” Otherwise I could
not have opened the critical issues. It
was important to get the rebels, the
Free Aceh Movement, to start coming
with their think pieces. How prelim-
inary they might have been. To my
surprise both delegations honoured
that. It was very lousy for the media
because we were only able to talk
about atmospherics in the talks. But
that guaranteed that in less than half
a year we had peace agreement in
our hands. That required the silence
vis-à-vis the media. Also it is required
to keep the parties’ communities in
exile informed so they don’t become
the spoilers. Very often that happens,
because they feel holier than the pope
and have forgotten the atrocities on
the feld. Somehow you have to deal
with the diaspora. That is something
we have lately learned: You have to
keep the diaspora happy, knowl-
edgeable what’s going on, and listen
to them as well.
Marko: So transparency during the
process doesn’t work. You are on the
board of the Mou Ibrahim Foun-
dation, which publishes indexes for
African good governance based on
nearly a hundred different criteria.
People on the Internet love rankings.
You said that this kind of index would
do Europe good as well. Do you think
it could be mobilized and distributed
through the Internet, something that is
not as centralized as a foundation?
Martti: First of all I think the work of
Mou Ibrahim is extremely important.
When I was in the price committee
with Kof Annan, my frst reaction was
that this should be done in Europe,
too. Perhaps it could be done on
Wikipedia, as you once proposed. As
long as we have comparative studies,
it would help tremendously and
I would like to have that on every
continent. The data is available and
I know that the Club of Madrid had
shown interest in doing something
like that. Still, that doesn’t prevent a
civic initiative.
Marko: Oftentimes the conficts are
hundreds of years old. But typically
going forward, the root cause of
insecurity has to do with the lack of
economic opportunity. The ILO
recently forecasted that in the next
ten years, 1.2 billion young people
will enter the labour force, and with
traditional means, there’s jobs for
300 million. What is your view on
that, and the root causes of insecurity
and confict?
Martti: If we really want to fght
terrorism and criminality in the world,
we have to keep up the hope for young
people. There are excellent organiza-
tions that I have been associated with.
I would appeal to all of you – this is
a concrete thing. We have enough
knowledge how to do this. This is of
vital importance. If we can improve
the employment situation I think
the societies will look completely
different and are not in the danger of
becoming failed states.
Marko: This is the frst time that we
did “The Ahtisaari Tonight Show”
together. Whether it’s the last time?
It depends on the ratings.
values DLD10
marko ahti saari i s seni or vi ce
Presi dent of desi gn at noKia.
rai sed on three conti nents i n
hel si nki , dares sal aam and
new York, marko studi ed phi l os-
ophy, economi cs and musi c
at col umbi a uni versi ty i n the ci ty
of new York. duri ng hi s years
l ecturing at col umbi a he had a
paral l el professi onal l i fe i n
musi c as a bassi st and compos-
er. ahti saari was ceo and co-
founder of dopplr, the social at-
las for smart travel l ers around
the world, acquired by noKia in
2009. Previ ousl y he was part of
the foundi ng team at bl yk, the
free mobi l e network for young
peopl e, funded by adverti si ng. in
the i n-between moments marko
composes ambient music for
publ i c and pri vate spaces, and
occasi onal l y si ngs ari as.
Marko Ahtisaari
NOKIA
after a di sti ngui shed career wi th
the uni ted nati ons and the
fi nni sh forei gn mi ni stry, martti
ahti saari was el ected as Pres-
i dent of the republ i c of fi nl and
i n 1994. he hel d the posi ti on
unti l the end of february 2000.
in december 2008 mr. ahtisaari
was awarded the nobel Peace
Pri ze. after l eavi ng the offi ce
of the Presi dent, martti ahti saari
founded cri si s management ini-
tiative (cmi), a non-Governmental
organi sati on to conti nue hi s
legacy in helping the international
communi ty to do better when
it comes to preventive diplomacy,
peacemaki ng and post-confl ict
state bui l di ng. today Presi dent
ahti saari acts as the chai rman
of the board of cmi. martti ahti-
saari i s marri ed to mrs. eeva
ahti saari and they have one son.
Martti Ahtisaari
CMI
You didn’t realize how appropriate the description
is. I am a football fan. And furthermore, David and
I have a same problem: how to retire gracefully.
Martti Ahtisaari
50 DLD10 sunDay 24 january
martti ahtisaari
cmi
marko ahtisaari
noKia
values DLD10 51
52 DLD10 sunDay 24 january
martti ahtisaari
cmi
marko ahtisaari
noKia
values DLD10 53
55
When an anthropology professor
talks to an audience of mainly
black-suited businessmen and they
stop hacking their smart phones to
listen instead, it is one of these magic
moments – the unexpected gets
connected. It seems like the hectic
world of a conference room stands
still, and all attention is concentrated
and focused on the most common,
most essential thing in everyone’s life:
LOVE.
Helen Fisher, a professor at Rutgers
University, creates these moments.
Her studies concentrate on what the
ancient Greeks called “the madness
of the gods,” the most powerful brain
system on earth, the reason for joy
and energy. Homicide and suicide,
the crimes of passion, outnumber the
death toll of cancer. One project was
to put people who are madly in love
in a brain scanner. She detected ac-
tivity in a tiny little part of the brain.
It is the ventral tegmental area, home
of the natural stimulant dopamine,
and exactly the same spot that gets ex-
cited by cocaine. Further analysis
resulted in the major conclusion that
love is a powerful addiction!
“But why do we fall in love with one
person rather than another?” asks
Helen. A typical psychologist’s stand-
point assumes that this phenomenon
occurs when there is a similar socio-
economic background, the same level
of intelligence, the same level of
physical attractiveness, the same level
of values, and the right timing. Helen
is tackling the question from a differ-
ent perspective. “Maybe it’s about
basic body chemistry and the answer
is in genetic data.”
There are only a few chemicals in
the brain associated with personality
traits. Following this approach, she
identifes four types of brain systems:
(1) the dopamine/explorer, (2) the
serotonin/builder, (3) the testoster-
one/director, and (4) the estrogen/
negotiator.
To illustrate her brain chemical-based
system of characters, she adds favour
to it with prestigious examples: US
President Barack Obama is the typical
high dopamine-driven explorer, con-
ventional UK Prime Minister Gordon
Brown is the loyal builder type; French
President Nicolas Sarkozy represents
The god of love lives in a state
of need. Plato
human
emotion
55 Human emotI on DLD10
56 DLD10 sunDay 24 january
helen fisher, Ph.d., is a research
Professor i n the department
of anthropol ogy at rutgers uni-
versi ty. she studi es gender
di fferences i n the brai n and be-
havi or, human romanti c l ove,
marri age, adul tery, di vorce, and
personali ty, temperament and
mate choi ce. her books have al l
publ i shed i n several l anguages.
recent articl es i n: Journal of
comparati ve neurol ogy, Journal
of neurophysiology, and in books
publ i shed by mit Press, oxford
uni versi ty Press, cambri dge
uni versi ty Press and Yal e uni ver-
sity Press. since 1983 dr. fisher
has served as an anthropol ogi cal
commentator and/or consul tant
for busi nesses and the medi a.
for her work i n communi cati ng
anthropol ogy to the l ay publ i c,
hel en recei ved the ameri can
anthropol ogi cal associ ati on’s
‘di sti ngui shed servi ce award’.
the testosterone-pushed director type;
and former US President Bill Clinton
is the contextual and holistic-thinking
negotiator type. Evaluating the results
of her questionnaire – 8 million took
it – she fnds very interesting correla-
tions. In the cases of the explorer and
builder type, similarities attract, and
individuals tend to fall in love with
their kind of chemical genre. As for the
dating preferences of the director
and negotiator type, they build a micro-
group together in which they are gen-
erally attracted by the opposite. Hillary
(director) and Bill Clinton (negoti-
ator) are a renowned example of this
chemical attraction.
Romantic love is a funnel, with break-
ing points along the way, such as looks,
voice, values, goals, needs, lifestyle
and experience. The biological compo-
nent – and compatibility – is prefab-
ricating one’s behaviour towards most
of the funnel’s breaking points. It is
marvellous to experience how Helen
leaves the audience contemplating
their love career and the profound
meaning of the phrase: “the chemistry
wasn’t right.“ For an instant, the smart
phones are forgotten.
Maybe it’s about basic body chemistry
and the answer is in genetic data.
Helen Fisher
Rutgers University
57
heLen fisher
rutGers universitY
Human emotI on DLD10
59 59
The Web started off as a rather im-
personal medium – only a few were
feeding it with information for a huge
number of users. Jonathan’s art work
began when the Web shifted to be-
come extremely personalized through
blogs and social networks. The digital
Humboldt, he is calibrating the emo-
tional landscape online.
His book “We Feel Fine” captures,
collects and portrays the footprints of
feelings on the Internet. Based on his
background in computer science, he
developed a script that fshes every-
thing that includes “I feel” out of the
Web and archives it with additional
information, such as data on weather
conditions, location, age and gender
connected to the posting. This search
engine of emotions has collected
more than 13 million anonymous
feelings since 2005. The gigantic, truly
global dataset allows various statis-
tical breakdowns – demographical,
geographical, circumstantial, political,
and much more. Jonathan considers
his project an “emotional deep-dive
through statistical insight.”
Sharing his statistical insights, Jona-
than seems as if he’s opening his jewel
case: “Analyzing the rise and fall of
emotions over time, you can see that
the blogging population is actually
getting happier. The reason for that is
that the blogging population’s medi-
um age rose for one and a half years.
This is one of the strongest trends;
people get happier as they get old.”
His work is rich with such trends and
dependencies; whether it is about
the correlation of the self-perception
of thin and fat, beautiful and ugly,
approval rates for politicians – more
approval before election – and rock-
stars – more approval after death –
or the date-related sentiments, e.g.,
increase in loneliness, which peaks
approaching Saturday.
Ever since he turned thirty, he is
simplifying his life. He moved from
Brooklyn to the Oregon countryside
and lets himself be guided by heart
and experience. Every day he is post-
ing a story with a picture about his
emotional journey online.
Jonathan’s jewel box projects are pre-
cious contributions to technology
and create a space we actually want to
inhabit – a space in which we feel fne.
People get happier as they get old. Jonathan Harris
Human emotI on DLD10
60 DLD10 sunDay 24 january
jonathan harris
author
61 61
Jonathan harri s makes proj ects
that rei magi ne how humans
rel ate to technol ogy and to each
other. combi ni ng el ements of
computer sci ence, anthropol ogy,
vi sual art and storytel l i ng, hi s
proj ects range from bui l di ng the
worl d’s l argest ti me capsul e to
documenti ng an al askan eski mo
whal e hunt on the arcti c ocean.
he i s the co-creator of “We feel
fi ne”, whi ch conti nuousl y mea-
sures the emoti onal temperature
of the human worl d through
l arge-scal e bl og anal ysi s. after
studyi ng computer sci ence at
Pri nceton uni versi ty, he won a
2005 fabri ca fell owshi p and
three Webby awards. he has giv-
en talks at Google, Princeton and
stanford uni versiti es, and the
ted conference. born in vermont,
he now floats between brookl yn,
nY, the open road, and cyber-
space, documenting hi s l i fe wi th
one photo a day.
Analyzing the rise and fall of
emotions over time, you can see
that the blogging population is
actually getting happier.
Human emotI on DLD10
Jonathan Harris
Author
62 DLD10 sunDay 24 january
aenne BurDa
aWarD
The Award for Creative Leadership
For the ffth time the ‘Aenne Burda
Award for Creative Leadership’ was
awarded at the DLD conference 2010.
The prize was established to honour
successful women, who believe in
their visions and have made them
come true. The ‘Aenne Burda Award
for Creative Leadership’ was founded
in memory of the visionary German
Entrepreneur Aenne Burda who died
in November 2005.
She was one of the great infuential
fgures of the post-war generation
and built the world’s largest fashion
publishing house. Her achievements
in the media world and her creative
power made her an international role
model for women. With determina-
tion, irrepressible energy and hard
work Aenne Burda turned the idea
of the sewing pattern into a global
fashion empire.
The ‘Aenne Burda Award’ was frst
awarded to Marissa Mayer (Google).
In 2007 the prize was given to Cateri-
na Fake (Flickr), and in 2008 Martha
Stewart (Martha Stewart Living)
received the award. Last year the
honour went to Investor and Internet
visionary Esther Dyson (EDventure).
Esther Dyson and Lisa Furtwängler
equally contribute to this year’s lauda-
tion for the Aenne Burda Prize 2010
winner. Last year’s laureate Esther
begins the honorifc speech with a
riddle: “I’m last year’s news. I just
few in to give the award to this year’s
winner. Some of you may be able to
guess because this woman is really
special and many of you know her by
her works. Amazingly, she’s not one
of you techie types. When I asked her
whether she’d liked maths she kind of
wrinkled her nose. I understood that
she likes the rules of people – not the
rules of mathematics. She’s actually a
lawyer. Now you are probably really
wondering who she is?
She’s amazingly good at managing
large numbers of people but she’s not
from Google, Ebay or Yahoo. You are
still guessing I hope? She has brought
order to chaos. Not by installing ri-
gidity and hierarchies but rather by
helping people to self-organize. She
is: the leader of the Mozilla Founda-
tion, Mitchell Baker.
The Mozilla Foundation has a very
strong political mission. The notion
of benign laws to help people interact
and the benign notion of cooperating
and sharing is the heart and soul of
the foundation as well as of Mitchell
Baker.”
Last but not least, Lisa adds a very
personal touch with an anecdote in
the second part of the laudation: “I
met Mitchell last year when she was
in Bavaria to do hiking and see the
beautiful landscape. We had a dinner
where I asked Mitchell about Mozil-
la and how all that works. She was
so kind and patient and explained
everything to me. I just fnd it really
amazing how a woman can be so
powerful, that she created something
so unique, and that she realized her
visions. My grandmother Aenne Bur-
da was a wonderful, energetic woman.
I think it is great that you are getting
this prize now, because both of you
are outstanding personalities. You
created something really great and are
a role model for many women – and
men of course.”
Ultimately, Mitchell addresses some
words to the audience: “I’am quite
honoured. The more I’ve learnt about
Aenne Burda and the Burda family,
the more impressed I’ve been with
their curiosity, interest in change, and
their excitement about the new world.
I’ve spent almost all of my profession-
al life as the only woman in the room
when a critical decision needed to
be made. I never set out to lead a
movement and I wanted to be behind
the scenes most of my life. I decided
to come more front and centre when
the moment needed it. We needed
someone to articulate and stand up.
People wrote us off as naïve until our
success became undeniable. It took
me a while to realize that Mozilla is
a large part of me while at the same
time it is this large social movement.
When I step outside and look at it, it
still astonishes me. Thank you very
much!”
63 aenne burda award DLD10
above:
steffi czerny and
marcel rei chart
i ntroduci ng the
aenne burda award
below:
esther dyson,
mi tchel l baker
and li sa Furtwängl er
right:
mi tchel l baker
cel ebrates wi th the
aenne burda award
6 DLD10 sunDay 24 january
I’ve spent almost all of my professional life as the only woman in the room when a critical decision needed
to be made. I never set out to lead a movement and I wanted to be behind the scenes most of my life.
as the leader of the mozilla Proj-
ect, mi tchel l organi zes and
moti vates a massi ve, worl dwi de
col l ecti ve of empl oyees who
are breathi ng new l i fe i nto the
internet wi th the fi refox Web
browser and other mozi l l a prod-
ucts. baker received her ba in
asi an studi es from uc berkel ey
and her Jd from the boal t hal l
school of law. her l aw career
i ncl uded worki ng for sun mi cro-
systems and netscape. baker
has been the general manager of
the mozi l l a proj ect si nce ’99. in
2003, she became President and
founder of the mozilla foundation,
a non-profit organization dedicat-
ed to openness and i nnovati on
on the internet. in 2005, baker
l ed the creati on of mozi l l a corp.,
a whol l y owned subsi di ary of the
mozi l l a foundati on. she conti n-
ues her commi tment to an open
web and i ts i nfi ni te possi bi l i ti es.
Mitchell Baker
Mozilla Foundation
65 aenne burda award DLD10
I’ve spent almost all of my professional life as the only woman in the room when a critical decision needed
to be made. I never set out to lead a movement and I wanted to be behind the scenes most of my life.
66
cuBatron
the cubatron i s a true three-
di mensi onal , ful l -col or dynami c
led l i ght scul pture. it can dis-
pl ay a pre-programmed show,
be control l ed i n real -ti me, or
synchroni zed wi th musi c. it i s
based on custom desi gned
hardware and software systems.
DLD10
Cubatron
67 cubatron DLD10
68 DLD10
69 cubatron DLD10
Chairmen’s
Dinner
David Garret
Violonist
The Chairmen’s Dinner resides in the
Hubert-Burda-Hall of the Jewish Community
Centre in Munich.
1 2
Chairmen’s Dinner // Sunday // 24 January // Jewish Community Centre // Munich DLD10 3
1 Hubert Burda and Charlotte Knobloch President of the “Zentralrat der Juden” 2 David Garret Violonist // Patricia Riekel
BUNTE // Helmut Markwort FOCUS 3 Reinhold Messner lectures about the expedition with his brother on Nanga Parbat
Chairmen’s Dinner // Sunday // 24 January // Jewish Community Centre // Munich DLD10 1 2 3
1 Philipp Welte Hubert Burda Media // Frank Briegmann Universal 2 Yossi Vardi DLD Chairman and his wife Talma Vardi
3 Martti Ahtisaari CMI // Paul-Bernhard Kallen Hubert Burda Media // Marko Ahtisaari NOKIA 4 Baratunde Thurston The Onion
// Matthew Stinchcomb Etsy // Jim Breyer Accel // Benedikta Karaisl von Karais Burda Style Group 5 Ulla-Maaria Engeström
Thinglink // Jimmy Wales Wikipedia 6 Randi Zuckerberg Facebook // Sandy Climan Entertainment Media Ventures 7 Helen Fisher
Rutgers University discusses with the DLD community
7
6
5
4
above:
shi mon performi ng
l i ve on stage at
the dld chairmen’s
di nner
right:
shi mon and
guy Hoffman
76 DLD10
shimon
shi mon, the second roboti c
member of Georgi a tech’s robo-
ti c musi ci anshi p Group, i s desi-
gned to pl ay the mari mba. it
uti l i zes mel odi c and harmoni c
percepti on and i mprovi sati on al-
gori thms, addi ng to the rhythmi c
i mprovi sati on approach taken by
hai l e, Georgi a tech’s fi rst roboti c
drummer. shi mon i s desi gned to
create ri ch acousti c sound and
to provi de communi cati ve soci al
cues to i ts human counterparts.
the robot’s head provi des fel l ow
musi ci ans vi sual cues that repre-
sent soci al -musi cal el ements,
from beat detecti on and tonal i ty,
to attenti on and spati al interac-
ti on. shi mon has performed l i ve
on stage wi th human musici ans
and over video-l i nk wi th con-
ference attendees halfway
around the worl d.
Shimon
Roboter
78 DLD10 78
HotsHot tHe robot DLD10 79
hotshot
the roBot
li fe – i s a characteri sti c that
di sti ngui shes obj ects that have
sel f-sustai ni ng bi ol ogi cal pro-
cesses from those that do not.
occasi onal l y there are excep-
ti ons. the Worlds onl y l i vi ng
robot has hands that feel , eyes
that see, and a heart that beats.
at si x years of age, he i s ri ch
wi th experi ence and thi rsti ng
for more.
• burni ng man festi val ‚ 04 – 09
• internati onal roboGames
1st pl ace – best i n show‚ 07
• coachel l a musi c festi val ‚
06 – 09
• hunter s. thompson
memori al 8/20/05
• ameri can idol – round 2‚ 06
• voodoo musi c experi ence‚ 09
of my fri end, i can onl y say thi s:
of al l the soul s i have encoun-
tered i n my travel s, hi s was
the most…human. capt. James
t. Ki rk
Hotshot the Robot
80 DLD10 monDay 25 january
Back in 1982, John Naisbitt said that
the industrial age has come to its
end and proclaimed the rise of the
information age. As his book “Mega-
trends” introduced the information
age, his recent book “China’s Mega-
trends” intends to update the Western
understanding of China.
He is convinced that China will dom-
inate the next decade, as it will rise to
be the second largest economy this
year: “China and the relationship to
the West will dominate our lives for
the rest of the century.” Demographic
facts underline that: two thirds of
over one billion people are under the
age of 25 in China. This generation
is growing up with a totally different
socioeconomic background and
mindset and will shape the China of
tomorrow. China is investing in this
future by building innovation sys-
tems. Additionally, the leadership
of China understands how to create
a fertile environment for Entre-
preneurs. His wife Doris adds that
government policies are successfully
achieving the installation of high-tech
parks. They are not only providing
the top-notch technological environ-
ment, but are also creating a social
environment in which innovation is
fostered.
At this stage, they cannot compete
with the car companies and their
technological experience. It is radi-
cally different when it comes to new
innovations and technology like elec-
tric cars, renewable energy, biotech-
nology, robots, and information tech-
nology. Keeping this in mind, China
emphasizes economical efforts in new
sectors rather than competing with
the traditional high-tech industries.
With the electric car, for instance,
everyone is at the same place on the
starting line. Additional proof of
China’s innovative capabilities is the
support of Warren Buffett. He looked
for investment in the electric car
globally, and he made his investment
in China. Joe Schoendorf highlights
that China, starting from scratch,
built the world’s second biggest econ-
omy within 30 years. To him, China
feels a lot more like Palo Alto these days.
John resumes that the West is still
ignorant towards the new realities in
China. “The Google-China situation
is merely a blip on the screen,” he
says, and criticizes that there is more
hacking in Russia, but Google is not
moving there. It is just a pretext for
business considerations, he believes.
Generally, John sees a misunderstand-
ing in the intercultural communica-
tion and the Western perception, and
wants to adjust the picture: “China is
a country with no ideology!”
The people perceive a new freedom
through the recent changes in China
and the common spirit is to con-
stantly think about how to make their
lives better. “In the West, we want
to know what the Dalai Lama says. In
China, they want to know about the
stock market,” comments Doris. This
explains why a multi-party political
environment is not a big issue in
China: “People in China simply expe-
rience a lot more freedom than ever
before – they are thankful about what
they have, and not trying to change
the political systems as much as we
would.”
Answering Esther Dyson’s question
about corruption, lack of transparen-
cy, and other risks, John responds
that the two biggest issues in Chinese
news and media are corruption and
the environment. Still, there are a lot
of things going wrong in China, he
admits, but it is also fundamental
to show the often forgotten positive
picture. Moreover, the Chinese do
not recognize the moral standing of
the West to lecture China. Finishing
with an outlook for the future, John
mentions the cleavage between
the urban coastal and the rural pop-
ulation, the aging population, and
the exploding energy demands as
the biggest challenges China will
have to face.
China and the relationship to the West will dominate
our lives for the rest of the century. John Naisbitt
china
81 chi na DLD10
john naisbitt
mEgatrEnds china
82 DLD10 monDay 25 january
thomas crampton
ogilvy
83 chi na DLD10
To understand the digital part, you have to
understand in a broader sense what is happening
in China.
84 DLD10 monDay 25 january
After hi s studi es i n Utah, Harvard
and Cornel l , John Nai sbi tt wor-
ked for IBM and Kodak. In 1963
he went to Washington where
he became the Assistant Secre-
tary of Educati on to President
Kennedy, and Speci al Assi stant
to Presi dent Johnson. Si nce
the global success of Megatrends,
he has travel ed around the
gl obe several ti mes a year and
has spoken to al most al l the
maj or corporati ons of the worl d.
He i s the reci pi ent of 15 honor-
ary doctorates i n the humani ti es,
technol ogy and sci ence. John
Nai sbi tt has been studyi ng and
vi si ti ng Chi na for more than 40
years. A former professor at
Nanj i ng Universi ty, he i s currentl y
professor at both Nankai Uni -
versi ty and Ti anj i n Uni versity of
Finance and Economics. He and
hi s wi fe di vi de thei r ti me li vi ng
i n Vi enna, Austri a and i n Ti anj i n,
Chi na.
People in China simply
experience a lot more freedom
than ever before – they are
thankful. Doris Naisbitt
John Naisbitt
Co-Author
‘Megatrends China’
85 chi na DLD10 85
Joe Schoendorf has been acti ve
i n hi gh technol ogy i ndustri es
for nearl y forty years. Joe i s a
member and strategic partner
of the Worl d Economi c Forum
and has served as a consul tant
to the Mini stry of Internati onal
Trade and Industry (MITI) i n
Japan. Joe j oi ned Accel i n 1988.
Previ ousl y he was the Vi ce Pres-
i dent of Marketi ng for Appl e
Computer. Before that he was
Executi ve Vi ce Presi dent for
Worl dwi de Sal es and Marketi ng
for Ungermann-Bass. Joe
came to Si l i con Val l ey i n 1966.
During an eighteen year career
at Hewl ett Packard he hel d nu-
merous computer marketi ng and
sal es posi ti ons i ncl udi ng Group
Marketi ng Manager and General
Manager of the Corporate
Account Di vi si on. Joe hol ds a
B.S.E.E. degree from Purdue
Uni versi ty.
Thomas Crampton worked as a
correspondent for the Interna-
tional Herald Tribune and The New
York Ti mes for more than a de-
cade, reporti ng from fi ve conti-
nents, coveri ng Asi an pol i tics,
economi cs and cul ture. Currentl y
based out of Chi na, he i s work-
i ng wi th the founder of a maj or
medi a company on Entrepre-
neuri al Ventures. Crampton has
served as Presi dent of The
Forei gn Correspondents’ Cl ub of
Hong Kong. In addi ti on to ci ta-
ti ons from Amnesty Internati onal
for hi s arti cl es and photography,
he i s Co-Founder of the Forei gn
Correspondents’ Cl ub Chari ty
Fund. Mr. Crampton was educat-
ed i n the Uni ted States at the
Uni versi ty of Vi rgi ni a, i n Irel and
at Tri ni ty Col l ege, Dubl i n, and
i n France at the Insti tut d’Etudes
Pol i ti ques de Pari s. He speaks
English, French, Thai and is learn-
i ng Mandari n Chi nese.
Dori s Nai sbi tt i s the Di rector
of the Nai sbi tt Chi na Insti tute
i n Ti anj i n, Chi na and Co-Author
of ‘Megatrends Chi na: Ei ght
Pi l l ars of a New Soci ety’. She
al so hol ds professorshi ps
at Nankai and Yunnan Normal
Uni versi ti es i n Chi na. Profes-
sor Nai sbi tt has a di sti ngui shed
career i n publ i shi ng, servi ng
as head of the Austri an publ i sh-
i ng house, Si gnum Verl ag.
From 2002 to 2006 she worked
i n cl ose col l aborati on wi th
John Nai sbi tt’s publ i c l ecturi ng
i n edi ti ng and transl ati ng hi s
books and other works for the
German publ i shi ng houses of
Hanser, Bertel smann and Frank-
furter Al l gemei ne Buchverl ag.
Ms. Nai sbitt studi ed fashi on and
theatre i n Vi enna at the ac-
cl ai med Academy of Perform-
i ng Arts. She and John Nai sbi tt
l i ve i n Vi enna, Austri a and
Ti anj i n, Chi na.
Doris Naisbitt
Co-Author
‘Megatrends China’
Thomas Crampton
Ogilvy
Joe Schoendorf
Accel
86 DLD10 monDay 25 january
Data & iDentity
Facebook turns into an Identity
and Privacy Management System
for the Web. Mike Schroepfer
Data and identity are challenged
online as major paradigm shifts take
place: We see a shift in how privacy
is perceived – is the content by de-
fault private or public? It seems like
personal reputation can no longer be
controlled anymore. The amount of
content shared online (and having to
be managed) grows at incredible rates.
To give users granular control over
what they want to share on the Web,
and to make this simple, too, is a huge
challenge. And it is now getting even
more complex with location-based
services. Long-time DLD friend David
Kirkpatrick discusses these points with
some of the heavyweights in the feld.
# part 1
Starting off, David is picking up last
year’s conversation he held with Mark
Zuckerberg and Mike Schroepfer.
Mike is Head of Engineering and
part of the triumvirate that decides
where Facebook is heading. Accord-
ing to him, Mark is exceedingly clear
about the mission and goal of FB:
giving people the power to share and
connect, and provide them with
the electronic system to do so. Mike
prefers to describe FB as two “compa-
nies”: Facebook.com, where the user
logs in, represents himself online
and shares information with friends
and colleagues; and Facebook the
platform. The Facebook Connect ap-
plication within the website creates
a bridge between the two worlds, be-
coming increasingly important. The
second “company” dedicates itself
to the ability of exporting the social
graph and identity to the iPhone, the
XBox, or somewhere else on the Web.
Responding to David’s comment
that according to insiders, FB could
end up having no website experience
whatsoever down the road, Mike
agrees and sees it from the engineer’s
perspective: “Platforms are amazing
due to their extraordinary high lever-
age. There is not a single innovator,
but you are tapping in the ecosystem
87
of anyone in the world who wants
to participate.” That implies two
options. Either FB builds the best
version or it provides the “glue” to
bring along the social network to
external sites and reconnect with
them. FB identifes itself as an iden-
tity registry, as a communication
hub, and as an import and export
API. “A major shift in the FB universe
can be expected,” summarizes David,
and asks whether or not constant
revolts in the network’s architecture
don’t puzzle the members: “It seems
like they can’t keep up and often
perceive the changes as something
they don’t like.”
Mike speculates that change is always
hard for a consumer product, but
in order to remain competitive, con-
stant innovation is necessary. Possibly
following the trial-and-error tactics,
FB is getting new products out there,
observing the people’s response and
adjusting to it. Every release contains
learning effects and “we carefully
look at the data of how people use
the product and listen to complaints,”
says Mike. He adds: “Generally all
new designs caused irritation and
confusion at the beginning, but ended
in a huge increase of usage.”
Referring to Mark’s statement at
the TechCrunch Awards – which for
many sounded like McNealy’s
“privacy is dead, get over it!” – David
spots a company-user communica-
tion problem: “It seems like a lot of
people didn’t understand what they
were doing when they accepted the
‘everyone’ privacy setting. Critiques
allege that FB is pushing people to
reveal more about themselves than
they are comfortable doing.” Mike
frst gets Mark’s statement straight
and clarifes that he only noted that
people are increasingly comfortable
with sharing online. Nevertheless, he
faces the problem and points out that
the challenge lies in product design.
There are tools to individual settings
and in order to improve the com-
munication, FB set up a wizard that
explains all features.
Different from Google, the user’s
profle is still self-edited and follows
the rules of self-expression and self-
representation. Of course, Facebook
Connect stimulates an exponential
growth of data on the Web, which is
under FB’s control beyond inside user
control on the profle, but it is the
user’s own decision to “connect” and
publish the information. In this sense,
FB turns into an identity and privacy
management system for the Web.
Only the status updates would be a
huge resource of emotions for sen-
timental studies like Jonathan Harris’
work “We Feel Fine.” Yet Mike sets
the art world at ease: “We have con-
ducted fun studies like this, but that’s
not the core product. Facebook is a
well-tailored product for very individ-
ual experience by customizing.”
data & i denti ty DLD10
Mike Schroepfer
facebook
89
Mi ke Schroepfer i s the Vi ce
Presi dent of Engi neeri ng at
Facebook. Mi ke i s responsi bl e
for harnessing the engineering
organi zati on’s cul ture of speed,
creativi ty and expl oration to
bui l d products, servi ces and
i nfrastructure that support the
company’s users, devel opers
and partners around the worl d.
Before coming to Facebook, Mike
was the Vi ce Presi dent of Engi-
neeri ng at Mozi l l a Corporati on,
where he l ed the gl obal , col l abo-
rati ve, open and parti ci patory
product devel opment process.
Mike was formerly a distinguished
engi neer at Sun Mi crosystems.
He was al so the founder, Chi ef
Archi tect and Di rector of Engi-
neeri ng at CenterRun, whi ch was
acqui red by Sun. Mi ke holds a
bachelor’s degree and a master’s
degrees i n computer sci ence
from Stanford University and has
fi l ed two U.S. patents.
There is not a single innovator,
but you are tapping in the eco-
system of anyone in the world
who wants to participate.
data & I dentI ty DLD10
Mike Schroepfer
Facebook
David Kirkpatrick
‘The Facebook Effect’
Davi d Ki rkpatri ck, Seni or Edi tor
for Internet and Technol ogy at
Fortune Magazi ne, speci al i zes i n
the computer and technol ogy
industries, as well as in the impact
of the Internet on busi ness and
society. He thinks that the impact
i s huge. Kirkpatri ck began writ-
ing about computing and technol-
ogy for Fortune i n 1991. In May
2008 he publ i shed ‘Mi crosoft
After Gates’, a defi ni ti ve account
of Mi crosoft’s prospects and
challenges as its founder stepped
away. Other recent Fortune fea-
tures have exami ned MySpace,
Second Li fe, and Technol ogy i n
China. Known for his weekly ‘Fast
Forward’ col umn on a wi de
range of tech topi cs, Ki rkpatri ck
i s regul arl y ranked one of the
worl d’s top technol ogy journal -
i sts. Kirkpatri ck appears regu-
l arl y at conferences worl dwi de.
90 DLD10 monDay 25 january
We have to not only think about
what is technically possible, but
also about what is ethically right!
David Kirkpatrick
# part 2
In the second part, Magid Abraham,
Todd Levy, Dave Morgan, and Philipp
Pieper join the panel on stage and
introduce themselves. Dave – “the in-
ternet veteran in the data arena and
the battles around it” – is profession-
ally targeting advertisement with
his company Simulmedia. Philipp is
the CEO of the infrastructure player
Proximic which runs services for big
advertisement networks. The com-
pany refnes and packages anonymous
data. Magid’s comScore is publicly
known for measuring traffc. A more
unknown, but fundamental part of
the company’s business is the analy-
sis of identity and behaviour of
voluntarily participating people to
evaluate whether advertisement has
delivered the wanted results. Last but
not least, Todd is the Co-Founder of
bit.ly, an online platform for sharing
and tracking links in real-time as
they propagate through social distri-
bution networks.
Without trivializing technology,
Dave doesn’t see any more barriers
for data leverage and thinks the real
topics are on the business and policy
side, that data questions have reached
the human application layer. What do
we do with the data? How do people
feel about it? Magid shares his insights
and explains: “Facebook knows a
lot about their users, but the average
website only sees cookies.” Some
people aggregate various websites and
compare the data to fnd out more
about the user behind the anonymous
cookie. “The deepest dataset on that
is Google with their many touchpoints,”
continues Magid. Nevertheless, it re-
mains imperfect data, and certainties
do not exist. Instead of randomly
advertising, you can improve the like-
lihood of successful targeting. Even
something as binary as gender is com-
plicated. Facebook can be accurate
on this with the photo archives. The
meremail registration or the web-
preferences cannot predict the gender
exactly. ComScore did a modelling
exercise on this, with the perfect
information of an entire visitation re-
cord of one month, recounts Magid:
“We tried to predict the gender. For
only 60 percent of the users we could
tell with 80 percent accuracy.”
Todd goes into detail about his obser-
vation of how content was managed
online. It turns out that there are two
clear trends: a decentralisation away
from conventional sources takes place,
and the content is distributed more
quickly. In other words, users share
DaviD kirkpatrick
‘thE facEbook EffEct’
91
mike schroepfer
facEbook
Dave morgan
simulmEdia
toDD Levy
bit.ly
magiD abraham
comscorE
data & i denti ty DLD10
92 DLD10 monDay 25 january
Phi l i pp Pi eper i s the Co-Founder
and CEO of Proxi mi c. Proxi mi c i s
a company based i n Pal o Al to,
Cal i forni a and offi ces i n Bei j i ng,
Chi na and Muni ch, Germany.
The company provi des to l arge
ad networks contextual analysis
and matchi ng servi ces. Wi th
that, partners can i denti fy con-
necti ons between unstructured
data assets such as web pages
or user i nterest profi l es to ad
related targeting such as text-ad
keywords or di spl ay categories.
Pri or to Proxi mi c, Mr. Pi eper
worked in Supply-Chain-Manage-
ment for Sony Internati onal
Europe. He al so hel d vari ous pri-
vate equity and management
posi ti ons wi thi n Deutsche Bank
and Al l i anz Group. Mr. Pi eper
hol ds degrees i n engi neeri ng and
busi ness admi ni strati on and
attended Berlin University of Tech-
nology and UC Berkl ey Haas
School of Busi ness.
Dave Morgan has spent his career
founding, building and operating
market-l eadi ng di gi tal adverti si ng
compani es. He was the founder,
CEO and Chai rman of TACODA,
Inc., an onl i ne adverti si ng com-
pany. Most recentl y, Mr. Morgan
was Executi ve Vi ce Presi dent
of Gl obal Adverti si ng Strategy at
AOL, a Ti me Warner company
and conti nues to be the non-
executive Chairman of The Tennis
Company. Mr. Morgan hol ds de-
grees in l aw and pol i ti cal sci ence
and i s a frequent writer, speaker
and commenter on di gi tal medi a,
adverti si ng and consumer pri -
vacy i ssues. In addi ti on to bei ng
the owner of TENNIS magazi ne
and TENNIS.com, Mr. Morgan
serves on the boards of newspa-
per Publisher AH Belo, Inc., the
Internet Adverti si ng Bureau and
the Ameri can Press Insti tute. Mr.
Morgan l i ves i n Manhattan.
Philipp Pieper
Proximic
Dave Morgan
Simulmedia
93
Todd Levy i s a Co-Founder of
New York Ci ty based bi t.l y,
where he serves as the Head of
Product & Engi neeri ng. bi t.l y
i s the pre-emi nent pl atform for
onl i ne di stri buted anal yti cs
and content shari ng, al l owi ng
users to shorten, share, and
track l i nks i n real -ti me as they
propagate through soci al di stri-
buti on networks. Previ ousl y,
Todd was an archi tect wi th Beta-
works, a new medi a company
focused on startups i n the real -
ti me communi cati ons, publ i c
col l aborati on, and di stri buti on
spaces. He hol ds degrees i n
Economi cs and Neurosci ence &
Behavi or from Col umbi a Uni -
versi ty. Pri or to uni versi ty, Todd
was at AOL, where he was a
member of the engi neeri ng team
that developed MapQuest and
Movi efone, amongst other web
properti es.
It is a dramatic change
compared to old times
when all of it had to get
through the bottleneck of
curated media. He says:
“The content distributors
play a very important role
in this new ecosystem,
whereas earlier just the
content creators were as
important.”
data & I dentI ty DLD10
Todd Levy
bit.ly
94 DLD10 monDay 25 january
There are more opt -ins than opt-outs. The fact that there is little control
over the content that is written about the user is a growing issue.
The Web destroyed the retention limits for information.
their content through links, via
Twitter, Facebook, and the like, and
almost in real time. It is a dramatic
change compared to old times when
all of it had to get through the bot-
tleneck of curated media. He says:
“The content distributors play a
very important role in this new eco-
system, whereas earlier just the
content creators were as important.”
Magid expresses his concern that de-
faults tend to prevail: “There are more
opt-ins than opt-outs.” The fact that
there is little control over the content
written about the user is a growing
issue. The Web destroyed the retention
limits for information. Content
which is accepted now can be a big
problem in ten years from now.
Mike admits that tags on compromis-
ing photos can be deleted – the photo
itself cannot. Dave argues that users
need to realize that they cannot really
control their reputation online very
well: “You can go to the primary basis
and edit the data but you can scarcely
control your reputation. Every piece
of data on you can never be destroyed
totally.” Mike tries to becalm: “There’s
a huge difference between existence
and discoverability.” Acknowledging
the problem, he says that the frst
hit on Google is the frst point of
reference for many people. If the frst
hit is output of one’s self-expression,
one regains control. Phillip jumps in
and mentions that the most natural
reaction is to cut down the activities
at the cost of losing many useful
mechanisms. He suggests that there
will be counter services for repu-
tation management and adverts to
the importance of transparency and
control as well as the relevance of a
conscientious and cautious mindset
of the user.
Todd optimistically predicts that fu-
ture technology is likely to have better
tools to contextualize and pull in
more data like reputation, reliability,
and relevance, to assure that the best
quality information is highlighted.
Starting with audience interaction,
Mr. Vega from Stanford University
offers the approach that a company-
centric view should turn into a cus-
tomer-centric view. First to respond
is David, who defnes his company’s
view as very user-centric: “We want
to use the data to delight. We focus
on what the users might want instead
of what the marketer wants.” Mike
agrees and says the integration of ads
as content suggestions that match the
profle are more successful.
Phillip stresses that the trends force
the industry to work very user-centri-
cally. The mechanisms for the quali-
fcation of ad performance are based
on the engagement of users, and
enforce the user-centric perspective.
A whole new universe of advertise-
ment, data security, and privacy
opens up with “localization.” Most of
the services are by default, and one
has to opt-out. Others are based on
the opt-in mechanism – the check-in
phenomenon of foursquare.
Magid gives food for thought: “The
location used by mobile devices is
tied to a phone number; this phone
number is tied to a person. While a
cookie is not sensitive, this is really
personal. On the one side, it is very
effective for advertisement; on the
other side, privacy issues are really
delicate and sensitive here.”
Another concerning aspect the au-
dience brings up is the space of recre-
ation of data about data, and data
about its movement. This explosion
of collected data will be only more
sensitive when robots from the future
can access it through technologies
like face or voice recognition. Closing
thoughts for the appropriate reac-
tion to and handling of the massive
data embrace control over individual
data, and the need for a new class of
information and service workers. Or
how David puts it: “We have to not
only think about what is technically
possible, but also about what is ethi-
cally right!”
95
There are more opt -ins than opt-outs. The fact that there is little control
over the content that is written about the user is a growing issue.
The Web destroyed the retention limits for information.
Dr. Magi d Abraham i s Presi dent,
CEO and Co-Founder of comScore,
Inc. He i s focused on product
devel opment, busi ness strategy
and mai ntai ni ng comScore’s
i ndustry l eadershi p. Throughout
hi s career, he has been a prol i fi c
i nnovator who desi gned pi o-
neeri ng marketi ng appl i cati ons
that became standards of CPG
marketi ng practi ce. Dr. Abraham
is an expert on market research,
consumer model i ng and i nno-
vati ve i nformati on sol uti ons. In
2009 he recei ved the AMA’s
Parl i n Award, demonstrati ng
‘outstandi ng l eadershi p and sus-
tai ned i mpact on advanci ng the
evol vi ng professi on of marketi ng
research (…)’. Further Awards
i ncl ude the Paul Green award
by the Ameri can Marketi ng As-
soci ati on and the AMA’s Wi l l i am
F. O’Del l Award. He was i n-
ducted i n the Entrepreneurshi p
Hal l of Fame.
data & I dentI ty DLD10
Magid Abraham
comScore
96 DLD10 monDay 25 january
changing
the equation
Technology can change the
equation to fnd a different answer
for a sustainable global society.
Michael Mendenhall
Michael Mendenhall, Senior Vice Pres-
ident at Hewlett-Packard, tackles the
questions of tomorrow. The big forces
which are transforming the world
economically and socially bear great
opportunities in revolutionizing reali-
ty. HP targets their operation felds
in energy, health care, and education.
Hewlett-Packard is a global company:
70 percent of their revenue is gener-
ated outside the US. Consequently, the
company’s strategy and thinking in
the macro level is globally oriented.
Worldwide long-term forces change
rapidly: demographics, migration,
globalisation, and the information ex-
plosion are reshaping the landscape.
In front of these fundamental econom-
ical and societal challenges, Michael
Mendenhall shares his macro outlook
about the future.
By 2025 the world population will ex-
pand by approximately 20 percent, an
increase from 6.6 billion to 7.8 billion
people. These emerging growth pat-
terns vary widely by country: in India
the number of people between 20
and 50 will grow more than 60 percent
while in Germany the number of
people under 60 decreases by about 28
percent. The growing younger pop-
ulation in developing markets implies
an increasing demand to access new
opportunities. At the same time, the
aging population in developed mar-
kets will have an augmented need in
support and services. The rapid process
of urbanization – cities worldwide
are expanding by 60 million people
annually – has a signifcant impact for
IT. By 2040 the global middle class is
projected to swell from 400 million to
1.2 billion. This raises the demand in
the current infrastructure.
The information explosion is still at
the beginning. At the moment, about
20 percent of the world’s population
is online, and 4 billion wireless, hand-
held devices are in the market. The
97 changi ng the equati on DLD10
information doubles every 4 years, the
digital content even doubles every 18
months. If this data is uncontrolled,
it is only noise – organized and con-
trolled, this data is knowledge.
Overall, the infrastructure that has
been built over the last 100 years
doesn’t map the needs of the next 100
years. Fast growing demands are
tapping out diminishing resources.
With one powerful exception: the
idea. The human capacity for inno-
vation is our greatest resource. A
revolution is taking place in the world
of information: open industry stan-
dards (hardware) led to the democra-
tization of technology; the respective
software automates processes, man-
agement, and knowledge discovery;
and the transformation of growing
digital content – transmitted to always-
connected mobile devices in real time
– ultimately delivers everything as a
service. Michael stresses: “In the future
there will be more people with more
access to more information wherever
and however needed!”
In all this, technology presents a pow-
erful tool to get the right information
to the right place at the right time. It
enables better resource utilization and
decision-making, and applying IT
will play a crucial role in fnding a so-
lution to the biggest challenges of our
society. Projecting this intelligence
from the cloud out into the world can
change the equation for the most fun-
damental societal obligations: energy,
healthcare, and education.
In the energy feld, IT has the poten-
tial to make the energy-intensive
processes more transparent, effcient
and light. Michael gives an example:
in 2007, 2.3 billion magazines were
never read. A solution to this resource
mismanagement is offered by the
HP service MagCloud. It produces a
magazine on demand and eliminates
dispensable warehousing, distribu-
tion and waste. The healthcare sector
can be profoundly improved with a
broader implementation of IT. Digital
hospitals can integrate the entire clin-
ical experience with technology and
industry standards can harness the
genomics for personalized medicine.
In education, IT expands the horizon
of what education can deliver. In a
partnership programme with UN-
ESCO, HP launched the University
e-Infrastructure for Africa with a cloud-
based model, shared computing stor-
age and remote laboratories. Mobile
education broadens communities,
the economy, and stimulates intercul-
tural communication.
For the future, Michael desires truly
sustainable cities, a highly personal-
ized healthcare system available for
everyone and an education without
boundaries fuelling global economic
prosperity: “Technology can change
the equation to fnd a different an-
swer for a sustainable global society.”
98 DLD10 monDay 25 january
michaeL menDenhaLL
hp
99 changi ng the equati on DLD10
In the future there will be more people
with more access to more information
wherever and however needed!
Michael Mendenhall is Senior Vice
Presi dent and Chi ef Marketi ng
Offi cer at HP. The organi zati on
oversees brand strategy, inter-
nal and external communications,
digital strategy, global ci ti zen-
ship, integrated design, customer
i ntel l i gence, servi ces and op-
erati ons, and hp.com. He i s a
member of the Worl d Econom-
ic Forum’s Global Agenda Council
on Marketi ng and Brandi ng, the
Academy of Tel evision Arts & Sci-
ences, the senior advisory board
of the Executive Marketing Coun-
ci l and the Marketi ng 50. Most
recently, Michael was recogni zed
as marketer of the year by the
Delaney Report while at the same
ti me, HP was recogni zed as
the technol ogy marketer of the
year by Marketing Dai l y. Mi chael
recei ved a bachel or’s degree
from Emerson Col l ege i n Boston.
Michael Mendenhall
HP
102 DLD10 monDay 25 january
heaLth
103
There is a signifcant trend towards personalized
medicine and the empowerment of the patients.
Stefan Oschmann
Tech-savvy trend scout Esther Dyson
introduces us to “the most important
thing at DLD 2010.” Healthcare. To-
day, the economics of healthcare are
based on a huge lucrative market with
only a few stakeholders. This session
focuses on the effects of user-gener-
ated content and personalized research
on the traditional industry and the
perspectives of this feld, respectively.
Is healthcare the next market to be
disrupted?
The evolution of user-generated
content has not spared the healthcare
landscape. Services advertise for
people who are trying to stay healthy.
People share health tips and try to
engage other people in healthier be-
haviour, and markets for sensors
and devices that measure the condition
of your health are emerging. The
lion’s share of established doctors and
scientists call this unscientifc, and
react like priests in medieval times:
“We read and interpret the bible for
you. There’s no need for the Guttenberg
bible,” compares Esther. She consid-
ers the shift towards user-generated
health inevitable. Alain Rappaport
shares this view and explains the sys-
tematic approach of Microsoft.
The basic principle of Bing is to fo-
cus the search on tasks and intentions
of the user rather than just follow the
hit-and-miss tactics of the keyword
concept. Inducing this concept into
the knowledge-intensive health space,
it is even more important to precise
the intentions of the user. In the search
perspective, the focus lies in enabling
the user to take action through embed-
ding more knowledge into the sys-
tem, and surfacing more information,
data, and syntheses in this supercom-
plex domain. Another essential part
is the health vault component. The
ownership of one’s personal data is
crucial. Still, this controlled data
can be shared on a platform in order
to optimize the search results, and
to obtain recommendations for the
indicated institutions. Alain stresses
that “the key mission is to fgure out
valuable information in the noise
of user-generated space, synthesize it,
and present it in an instant way.”
Stefan Oschmann confrms that the
healthcare sector expects a dramatic
shift. He reckons that the industry is
still based on a 19th century fashion
of thinking, both in funding and
delivery. “There is a signifcant trend
towards personalized medicine and
the empowerment of the patients,”
says Stefan. He adds: “It is evident
that people take health into their own
hands.” The downside of it is an even
greater decrease in data privacy.
health DLD10
104 DLD10 monDay 25 january
stefan oschmann
MSD
105
After obtaining a Ph.D. at the
Technical University of Munich,
Stefan Oschmann worked for the
International Atomic Energy Agen-
cy and the FAO/ IAEA. In 1989
he joined Merck & Co. Inc. (MSD),
where he was employed in various
posi ti ons i n Bel gi um, Hol l and
and Austri a. From 1994 to 1999
he was Managi ng Di rector of
MSD Austria and in 1998 was ap-
pointed Vice President, Central
und Eastern Europe of MSD. From
1999 to 2005 he was Vice Presi-
dent of MSD Europe and Manag-
ing Director of MSD Germany
and from 2005 to 2006 Seni or
Vice President, Worldwide Human
Health Marketing. In 2006 he was
appoi nted Presi dent, Europe,
Mi ddl e East, Afri ca & Canada,
and si nce 2009 Stefan heads the
new MSD Emergi ng Markets
organi zati on, whi ch i ncl udes Asi a
Paci fi c, Eastern Europe/Mi ddl e
East/Afri ca and Lati n Ameri ca.
health DLD10
It is evident that people take health
into their own hands. The downside
of it is an even greater decrease in
data privacy.
Besides personalized medicine, he
spots other signifcant developments
in the pharma industry. One very
opposite trend goes towards paternal-
ism: quite a lot of countries adopt
centralized healthcare systems which
are linked to funding and rationing.
Secondly, 90 percent of the pharma
growth in the next 5 years will take
place in the emerging markets. Last but
not least, a break-through barrier
has built up. The last few years have
shown an explosion of innovation.
Huge productivity has led to more out-
put of basic research than ever be-
fore. However, it is very diffcult to
translate the research into the market-
place. Overall, Stefan concludes that
“pharma companies totally need to re-
think their role in life.”
Responding to Claudia Gonzalez’s
question on how the user-generated
health can be integrated in the
structure of big companies, Esther
notes that the evolution is bottom-
up generated and primarily grows
wildly. Alain adds that there will be
so much correlated data and either a
priori or real-time analysis of user-
generated content that the big pharma
Stefan Oschmann
MSD
106 DLD10 monDay 25 january
We read and interpret the bible for you.
There’s no need for the Guttenberg bible.
Esther Dyson i s the Internet’s
court jester, an active participant
wi th no formal power but wi th
interests in most interesting new
devel opments. She i s on the
board of consumer genomi cs
company 23andMe, and an
Investor i n Thi ngd and Rezz.i t,
both on her panel about ‘The
Internet of Things’. She is also on
the boards of Ai rshi p Ventures,
Meetup, Evernote, Voxiva (mobile
heal th), WPP Group (the bi g
marketi ng company), and several
others. Her investments include
heal th-ori ented compani es such
as Keas and Pati entsLi keMe,
and she is publishing her genome
onl i ne at personal genome.org.
Last year, she came to DLD from
Star Ci ty, Russi a, where she
was training as a backup cosmo-
naut. Thi s year, she’s headi ng
to Davos and then to Russi a to
afflict the comfortable and com-
fort the afflicted.
Esther Dyson
EDventure
companies will eventually use this
information in a very upstream way.
He sums up the self-enforcing effect
of the personalization: the treatment
gets more personalized, segmented
and targeted – which in turn generates
even more user-generated data. This
process is the beginning of a revolution
that reforms both the clinics and
science. Talking about his experience
with Merck, Stefan points out that
pharmaceutics is a highly regulated
industry that has an initially slower
organisational innovation pace.
Examples such as projects with coop-
eration partners like NOKIA and
Apple that aim at holistic solutions
for problems such as diabetes prove
their capabilities to reform and adapt
to new technologies.
Finalising the session, Esther surveys
the DLD crowd: “Who is monitoring
his sleep cycle, the blood pressure
or the weight on a daily base?” Noting
little reaction in the audience, she
says: “This is like asking who has an
e-mail address 20 years ago. Let’s talk
about this again at DLD 2020.”
Watch out – Esther is usually right
about the “next big thing.”
107
esther Dyson
EDVENTURE
health DLD10
above:
Al ai n T. Rappaport,
Stefan Oschmann
below:
Esther Dyson wi th
Al ai n T. Rappaport
108 DLD10 monDay 25 jAnuARy
Dr. Al ai n T. Rappaport i s general
manager of heal th search i n
the Bing group at Microsoft Corp.
Before joining Microsoft, he was
founder and CEO of Medstory
Inc., whi ch Mi crosoft acqui red i n
2007. Before Medstory, Dr. Rap-
paport was Co-Founder, Presi-
dent and chi ef sci enti st of Neu-
ron Data Inc. a gl obal l eader
i n arti fi ci al i ntel l i gence and other
busi ness-cri ti cal software com-
ponents servi ng a wi de range of
i ndustri es, i ncl udi ng heal thcare.
Whi l e worki ng at NASA, he fo-
cused on Internet computing and
other strategi c i ni ti ati ves. Dr.
Rappaport recei ved hi s medi cal
degree from the Necker Si ck-
Chi l dren School of Medi ci ne,
René Descartes Uni versi ty, and
hi s doctorate i n mol ecul ar phar-
macology from the Pierre and
Mari e Curi e Uni versi ty i n Pari s,
France.
The basic principle of Bing is
to focus the search on tasks and
intentions of the user rather
than just follow the hit-and-miss
tactics of the keyword concept.
Alain T. Rappaport
Microsoft
aLain t. rappaport
MICROSOFT
110 DLD10 monDay 25 january
“On September the 15th, 2008, capi-
talism as we knew it ended,” states
Matthew Bishop, and kicking off the
conversation about global capital.
The day Lehman Brothers went bust
marked the date of the outburst of
the crisis. It was not only a banking
failure but the failure of a whole set
of ideas, the relation between the state
and the market, and the capitalistic
system itself. Over the previous 25 years
the ideology of capitalism was un-
questioned. The economic world was
dominated by a version which left
it all to the fnancial system – without
a moral compass or an effcient ex-
ternal regulatory regime. In the face
of this crisis, the discussion with
experts Philipp Freise, Christian Anger-
mayer and Uwe Feuersenger revolves
around the question of causes, effects
and possible solutions.
For Philipp it is not merely a crisis of
the fnancial system. The economic
near-death experience indicates a deep-
er societal and moral problem. Ad-
ditionally, it is a fundamental miscon-
ception to raise the living standards
based on increasing debts rather than
on increasing productivity. Christian
does not detect a crisis of capitalism as
a whole either. He fgures it is still
the only way to work society econom-
ically. External factors might have
infuenced the process, but the root
cause of the crisis is within the fnan-
cial system. He feels that a fundamental
cause is the missing Entrepreneur-
ship in banking systems. Instead, it is
manager managed. Consequently,
a different risk assessment takes place
due to the lack of direct connections
between the corporate world and the
banking system. Uwe notes that an
imbalance has been generated. The cen-
tral problem is the bonus system
without creating sustainable value as
justifcation. If banks would be run
like enterprises, the short-sighted focus
would not be possible and substitut-
ed with a long-term perspective as well
as a focus on long-term returns. As
a radical liberalist, Uwe wouldn’t mind
if other banks would have gone bust.
Philipp disagrees with that statement:

“There exists an immediate necessity
to save the interconnected system.” Nev-
ertheless, he regrets that the chance
was missed to impose the right changes
in the time of disillusion. “The West-
ern world is staring in the abyss – we
are all in this together,” he notes.
The median income has stagnated over
the last ten years. According to him,
it is not about redistributing the pie
but about getting the pie to start
growing again. “For this challenge, we
need fundamental innovation and a
We need to view the fnancial
system as a massive network.
Matthew Bishop
gLobaL capitaL
111
working fnancial system,” concludes
Philipp. Matthew intervenes and
makes the remark that in the past 25
years the economy was driven by
fnancial innovation and intellectual
dynamism. Obama’s politics now
intend to roll back the clock to the
ffties and ban innovation in the
fnancial system. Christian picks up
that notion and claims that bank-
ing doesn’t need innovation. It should
be a very simple business: a service
provider for the client. “For some rea-
son people believed that there is
money coming out of money,” he
says, and reminisces about the time
when money was used as a catalyst to
produce something. “A bank doesn’t
create a value!”
To him, bankers should stop think-
ing that a fnancial product creates
value, that banks should be reduced
to their core competences, and that
the banking system should split up
into investment banks and consumer
banks. Picking up Obama’s measures,
Uwe alerts that this policy could
have a partially disastrous effect. The
US is the giant in private equity
and venture capital – 20 percent of
the GDP is generated by VC and
PE – and impeding this system can
be a big hit for the US economy.
Navigating the discussion smoothly,
Matthew expresses his concern that
the denial of a fundamental problem
and the continuous existence of mas-
sive bonuses provoke a very populistic
response by governments and reduce
it to the banking sector. Addressing the
speakers, he asks for alternative ideas.
Uwe stresses that everything is net-
worked, but there is no “system-ad-
ministrator.” One thing led to another
and the system collapsed in a domino
fashion. Matthew agrees: “We have to
improve the highly elaborated system
instead of breaking it up!” Philipp crit-
icizes that this viewpoint is too sim-
plistic and is missing a fundamental
point: among the top fve banks in
the world, four are Chinese. The West
cannot solve this problem alone. “We
should sit down in a G 20 context
and draft consequences and rules in a
comprehensive way!” Christian sup-
ports this standpoint and adds that
even though it might be the right way,
unilateralism will fail, and a multi-
lateral approach – including Europe
and China – has to be projected.
Reacting to input from the audience,
Matthew explains the Triffn dilemma:
a construction failure in the Bretton
Woods system results in the fact that
the most reserved currency, the
dollar, is not suffciently backed with
gold, and the defcit systematically
emerges. Referring to the proposition
to replace the dollar as a reserve cur-
rency with a new global currency, he
asks the speakers whether they think
there’s an appetite for a supranational
currency. They jointly doubt prospects
of change. The US can maintain its
global reach and empire status with
the demand of US dollars while Chi-
na – sitting on 40 trillion US dollars
– can expand its political and econo-
mical reach with the US currency.
Summing up the insights of the
session, Matthew concludes that the
fnancial system should be viewed
as a network which is incredibly badly
run and doesn’t have any processes in
place to react when the network cra-
shes. Asking the speakers for a quick
brainstorming on possible reforms,
more entrepreneurial spirit in the
banking system, the end of unilater-
alism and the end of state emergen-
cy actions were proposed. Finally,
Matthew addresses the DLD commu-
nity: “I hope that many of the people
here start to talk to the economists
about how networks work. This way
we can achieve a more sophisticated
economic regulatory system that is
based in proper understanding of the
network.”
global capi tal DLD10
112 DLD10 monDay 25 january
Uwe Feuersenger (born i n 1964)
started hi s professi onal career
in the fields of Marketing and Sales
i n the IT i ndustry. He founded
and co-founded a number of com-
panies i n the earl y days of the
Internet. As Management Consul-
tant with focus on venture capi-
tal, he worked in Atlanta and San
Francisco between 1997 and
1999. In 2000, he returned to Ger-
many und supported several
start-ups as Busi ness Angel and
Consultant. Between 2000 and
2006, Mr. Feuersenger was Mana-
gi ng Partner of fi rstVentury, an
earl y stage Venture Capi tal i n-
vestor with focus on hi gh-tech
compani es. Si nce October 2006
he i s Chai rman of the Board
and CEO of aeris CAPITAL AG, a
private investment advisor based
i n Pfäffi kon, SZ.
Chri sti an Angermayer i s Founder,
CEO and one of fi ve Managing
Partners of the Angermayer,
Brumm & Lange group of com-
panies, one of Germany’s largest
and fastest growi ng i ndepen-
dent fi nanci al servi ces groups.
Via several subsi di ari es, ABL
i s acti ve i n the fi el ds of Asset
Management, Weal th Manage-
ment, Product Di stri buti on, and
Investment Banking. Especi al l y
ABL’s asset management acti vi -
ti es focus on the core topi cs
our pl anet has to face – l i ke cl i -
mate change and the economic
development of Africa. Within the
partnership, Christian is respon-
si bl e for Busi ness Devel opment,
Internati onal Rel ati ons and the
Investment Banki ng di vision. Be-
si des hi s entrepreneuri al acti vi-
ti es, Chri sti an i s acti ve i n several
soci al responsi bi l i ty i ni ti ati ves
wi th a speci al focus on cl i mate
change and Afri ca.
Uwe Feuersenger
Aeris Capital
Christian Angermayer
Angermayer, Brumm & Lange
christian angermayer
angErmayEr, brumm & langE
PhiliPP Freise
kkr
114 DlD10 monDay 25 january
For this challenge, we need
fundamental innovation and
a working fnancial system.
Phi l i pp Frei se, Di rector wi th US
i nvestment fi rm Kohl berg
Kravis Roberts (KKR) in London,
was personal l y i nvol ved i n
KKR’s i nvestments i n Demag,
Zumtobel, MTU Aero Engines,
Dual es System Deutschl and –
Der Grüne Punkt, A.T.U., AVR,
SBS Broadcasti ng, ProSi eben-
Sat.1 and BMG Ri ghts Man-
agement. Freise leads KKR’s Eu-
ropean medi a team. Frei se, a
schol ar of the German Nati onal
Scholarship foundation during his
studies at WHU Koblenz, EDHEC
Lille and University of Texas at
Austin, McCombs School of Busi-
ness, where he graduated top of
his MBA class, worked at McKin-
sey & Company in Vienna, Frank-
furt and New York and co-founded
Berl i n-based i nvestment fi rm
Venturepark before j oi ni ng KKR
i n 2001. Frei se was named a
Young Global Leader of the World
Economic Forum in January 2009.
Matthew Bi shop i s Ameri can
Business Editor and New York
Bureau Chi ef for The Economi st.
Hi s new book ‘The Road From
Rui n: How to Revi ve Capi tal i sm
and Put America Back on Top’
was publ i shed i n February. Hi s
previ ous book, ‘Phi l anthrocapi -
tal i sm: How Gi vi ng Can Save the
Worl d’, has been cal l ed ‘i mpor-
tant’ by Bill Clinton. Before joining
The Economi st, Matthew was
on the faculty of London Business
School , where he co-authored
three books for Oxford Uni versi ty
Press. He has served as a
member of the Sykes Commi s-
si on on the i nvestment system
i n the 21st Century. He was also
on the Advi sors Group of the
United Nations International Year
of Microcredi t 2005. The grad-
uate of Oxford Uni versi ty has
al so been honored as a Young
Gl obal Leader by the Worl d
Economi c Forum.
Philipp Freise
KKR
Matthew Bishop
The Economist
115 global capi tal DLD10
matthew bishop
thE Economist
117
I hope that many of the people here start to talk to
the economists about how networks work. This way
we can achieve a more sophisticated economic regu-
latory system that is based in proper understanding
of the network.
global capi tal DLD10
118 DLD10 monDay 25 january
“Everything will change. There’s a
magnifcent sweep of the intellectual
landscape in front of us,” says David
Gelernter, in his second manifesto
published by Edge in 2000. Ten years
later, the annual Edge question 2010
asks: “How is the Internet changing
the way you think?” This question is
inspired by the interview with Frank
Schirrmacher about the “Age of the
Informavore” which he defnes as the
organism that consumes information.
At DLD 2010, the intellectual ele-
phant round, including “Lord of the
Cloud” David Gelernter, Frank
Schirrmacher, and Andrian Kreye,
revolves around its gravity centre and
cultural maestro, John Brockman.
Frank starts off crediting the inspi-
rational force of Edge and explains the
idea behind “Informavore.” It goes
back to Daniel Dennett, who noted
that a human being needs information
more than he needs food. Informa-
tion is not free; it consumes attention
and is paid by attention. In the ex-
ponential growth of information in
the Internet Age, the brain cannot
cope with the raw mass of data any-
more. The question is how to or-
ganize the relationship between the
immense amount of information
and the human brain. The modern in-
dustries seem to prove that Darwinian
structures exist in information. In
this sense, the best organisation of at-
tention wins. Yet this organization is
managed by algorithms and machines
rather than curated by human beings.
This is where Frank introduces his food
for thought and asks: “Is this not one
of the deepest changes in thought? The
question which idea will survive in
the information-overloaded society is
decided by machines and not by hu-
man beings anymore.”
David tunes in: “Herr Schirrmacher is
a philosopher. I look at things from
a more concrete point of view.” Accord-
ing to him, the pace of innovation
slows down as we face the two dangers
of complacency and mystifcation.
The attitude of the user should be gen-
erally more sceptical because tech-
nology has to be pushed both bottom-
up and top-down. Ultimately, the
Web makes markets, not ideas: “We
want the ideas to compete so we know
which one of them is good; and on
which we spend our limited amount
of attention. The web mechanisms for
supporting a free market do not yet
exist in a satisfactory form.” Further-
more, David questions why people
gather at DLD in Munich if the Web
was supporting a global market of
ideas: “First of all, the software is not
good enough. Second of all, we seek
out for each other more than we seek
out for information.”
Andrian notes that we are on an inter-
esting verge of evolution and compu-
ter technology. In the eighties, MIT’s
Marvin Minsky said that the really
important thing about computers is
what they are connected to and not
how powerful they are. It is exciting
that ideas have to prove themselves
in the vast market, but generally And-
rian fnds that the Web became re-
ally boring.
John intervenes sceptically: “We are
not talking about toaster ovens. The
Web is based on cybernetic ideas:
new patterns of connecting, non-
linear relationships between input
and output; A doesn’t go to B but
exists simultaneously. It’s a different
universe.”
Frank brings up the question whether
the market of ideas is following new
power structures or remains very
democratic, where every thought can
convince with good arguments. He
reckons that the new power structures
are algorithms and machine codes.
The individual cannot cope with
all the information and needs help.
If this is the Information Age, what are we so well
informed about? David Gelernter
informavore
119
These certain power structures gener-
ate a Darwinian survival of ideas
which opposes the concept of free.
Frank illustrates his point with Alan
Greenspan’s testimonial at the Ameri-
can Congress in the context of the
fnancial crisis. He claimed that they
were following two authorities:
Noble Prize Laureates and computers.
David critically mentions that the
overfow of ideas rather continuously
grew through ground-breaking
technologies, like the radio, over the
last 200 years. The average person
couldn’t cope with all the information
and started to rely on the FAZ or
some other editorial board he trusted.
David assumes that these power struc-
tures of curation will continuously
exist in the Web – with the same people.
Frank is not convinced: “It is an illu-
sion: there was an information over-
fow in the institutions. Now we face
an information overfow evolving
in individuals.” Technical flters are
needed to have access to ideas – Frank
states: “We are dependent on ma-
chines that select and determine the
market of ideas.” Giving an example,
he mentions Google’s predictive
search that determines content in the
real-time information overfow.
Andrian affrms that the machine will
start to learn about the individual
identity. Still, he wants the machine to
tell him much more beyond personal
limitations: “Can an algorithm do that?
Can an algorithm do that at all? You
are bringing up a problem where
predictive search is a too shallow solu-
tion,” says David. According to him,
the more profound question is how to
organize recognition for brilliant
ideas in time. This is still up to the
human being.
Frank reinforces his perspective:
“Information overload is real. The time
structure in information cannot be
delayed.” David responds that the live
stream he developed put every digital
asset in a cloud. If things appeared
and there was no time to deal with it,
you would copy it to the future to
get a second try. This simple attribute
of streaming software got lost in the
conservative industry. At implementa-
tion, they used the idea of a simple
stream in time but left out the simple
copy-transpose operation. Returning
to his key point, David says that users
should see the possibilities inherent
in live streaming and demand time
management.
Andrian questions if the demanding
consumer is not turning into the
i nformavore DLD10
122 DLD10 monDay 25 january
Is this not one of the deepest changes in
thought? The question which idea will
survive in the information-overloaded
society is decided by machines and not
by human beings anymore.
active consumer. Looking at Twitter,
the Tweetdeck is an organizational
concept that users developed them-
selves. “Maybe the demanding con-
sumer is too passive, but the active
consumer starts to mould it, at a
point where programming know-
ledge isn’t essential anymore,” notes
Andrian.
David agrees, but criticizes: “It doesn’t
go far enough. When I switch on my
computer there’s a Windows desktop
that was designed in 1974. Computer
scientists are very complacent.”
Asked for alternatives, Frank, referring
to a quote of David’s Manifesto – “com-
puting transcends the computer” –
says that thinking transcends the idea.
To him, only thinking about the
technological dominance in the mar-
ket of ideas is the alternative itself.
Responding to an audience question
regarding the enormous capabilities
of spotting brilliant stuff on the Web,
David answers in questions: “If the
Web has improved our way of thinking
and intellectual capacities that much,
where are the results? Where are the
great ideas that have emerged and
would not have otherwise emerged?
For that matter, if this is the In-
formation Age, what are we so well
informed about?”
He studi ed German and Engl i sh
Literature in Heidelberg; Philos-
ophy and German at the Cl are-
College in Cambridge (UK) and
obtained a Ph.D.. In 1989 he be-
came the head of the arts and
science department of the Frank-
furter Allgemeine Zeitung. Since
1994 he i s one of the Publ i shers
of the newspaper and he i s
accountabl e for the arts and sci-
ence department of the F.A.Z.
and the Frankfurter Al l gemei ne
Sonntagszei tung as wel l . Al so
1994 he was awarded ‘Journalist
of the Year’ for hi s superi or
discussion of the confl i cts resul t-
i ng of the generati on gap i n
hi s book ‘Das Methusal em-Kom-
plott’. 2007 he was distinguished
as the fi rst j ournal i st to recei ve
the Jacob-Gri mm-Prei s for Ger-
man Language. He was awarded
for hi s outstandi ng compl ete
works – honoured for his brilliant,
quality journalism.
Frank Schirrmacher
F.A.Z.
frank schirrmacher
f.a.z.
124 DLD10 monDay 25 january
Andrian Kreye was born and lives
in Munich. Since 2007 Andrian
Kreye works as Editor of the Feuil-
l eton at the Süddeutsche
Zei tung. From 1988 to 2006 he
lived in New York, working as a
correspondent for Süddeutsche
Zeitung, Frankfurter Allgemeine
Magazi n and Tempo. Duri ng that
time he also worked extensively
i n Lati n Ameri ca, Afri ca, Asi a and
the Middle East. In 1986 he was
part of the foundi ng team of the
magazi ne Tempo. He has pub-
l i shed four books about Ameri ca,
as well as written and produced
numerous TV documentari es.
Davi d was a board member at
the Nati onal Endowment for the
Arts 2003 – 2006, weekl y cul -
ture & pol i ti cs col umni st at New
York Post and Los Angel es
Ti mes; he’s been a seni or fel l ow
i n Jewi sh Studi es at the Shal em
Center, and a nati onal fel l ow
at the Ameri can Enterpri se Insti-
tute. He has worked on arti fi -
ci al i ntel l i gence and phi l osophy
of mi nd, among other thi ngs.
His work on the ‘Lifestreams’ sys-
tem i n the 1990s anti ci pated
today’s stream-based tool s at
the maj or soci al -networki ng
si tes and much other ongoi ng
work on ‘l i festreami ng’. Hi s
arti cl es and short pi eces have
appeared in many newspapers
and magazi nes; hi s essays are
wi del y anthol ogi zed. He hol ds
a BA and MA i n Jewi sh Studi es,
as wel l as a Ph.D. i n computer
science. He is contributing Editor
at the Weekl y Standard.
Andrian Kreye
Süddeutsche Zeitung
David Gelernter
Yale University
DaviD geLernter
yalE univErsity
126 DLD10 monDay 25 january
john brockman
EdgE.org
127
John Brockman i s a cul tural i m-
presari o whose career has en-
compassed the avantgarde art
world, science, books, software,
and the Internet. In the 1960s,
he coi ned the word ‘Intermedi a’
and pi oneered ‘Intermedi a ki -
netic environments’ in art, theatre,
and commerce, while also con-
sul ti ng for cl i ents l i ke the Whi te
House. He i s the founder of the
nonprofit Edge Foundation, Inc.
and Editor of Edge, the highly
acclaimed website devoted to dis-
cussions of cutting edge science
by many of the worl d’s bri l l i ant
thi nkers. In addi ti on, he i s Edi tor
of a seri es of books based on
the Edge Annual Questi on: What
We Bel i eve but Cannot Prove;
What i s Your Dangerous Idea?;
What are You Opti mi sti c About?;
What Have You Changed Your
Mi nd About?; and Thi s Wi l l
Change Everything.
John Brockman
edge.org
The Web is based on cybernetic ideas:
new patterns of connecting, non-linear
relationships between input and output;
A doesn’t go to B but exists simultaneously.
It’s a different universe.
i nformavore DLD10
128 DLD10 monDay 25 january
frank appeL
dEutschE post dhl
jochen wegner
focus onlinE
129
Deutsche Post DHL is the worlds
biggest logistics provider. How did the
economic crisis affect the company?
How does Deutsche Post DHL react
to the threat of the Web as a disruptive
process in the postal market? CEO
Frank Appel gives answers to the quest-
ions posed.
DHL works as a lesson for others in
how to respond to the effects of eco-
nomic crisis and the Web’s disruption
of their core business. The shrinking
of the lucrative market in the tradition-
al letter segment by 5 percent is
tackled with innovation. Still, at the
moment, the daily volume of served
letters amounts to 70 million per day.
Responding to Jochen Wegener’s
question if there will be a tipping
point, and if service will therefore
no longer be proftable, Frank Appel
prefers to say that “it is a chance to
gain shares in new markets and satisfy
user demand in a new fashion.” One
of the core businesses – the letter – is
under enormous threat. One way to
respond is the invention of the digital
letter, which contains all features of
the traditional letter: it is secret and
confdential for sender and recipient.
The idea is to bundle physical mail with
digital mail and offer this service as
a unique provider. This full service is
an elementary component in the
transition to the digital world and has
the advantage of global access and sys-
tematic archiving. Who doesn’t want
to receive a digital invoice for elec-
tricity in Singapore instead of return-
ing to a home off the grid? Moreover,
the Web is not only a threat but actu-
ally wouldn’t work without a sophis-
ticated logistics company. The goods
have to be delivered to meet the
customer’s expectations. Furthermore,
the decentralized manufacturing
and production organisation in global
value chains creates a huge demand
for global logistic networks.
All business is based on serving
consumer’s and customer’s needs
with the best talent you can fnd.
Frank Appel
network
network DLD10
130 DLD10 monDay 25 january
One wouldn’t associate Deutsche Post
with the British Health System, but in
fact they are essentially running the NHS.
As Chi ef Executi ve Offi cer of
Deutsche Post AG, Frank Appel
i s responsi bl e for the gl obal
management of the worl d’s l ead-
i ng mai l and l ogi sti cs servi ces
group. The Deutsche Post and
DHL corporate brands offer a
one-of-a-kind portfolio of logistics
and communi cati ons servi ces.
About 500,000 empl oyees i n
more than 220 countri es and ter-
ri tori es form a gl obal network
focused on servi ce, qual i ty and
sustai nabi l i ty. In 2008, Deutsche
Post DHL revenues exceeded
€54 billion. Frank Appel joined the
Group i n 2000 as Managi ng
Di rector of Corporate Devel op-
ment and has been a member of
the Group’s Board of Manage-
ment since 2002. In 2008 he as-
sumed the rol e of Chi ef Execu-
ti ve Offi cer. Pri or to j oi ning the
Group, Frank Appel was a manag-
i ng partner at McKi nsey & Co.
Frank Appel
Deutsche Post DHL
In the last 10 years the business’
growth was twice the growth of the
GDP. Differing labour costs in the
world guarantee the phenomenon
of globalisation. With the recovery
of the economy, growth will remain
twice the GDP due to the enormous
demand for logistic solutions. Ad-
ditionally, a strong innovation unit
combines R&D and business. One
current task is to reduce the carbon
footprint of logistics. This goal in-
cludes spin-offs for new products and
new technology. Frank Appel notes
that “creating new sources of revenue
depends on different thinking.” One
wouldn’t associate Deutsche Post with
the British Health System, but in fact
they are essentially running the NHS.
Facilitating the processes behind
the scenes in order to reduce the com-
plexity for the customer generates
various benefts for the system: better
services, lower costs, and more stan-
dardized processes. “There are no limits
for logistic companies,” he stresses.
Being the key player in Asia is a major
plus for DHL. At one stage, Asia will
have roughly 50 percent of the global
GDP, Frank Appel speculates. This
huge growth needs logistics.
frank appeL
dEutschE post dhl
132 DLD10 monDay 25 january
The effect of the fnancial crisis on your business was quite substantial. Deutsche Post
DHL is like an oracle. Logistics is the precursor of economics. What do you predict?
Jochen Wegner is Editor-in-Chief
of FOCUS Onl i ne, one of the
most wi del y read and fastest
growi ng German-l anguage
news si tes wi th 3.7 mi l l i on read-
ers. As Managi ng Di rector of
TOMORROW FOCUS portal he
i s al so responsi bl e for i nnova-
ti ve proj ects l i ke nachri chten.de.
Before that Wegner was deputy
sci ence Edi tor of FOCUS News
Magazi ne. He regul arl y publ ished
cover stori es about onl i ne me-
di a, hi gh-tech and research and
authored several books. Wegner
graduated from Col ogne School
of Journal i sm. He went on to
study Physi cs and Phi l osophy,
wrote hi s master’s thesi s about
the chaos theory of the human
brai n at the Department of Epi -
l eptol ogy, Uni versi ty of Bonn. He
i s founder of j onet.org, the l arg-
est onl i ne forum for j ournal i sts i n
German l anguage.
Jochen Wegner
FOCUS Online
Being that closely linked with the
global economy, Deutsche Post DHL
serves as an oracle. The company
itself suffered substantial effects of the
crisis with revenue dropping by 16
to 18 percent. Through the learning
processes caused by the crisis, Frank
Appel comes to the fnding that the
cost structure must be variable
without causing layoffs. Discussing
the fnancial system, he fnds: “All
business is based on serving consumers’
and customers’ needs with the best
talent you can fnd. You have the res-
ponsibility for both the customers
and employees. In the banking world,
some people lost contact to the real
world and did act without responsi-
bilities.” Consequently, Postbank
strongly refocused on its core business
of a customer demand service insti-
tution and distanced itself from high
risks.
As the CEO of a leading indicator and
precursor of the economy, Frank Appel
is very optimistic about recovery in
2010. Asked about the last quarter of
2009, he just smiles contentedly.
133
The effect of the fnancial crisis on your business was quite substantial. Deutsche Post
DHL is like an oracle. Logistics is the precursor of economics. What do you predict?
jochen wegner
focus onlinE
network DLD10
pabLos hoLman
intEllEctual vEnturEs
3ric johanson
intEllEctual vEnturEs
135
At conferences, one usually doesn’t
get to see real hackers demonstrating
their skills. This is a little different
at DLD. Pablos Holman and Eric
Johanson – both working at Intellec-
tual Ventures – show how to solve our
global problems – from malaria to
hurricanes and global warming – by
hacking them with an open mind and
a vision. Connect the unexpected!
Pablos kicks off with a little review of
what he presented over the four times
he appeared at DLD. In the past, he
told us how to hack into a hotel TV
network to determine what every-
one else was watching. With only one
computer in each room, he installed
a Bluetooth surveillance system at a
conference entitled “Computer Free-
dom and Privacy” and mapped an at-
tending Chief Privacy Architect as
he wandered around over the course
of the day. Additionally, he shared
insight into how to meet “chicks” on
MySpace, how to steal cars, and how
to hack into Jeff Pulver’s voicemail.
“There’s no hacking into anything
this time,” Pablos apologizes. The
spotlight is on their work at the lab.
They invent largely in the scheme of
being sponsored by other companies.
Performing “contract invention,”
their institutionalised part of hacking
provides the invention of solutions.
The lab includes a computational clus-
ter, and a huge machine park. Pablos
notes: “I spent most of my life trying
to get computers to the point where
they are fast and useful enough that
we can actually model the real world.
Now they are plenty fast and the slow
part is keeping up writing codes to
The mindset of hackers is really
good for discovering what’s
possible. Pablos Holman
inteLLectuaL
ventures
intellectual ventureS DLD10
right:
gary Shai nberg needs
qui te a l ot of paper
towel s after the coca-
col a experi ment.
136
make them do useful things.” The mind-
set of hackers is really good in dis-
covering what’s possible. Pablos notes
that hackers don’t take anything for
granted about what something is built
to, but rather fgure out the unin-
tended possibilities and what they can
build from the rebel. One example is
how a hacker approaches a protocol
diagram for SSL which supposedly
secures the connection between the
web browser and bank. They attack
the protocol at any point by fipping
a little one to a zero and vice versa in
the binary code to check the conse-
quences. The same techniques can be
applied to malaria, for example. In
the lab they work on bigger problems
that others are not necessarily pre-
pared to work on. In the case of malar-
ia, Bill Gates asked them to come
up with ideas to eradicate it. The life
cycle of the malaria virus is complex:
it spends some time in the mosquito
and some time in humans. Eric puts
it like this: “Billions of mosquitoes
die every year because people infected
them with malaria.” Still every year
about a million people – mostly in
Africa – die of malaria. It is a se-
rious but solvable problem. In the lab
they are attacking the problem in a
hacker’s way, at any point in the cycle.
The most advanced computational
epidemic-modelling team is modelling
the life cycle of malaria over the
course of a year. The model is highly
elaborate and takes into account
climate information, rainfall, and trav-
el of humans as potential carriers
of the virus. This way they can plan in-
tervention: what if DDT is spread in
June versus January?
DLD10 monDay 25 january
137
I spent most of my life trying to get computers to
the point where they are fast and useful enough that
we can actually model the real world. Now they are
plenty fast and the slow part is keeping up writing
codes to make them do useful things. Pablos Holman
intellectual ventures DLD10
138 DLD10 monDay 25 january
Eric then directs the conversation to
the most notorious malaria project.
One of the lab’s goals is not to elim-
inate outlandish ideas but rather
attempt to demonstrate whether they
are or are not feasible. His idea is to
suppress the mosquito population with
laser beams. To achieve this, he would
build a “laser fence” around a perimeter
with the use of LED fashlights that
bounce their beams to a fence post and
refect the light back again. The sen-
sor technology is very simple, and dra-
matically shrinking prices are expected.
Eric continues with details when Pablos
interrupts: “Eric is a little under-
stated about that. He basically bought
equipment on Ebay, put it together
and now his system is shooting down
mosquitoes with laser beams at a
hundred feet distance. As for false pos-
itives, if you don’t fap your wings
at a mosquito frequency, it will not
shoot you!”
Other projects sound quite outlandish
as well. Tackling hurricanes, their
idea is to cool down the ocean’s surface
in order to reduce the hurricane’s
devastating speeds. The strato-shield
project is planned to reverse the ef-
fects of global warming. If CO2 emis-
sions are not curbed fast enough,
their back-up plan involves construct-
ing a simple hose 20 km up to the
stratosphere, spitting out sulfur dioxide
particles in order to refect a little
bit of sunlight before it heats up the
greenhouse gases. One installation
in the Arctic would reverse the effects
to pre-industrial conditions. Addi-
tionally, Intellectual Ventures supports
an advanced nuclear research group
that is the frst to design new reactor
technology in 30 years. Currently
they are dedicated to designing a re-
actor powered by nuclear waste.
Finally, they are presenting a powerful
tool from the lab: the world’s fastest
high speed video camera. Is this really
about the camera demo, or do they
simply enjoy forcing Gary to stab a
well-shaken Coke can onstage? “You
didn’t get very much Coke on you
at all. We have to do this again,” says
Eric. Pablo agrees: “It would have
been so much better if it had gotten
him in the face.” At the end of the
day, a hacker’s soul is quite playful.
One of the lab’s goals is not to eliminate
outlandish ideas but rather attempt to
demonstrate whether they are or are not
feasible. The idea is to suppress the mosquito
population with laser beams. 3ric Johanson
139 139
Pabl os i s a futuri st, i nventor, se-
curi ty expert, and notori ous
hacker wi th a uni que vi ew i nto
both breaki ng and bui l di ng new
technol ogi es. Pabl os created
thi gh hol sters for cel l phones;
hel ped bui l d the worl d’s smal l est
PC; spaceshi ps at Bl ue Ori gin;
arti fi ci al i ntel l i gence agent sys-
tems; and the Hackerbot, a WiFi-
seeki ng robot. Pabl os i s work-
i ng at the I ntel l ectual Ventures
Laboratory where a wide varie-
ty of futuri sti c i nventi on proj ects
are under way i ncl udi ng a fi s-
si on reactor powered by nucl e-
ar waste; a machi ne to stop
hurri canes; a tool for deep brai n
surgery; and tools to help erad-
i cate mal ari a.
3ri c Johanson has been a hacker
for many years. He’s been i n-
vol ved wi th several successful
proj ects, most of whi ch he
can’t tal k about and never real l y
happened. What we do know
i s that he has desi gned and bui l t
a system whi ch shoots mos-
quitoes with lasers. His past work
i ncl udes excessi ve vol tages,
Shmoocon, Hackerbot Labs (A
Seattl e-based hackerspace),
vend-o-rand and rai nbowtabl es.
By day, he is a Project Scientist
and Entropy Generator at Intellec-
tual Ventures Laboratory; by
ni ght, he has been spotted wear-
ing his ‘so sue me already’ t-shirt
whi l e dri nki ng over-caffei nated
coffee. His hobbies include build-
ing and breaking things in secret
underground l ai rs.
intellectual ventureS DLD10
Pablos Holman
Intellectual Ventures
3ric Johanson
Intellectual Ventures
140 DLD10 monDay 25 january
Search is the key function for flter-
ing relevant data out of the noisy cloud.
There has been movement in the
market of late as new players emerge.
The diversity of the panel refects on
this: Ben Gomes of search giant Google,
Blaise Aguera y Arcas of the aspiring
competitor Bing, and Conrad Wolf-
ram of the fundamentally different
Wolfram|Alpha engine discuss the
status quo, technical possibilities, cul-
tural values and their visions for a
new kind of search.
Ben – the leader of search features at
Google – kicks off with a brief demo.
The fancy things – like real-time
search – that Google launches are only
the tip of the iceberg. The core part
of his work is to optimize the search
engine. Generally, search balances
two things: the importance of the article
and the relevance of the query. Last
year, Google launched 500 changes,
some to improve solutions, such as
the synonym search function; some that
implement new functions, such as a
translation feature that grants access to
documents in foreign languages; and
some which are dedicated to develop
techniques that flter spam. This
constant enhancement takes place
behind the scenes and is not really
visible to the naked eye of the user.
Today, there’s a clear trend towards
answer-oriented systems. Conrad
describes the goal of their fundamen-
tally different “knowledge engine”
as “getting the right answer out of the
massive dataset.” From one end,
Wolfram|Alpha sucks in data and cu-
rates knowledge. From the other
end, the engine attempts to under-
stand linguistically what you are
typing in the box. The live computa-
tion between the two ends is done
in a cloud and is sent back formatted
to the webpage. Conrad illustrates
the system with the query: “How was
the weather when Angela Merkel
was born?” “The average temperature
was 17 degrees with a relative hu-
midity of 65 percent,” answers the
engine, in a live-created weather
box. “As I do this with Gordon Brown
in the UK, and the weather turns
out grizzly and miserable, it works
even better,” adds Conrad. The magic
formula behind this is to implement
high-power computation, and apply
it to systemic knowledge which is
curated in the process. The engine
bears various forms of monetizing
through partnering – Bing already has
a license – or to apply the technique
of the internal information exchange
of organisations and governments.
The “knowledge” engine goes into a key
new direction. “It is a place where
high-power computation and knowl-
edge meet – at an exciting time when
data is getting democratized.” Conrad
concludes the discussion by offer-
ing an interesting allegory: “The com-
mon search engines work like librar-
ians. Wolfram|Alpha is like a per-
sonal research assistant to get exact
answers.”
In his brief introduction to Bing, Blaise
focuses on Bing Maps. Metaphysically,
the approach exploits structured data
to give answers instead of linking to
relevant documents. In this context,
the integration of the Wolfram|Alpha
knowledge engine is no surprise.
It is a place where high power computation and
knowledge meet – at an exciting time when data
is getting democratized. Conrad Wolfram
search
iLya segaLovich
YANDEx
ben gomes
GOOGLE
conraD woLfram
WOLFRAM| ALPHA
jochen wegner
FOCUS ONLINE
bLaise aguera y arcas
MICROSOFT
142 DLD10 monDay 25 january
left:
i nterface of the bi ng
search engi ne
143
Bl ai se Aguera y Arcas i s the
Archi tect of Bi ng Maps and MSN
at Mi crosoft. He works i n a va-
riety of roles: designer, coder and
strategi st, as wel l as l eadi ng
an Advanced Engi neeri ng team
currentl y focusi ng on soci al me-
dia, computer vision and graphics.
Bl ai se j oi ned Mi crosoft i n 2006
when his startup company, Sea-
dragon, was acqui red. Bl ai se
then directed this team in collabo-
rati on wi th Mi crosoft Research
and the Uni versi ty of Washi ngton
to produce Photosynth. He has
a broad background i n computer
sci ence, and has worked i n a
vari ety of fi el ds i ncl udi ng compu-
tati onal neurosci ence, com-
putational drug desi gn, and data
compressi on. In 2008 – 9 he re-
cei ved both the MIT Technol ogy
Revi ew’s TR35 award (35 top
i nnovators under 35) and Fast
Company’s MCP100 (‘100 most
creative peopl e i n busi ness’).
The interaction on Bing Maps is very
fuid. Fusing area imagery with a
SimCity-like view is reforming the
angle. At a more human scale, a
three-dimensional reconstruction
of pictures taken with panoramic
cameras on cars builds a platform of
interaction. This milestone is still
in the development stage. The idea is
to create a special environment in
which one can do all sorts of applica-
tions. Blaise describes the generated
three-dimensional space as a canvas
on which a lot of other things hap-
pen: “The surface works as an ecosys-
tem for all sorts of applications.”
Despite the dominance of Google
and the upcoming competition of
Microsoft’s Bing, niches still exist
where other players are vying to be
the market leader. The Russian
company Yandex represents this
phenomenon perfectly. Ilya explains
that their main goal is answering
questions and that all Russians are
addressed as an audience. Yandex is the
world’s second largest non-English
web portal and has approximately 56
percent of the search engine-gen-
erated traffc in Russia. Their strong
points and comparative advantages
are the understanding of the linguis-
tics and a deeply rooted access to
local information. Yandex is pushing
forward the extension of the Wi-Fi
in Moscow and cheaper Internet pro-
liferation in all of Russia.
Still, markets like Russia, China or
the Czech Republic remain the
exception to the rule. Google is very
successful in the large majority of
countries, stresses Ben. Under the
roof of a global approach to all ac-
tivities, Google runs specifc national
teams. “Competition in any country
is good. It pushes us to be better,” Ben
says. At any rate, benefts and syner-
gies originate in cross-country activ-
ities and the increasing mobility
raises an important share of interna-
Search DLD10
Blaise Aguera y Arcas
Microsoft
144 DLD10 monDay 25 january
Our main goal is to answer questions. Our
focused audience are all Russians all over the
world. Our strongpoints are understanding
the language, the linguistics, and having local
information other players don’t have.
145
iLya segaLovich
YANDEx
Search DLD10
146 DLD10 monDay 25 january
Il ya Segal ovi ch i s one of Yandex
Co-Founders and has been
Yandex Chi ef Technology Offi cer
and a di rector si nce 2003. He
began his career working on infor-
mation retri eval technol ogi es i n
1990 at Arcadi a Company, where
he headed i ts software team.
From 1993 to 2000, he l ed the
retri eval systems department
for CompTek I nternati onal . Mr.
Segal ovi ch recei ved a degree
in geophysics from the Moscow
Geol ogi c Expl orati on Insti tute i n
1986 and placed second in the
Al l Sovi et Uni on Math Ol ympi ad
in 1981. He also took an active
rol e i n starti ng Russi an research
and sci enti fi c i ni ti ati ves i n i nfor-
mation retrieval and computational
l i ngui sti cs.
Ilya Segalovich
Yandex
tional queries, for example an English
query in Munich. Nevertheless, Bing is
shaking up things on the global level.
Their most basic principle of success
is that Microsoft – fnally – under-
stood the importance of competing
in search. Baise explains: “Bing dif-
ferentiates and doesn’t compete in
a head-to-head way. The answers-
oriented approach results in a rich
page with many verticals that ag-
gregate structured data felds from
various kinds of services.” Moderator
Jochen Wegner adds that Bing is very
playful, and it seems as if Google is
now heading in that direction too. Last
year Marissa Mayer said: “There will
be no additional pixel on the website.”
Now Google is going through rapid
changes. In response, Ben repeats that
competition is very fertile but the
main focus of Google is on the user.
A driving factor for changes is the
availability of richer media types. New
kinds of content demand a new
treatment to present it appropriately.
This even includes the production
of one’s own small bit of information
instead of sending the user away.
Talking about the transformation
of the search industry due to new
technologies, Blaise points out that
the trend of more and more mo-
bile devices is signifcant. They record
your “life” with all the implicit sig-
nals of what one might search. Con-
sequently, they dispose of much
greater information than you can type
in the box. Localisation poses as a
key factor in this. Conrad articulates
his interest in search is to gain an-
swers that are coming back as appli-
cations. The construction of inter-
active applications exclusively built
for the query will improve the band-
width of communication between
the “author” and the “reader.” He states:
“As we use things on smaller screens
it becomes even more important to
interact.”
Ending the exquisite debate, Jochen
playfully tests the limits of the
answer-oriented potential and asks
Blaise if Bing knows which car he
should buy. With a grin on his face,
Blaise answers: “You should take
the public transport.”
147
Ben Gomes is a di sti ngui shed
engi neer at Googl e where he i s
a l ead for the company’s en-
gi neeri ng efforts on search fea-
tures. Ben has been wi th Googl e
for more than ten years and has
worked i n the devel opment of
nearl y al l aspects of the Googl e
search servi ce rangi ng from
crawl i ng and i ndexi ng to ranki ng
and new feature design. Pri or
to Googl e, Ben earned hi s Ph.D.
i n computer sci ence from UC
Berkel ey. He was born i n Dares-
sal aam, Tanzani a.
Ben Gomes
Google
Conrad Wol fram founded Wol f-
ram Research Europe Ltd. i n
1991 and i n 1997 al so became
Strategi c Di rector at Wol fram
Research, founded by his brother
Stephen. The compani es’ soft-
ware i s renowned worl dwi de for
i ts computati onal capabi l i ti es,
and is now also recognized as an
innovative software development
envi ronment and i nteracti ve de-
ployment platform. In 2009, the
Wolfram|Alpha knowledge engine
spin-off was launched to dramat-
i c i nterest. Conrad’s i nsti gati on
and l eadershi p of busi ness and
techni cal i ni ti ati ves has been
central to many new di recti ons
i n Wol fram compani es. He i s a
regul ar speaker on topi cs rang-
i ng from future technol ogy to the
new era of computati onal know-
l edge and the reform of math ed-
ucati on. Conrad hol ds an MA i n
natural sci ences and maths from
the Uni versi ty of Cambri dge.
Conrad Wolfram
Wolfram | Alpha
search DLD10
Jochen Wegner is Editor-in-Chief
of FOCUS Onl i ne, one of the
most wi del y read and fastest
growi ng German-l anguage
news si tes wi th 3.7 mi l l i on read-
ers. As Managi ng Di rector of
TOMORROW FOCUS portal he
i s al so responsi bl e for i nnova-
ti ve proj ects l i ke nachri chten.de.
Before that Wegner was deputy
sci ence Edi tor of FOCUS News
Magazi ne. He regul arl y publ i shed
cover stori es about onl i ne me-
di a, hi gh-tech and research and
authored several books. Wegner
graduated from Col ogne School
of Journal i sm. He went on to
study Physi cs and Phi l osophy,
wrote hi s master’s thesi s about
the chaos theory of the human
brai n at the Department of Epi -
l eptol ogy, Uni versi ty of Bonn. He
i s founder of j onet.org, the l arg-
est onl i ne forum for j ournali sts i n
German l anguage.
Jochen Wegner
FOCUS Online
148 DLD10 monDay 25 january
reaL time
149
As offine is slowly getting extin-
guished, communication becomes real
time. This major paradigm shift has
a huge impact. The panel is taking a
close look at the emerging real-time
Internet, based on a bunch of interest-
ing perspectives of Jeff Pulver, Bara-
tunde Thurston, Loïc Le Meur, and Raj
Nayaran. It comes as no surprise that
the panel discussion is accompanied
by a live discussion on Twitter that
is projected on a wall behind the pan-
elists.
Jeff begins the discussion of how the
ecosystem of communications has
changed with real time. In the tragic
events of the Haiti earthquake, he was
pulled into the events by real-time
web. Simply re-tweeting a message that
Doctors Without Borders was having
trouble landing a plane in Port-au-
Prince resulted in an interesting dia-
logue with US authorities. First, Jeff
got a tweet back from the US Air Force
informing him that they were on it.
An hour later, he received another
tweet that the plane had landed safely.
Compared to a priori events, Jeff
states: “In the case of Haiti, we were
all on the same frequency.” Over the
course of the events related to the
disaster, real-time communication
gave more examples of previously
unseen forms of crisis response mech-
anisms. For example, Wyclef Jean
invented fash money to raise money.
This methodology of combining the
fashmob with real-time power was
adopted by the Red Cross, which in-
stantly raised 10 million US dollars.
A couple of earthquakes ago, there was
a 40 minute gap between the quake
and the frst information on news.
google.com. From a Wall Street perspec-
tive, this is huge arbitrage. Beyond
that, real time has great potential for
putting politicians in offce, sharing
information, and for the self-brand-
ing of people.
Raj focuses on how real time became
the new medium for consuming
news and entertainment. Borrowing
the term “now medium” that Jeff
coined, Raj feels that such number as
Everybody is both consumer and
producer of real-time web. Raj Narayan
real ti me DLD10
150 DLD10 monDay 25 january
baratunDe thurston
THE ONION
151
40 million posts per day on Twitter
are “mind-bombing.” The essential
question is how to scan through the
noise to get to the valuable content.
Basic flters – the “plumbing” of real
time – such as keyword-related
search are provided by Twitter itself.
Tinker offers more elaborate flters that
systematically organize channels. As
he speaks, the DLD 2010 tinker chan-
nel is projected onto the screen be
hind him. Raj stresses: “Everybody is
both consumer and producer of real-
time web. It is very easy to publish.
The real challenge for the individual
is to get his voice heard in the noise
as well as fltering the relevant infor-
mation for himself.”
At last year’s DLD, Loïc Le Meur pres-
ented his video service start-up. With-
in no more than a year, he turned his
company Seesmic around and into
a manufacturer of Twitter clients that
he presents today. Seesmic has over
4 million downloads and is the Twitter
app running on the most screens.
His vision is to make it mainstream,
not only an instrument for geeks.
The Twitter client allows you to follow
without having an account, orga-
nizes categories and establishes chan-
nels. The TV metaphors speak for
themselves: the experiment attempts
to make Twitter more playful and
watchful in order to reach the main-
stream.
As the web Editor of the satire maga-
zine The Onion, Baratunde represents
Baratunde Thurston i s a come-
di an, author and vi gi l ante pundi t.
He was nomi nated for the Bi l l
Hicks Award for Thought Provok-
i ng Comedy, decl ared a Cham-
pi on of the Fi rst Amendment by
Iowa State, and cal l ed ‘some-
one I need to know’ by Barack
Obama. He has appeared on
ABC, NPR, the BBC, CNN, MSNBC,
The New York Ti mes and Com-
edyCentral.com. Baratunde is the
Co-Founder of Jack & Jill Politics
and performs regul arl y i n New
York City, where he works by day
as Web Edi tor and pol i tics czar
for The Oni on. He hosts Popul ar
Sci ence’s Future Of on the
Sci ence Channel , and he l i ves
i n Twi tter.
The magazine’s motto is “tu stultus es,”
Latin for “you are dumb.”
Real Ti me DLD10
Baratunde Thurston
The Onion
152 DLD10 monDay 25 january
Jeff Pul ver has been cal l ed ‘a
habi tual Entrepreneur who l i kes
to start Internet communi ca-
ti ons compani es’. He i s known
globally as someone who helped
popul ari ze the use of Voi ce over
IP (VoIP) and as the Co-Founder
of Vonage. In 2009 he created the
gl obal #140 Characters Confer-
ences, http://140conf.com/ which
expl ores the emergi ng real -ti me
I nternet. On February 12, 2004,
Mr. Pulver’s petition for clarifica-
ti on decl ari ng Free Worl d Di al up
as an unregul ated i nformati on
servi ce was granted by the Fed-
eral Communi cati ons Commi s-
si on (FCC). Thi s l andmark deci -
si on by the FCC was the first
deci si on i t made on IP communi-
cati ons.
a different kind of real-time profes-
sional. The magazine’s motto is “tu
stultus es,” Latin for “you are dumb.”
“As a Publisher you are thought to
respect the opinions of your audience.
We do not do that and they love the
abuse,” says Baratunde. After a comical
rapid fre of phony headlines – ‘Holy
shit! Man walks on fucking moon!’ –
and the fake history of the magazine’s
founder, Friedrich Zwiebel, Bara-
tunde peels the onion. In order to be
more mainstream and go where the
community is, the traditional weekly
magazine turned into a multimedia
outlet and now engages in real-time
events. The Onion intervenes in
Twitter vote reports or they interrupt
the view and post updates on what
is “really” going on at the Oscars. They
also participate in legitimate break-
ing news. When Charlton Heston died,
The Onion offered its “condolences”
in this way: “Film star Charles Heston
passed away in April at age 84. He is
survived by 5 guns, 14 grandguns and
11 great grandguns.” Another exam-
ple is Lou Dobbs. When the allegedly
racist CNN reporter resigned, The
Onion broke the news in this man-
ner: “Breaking: Lou Dobbs deported
from the US. CNN reporter was liv-
ing illegally in the country since
1961.” Baratunde smiles: “The irony
was beautiful, the comedy was true.”
At the end of the session, Tech-
Crunch’s Mike Butcher brings up the
question of how intelligent fltering
can be managed. Baratunde responds
that he should see it as a stream to
dip his toe into rather than as a glass
of water one has to constantly be
consuming. Raj thinks that by its
nature the system has built up a cou-
ple of respected curators who are
organizing channels: “It’s a medium
where people help to flter other
people.” Loïc agrees: “The flters might
become more intuitive and intelli-
gent, but the best flters are the friends
you trust.”
Jeff Pulver
Pulver.com
153 153
Loï c i s the founder and CEO of
the popul ar Twi tter & Facebook
appl i cati on and si te Seesmi c.
com. Seesmic makes i t easy to
reply to your friends and share
text, l i nks, photos and vi deos al l
i n one screen on mobi l e, web
and desktop. Loï c al so founded
and hosts the #1 tech event i n
Europe, LeWeb.net, wi th hi s wi fe
Geral di ne. Pri or to Seesmi c
and LeWeb, Loï c started several
other busi nesses such as Si x
Apart Europe, Rapi dSi te, a web
hosti ng servi ce (acqui red by
France Tel ecom i n 1999) as wel l
as B2L, an i nteracti ve agency i n
1999 (acqui red by BBDO). Busi-
ness Week named Loï c one of
the 25 most i nfl uenti al peopl e on
the web, and he advises the WEF
as well as covers the Annual Sum-
mi t every year i n Davos. Ori gi -
nal l y from the South of France,
Loï c l i ves i n San Franci sco,
Cal i forni a and has three boys.
The flters might become
more intuitive and intelligent,
but the best flters are the
friends you trust.
real ti me DLD10
Loïc Le Meur
Seesmic
154 DLD10 monDay 25 january
Raj Narayan i s the Co-Founder,
archi tect and Vi ce Presi dent
of Engi neeri ng at Glam medi a,
the No.1 pi oneeri ng verti cal
medi a company i n gl obal reach
for women onl i ne. Narayan
al so devel oped the fi rst page-
layout Editor for the Web and
hol ds two key Internet patents.
Hi s work has enabl ed more
than 10 million websites and over
a mi l l i on e-commerce stores.
most recentl y, Narayan l ed the
devel opment of Ti nker.com,
an exci ti ng new appl i cati on from
Glam, whi ch enabl es search,
browsi ng, and di scovery of real -
ti me conversati ons on soci al
medi a si tes and offers brand
adverti sers a safe pl atform
to engage wi th users of the real -
ti me web. Raj recei ved hi s B.S.
i n Computer Sci ence from the
Georgi a Insti tute of Technol ogy.
Raj Narayan
GLAM Media
baratunDe thurston
THE oNIoN
155 155
jeff puLver
PULVER.COM
real ti me DLD10
raj narayan
GLAM MEDIA
LoÏc Le meur
SEESMIC
156 DLD10 monDay 25 january
You can’t move fast enough.
You have to be willing to innovate.
Owen van Natta
spotLight
Social media is the great battlefeld
of Web 2.0. In the epic clash of
MySpace versus Facebook, Owen Van
Natta is the veteran to talk to.
He worked both for Facebook and
recently as the CEO of MySpace.
At DLD 2010 – still in his position at
MySpace – he is giving answers
and insights about the company’s
status quo and their vision.
Upon arrival, Owen’s frst impression
of MySpace was that the user-centric
approach was not fully explored: no
real attention was paid to what users
are doing, or what engages them.
Neither did they use this information
to drive innovation. Additionally,
excellence wasn’t delivered in all oper-
ational arenas. As a frst reaction, he
initiated a refocus on the core user-
value proposition: discovery, sharing,
and showcasing content. “This is
what has emerged organically on the
platform and generates the most
engagement,” states Owen. As a CEO,
he had to perform an assessment
quickly. Given the extensive amount
of data, he introduced a lot more
data-driven concepts to the decision
making process. He stresses that this
is very valid and precious for reforms:
“You can watch real-time what enga-
ged users are opting for by how they
spend their limited amount of time.”
MySpace has a different representation
of digital connections, a different
social graph than Facebook. It seems
more public, as the user’s expectation
is to meet people with whom they
have no connection in the real world.
Within the network, MySpace Music
is an autonomous joint venture
integrated in the site that was set up
to have ass ets in the innovation
of music. “It is absolutely exploding
right now. Over the last year we had
a 92 percent growth of unique users,”
says Owen. The joint venture struc-
ture is designed to have partnerships
with record labels, Publishers and
Artists of all sorts and to obtain the
157
necessary licenses. The general goal
of MySpace in the next wave of inno-
vation is to enable the user to take
their social graph with them. Owen
sees the future of the performance
of content management more through
people rather than through destina-
tions. The integration of Twitter on
MySpace is an essential part of that.
Responding to Spencer’s question
whether or not the openness impera-
tive always wins, Owen states: “It is
critical. Generally you should be push-
ing to be more open to keep up with
the evolution of the Web.” Still, the dig-
ital disruption of the music industry is
a massive space of innovation and not
a winner-takes-all market. Referring
to Mark Zuckerberg’s comment on the
decreasing privacy sensitivity of Face-
book users, Owen thinks a generalization
is impossible, but sees trends that in-
dicate younger generations in particu-
lar are getting more comfortable with
sharing more information. Overall,
MySpace wants to give a lot of choice
and control over privacy to the user.
A unique distinction of MySpace is
the design of the site as a canvas
where the user has a lot of options
and freedom for artistic expression.
Evaluating the status of MySpace,
Owen notes a shift from only user-
generated content to more producer-
generated content. From a market-
ing perspective, he says that they are
trying to be more brand-innovative.
MySpace is incredibly viral and social.
This bears huge potential and incen-
tives for partners.
As the discussion draws to a close,
Spencer wants to know if Owen
has learnt a lesson by his experience
at MySpace. Owen doesn’t waste a
second: “You can’t move fast enough.
You have to be willing to innovate.
You have to rebuild things before they
may seem to need to be rebuilt.”
Spotli ght DLD10
158 DLD10 monDay 25 january
owen van natta
MYSPACE
159
Owen van Natta i s the Chi ef
Executi ve Offi cer of MySpace
where he is responsible for all
aspects of the company’s strate-
gi c vi si on and the executi on of
i ts gl obal busi ness i ni ti ati ves.
Owen j oi ned the MySpace team
after servi ng as the Chi ef Exec-
uti ve Offi cer of Proj ect Pl ayl i st,
a musi c shari ng websi te al l ow-
i ng users to search for musi c,
create custom playlists, and share
the content with friends. Prior to
Project Playlist, van Natta was for-
merl y the Chi ef Revenue Offi cer
and VP of Operati ons at Face-
book, where he focused on reve-
nue operati ons, busi ness devel -
opment, and strategi c partner-
shi ps. Earl i er i n hi s career, Owen
was Vi ce Presi dent of Worl dwi de
Busi ness and Corporate Devel -
opment at Amazon.com. Owen
hol ds a bachel or’s degree from
the Uni versi ty of Cal i forni a at
Santa Cruz.
The general goal of MySpace in the next
wave of innovation is to enable the user
to take their social graph with them.
Spotli ght DLD10
Owen van Natta
MySpace
160 DLD10 monDay 25 january
Everybody knows the great battle of web 2.0
featured MySpace and an up-start Harvard kid.
Owen came through Facebook and ended up
at MySpace.
Spencer Reiss
Wired
Spencer Rei ss wri tes about new
medi a, al ternati ve energy and
commerci al space travel for San
Francisco-based Wi red maga-
zi ne. He al so di rects the program
for the annual Monaco Medi a
Forum, as wel l for the Abu Dhabi
Medi a Summi t, debuti ng March
2010. A former Newsweek cor-
respondent i n Afri ca, Asi a, the
Middle East and Latin America, he
bel i eves absol utel y that tech-
nol ogy of al l ki nds i s the pl anet’s
best hope for a bri ghter future.
Change i s good. For hi s part he
enj oys l i vi ng wi th hi s wi fe, the
photographer Anne Day, and three
almost perfect children in the
del i ghtful woods of Sal i sbury,
Connecticut USA.
spencer reiss
WiRED
162 DLD10 monDay 25 january
werner vogeLs
AMAzON
spencer reiss
WiRED
163
Amazon always had a long-term view on what it
means to be in service of the customer and how to
innovate on behalf of him. Werner Vogels
Amazon: the “Wal-Mart of the Web,”
or new media company? Chief Tech-
nology Offcer Werner Vogels gives
details in a conversation with Wired
magazine’s Spencer Reiss.
The Kindle is a perfect example of
innovation within Amazon. The com-
pany itself consists of a fairly small
team in which everyone’s goal is to
be innovative. Additionally, there
are longer-term innovations which
require signifcant capital investment.
This is where the more senior team
gets involved, focussing on the core
values of the company. The constant
question being asked in the innova-
tion process is, what is really important
to our customers? A large segment
of Amazon’s customers read books.
Generally, in e-commerce it is cru-
cial to think about things that don’t
change and innovate on those: pric-
ing, delivery speed, selection, and
convenience always matter.
“One of the premises of the Kindle
is to get all the world’s books in all
languages in 60 seconds to all custom-
ers,” says Werner. Kindle books can
be downloaded to all software. The
platform of distribution of e-books
is separate from the Kindle format
itself. Yet, the best experience is still on
the Kindle. Responding to Spencer’s
question whether or not he – an ad-
vocate of the cloud – thinks that
ownership of digital fles is becoming
obsolete, Werner underscores that
the customer should choose the form
of content. There is storage in “Your
Media Library” within the architec-
ture of Amazon.com, but overall it
is a hybrid model, including various
forms.
Talking about Amazon Web services,
Werner explains that the infrastruc-
ture service follows an on demand,
pay-as-you-go model. With a credit
card, access to a complete web global
infrastructure is granted. He notes:
“It is a great value proposition. Most
of the start-ups run on web service.
Seven of the top ten Facebook games
run on the Amazon web services
platform, with hundreds of millions
of users per month.”
The evolution of cloud-computing
is accompanied by radical chops of
costs of bandwidth, storage and
processing. To Werner, this process
has the effect of a democratization
of business: the access to resources is
no longer an obstacle for an online
business; the cloud environment gives
opportunity to experiment at very
low cost. On a small scale, the digital
text processing on dtp.amazon.com
is a perfect example. The author can
upload his book and set the price.
“The term ‘YouTube of books’ is not
fully correct, because ownership
matters,” stresses Werner. The system
works with a 70 to 30 revenue share.
The biggest issue is always security:
Amazon has been in business for
15 years. In those 15 years, security
always has been priority number one.
Werner says: “There is no fnishing
line in security. Protecting your cus-
tomers and protecting you business
is the most important thing.”
From Werner’s point of view, Amazon
is not turning into a media compa-
ny but performs as a technology com-
pany. The goal is to be the most cus-
tomer-centric company in the world,
says Werner. To focus on customers
and innovate on their behalf is the
maxim. Things like inviting third
parties to sell on the Amazon platform
seem to be counterintuitive, but
were the best for the customer and
the company in the long run. The
goal of maximizing the proft of the
customer is identical to maximiz-
ing the company’s advantage. “The
success of the company is a testa-
ment to this long-term vision,” says
Werner, and adds: “Amazon always
had a long-term view on what it
means to be in service of the custom-
er and how to innovate on behalf
of him.”
Spotli ght DLD10
164 DLD10 monDay 25 january
Dr. Vogel s i s Vi ce Presi dent &
Chi ef Technol ogy Offi cer at
Amazon.com where he is respon-
si bl e for dri vi ng the company’s
technology vision. Prior to joining
Amazon, he worked as a pri nci -
pal investigator in several research
proj ects that target the scal -abi l -
i ty and robustness of mi ssi on-
critical enterprise computing sys-
tems at Cornel l Uni versi ty. He
has held posi ti ons of VP of Tech-
nol ogy and CTO i n compani es
that handl ed the transi ti on of ac-
ademi c technol ogy i nto i ndus-
try. Werner holds a Ph.D. from the
Vri j e Uni versi tei t i n Amsterdam
and has authored many arti cl es
for j ournals and conferences.
He was named the 2008 CTO of
the Year by informati on Week.
For hi s uni que styl e i n engagi ng
customers, medi a and the ge-
neral publ i c, Dr. Vogel s recei ved
the 2009 Medi a Momentum Per-
sonal i ty of Award.
One of the premises of the Kindle is to
get all the world’s books in all languages
in 60 seconds to all customers.
Werner Vogels
Amazon
165
werner vogeLs
AMAZON
Spotli ght DLD10
170 DLD10 monDay 25 january
anousheh ansari
AHOORA FOUNDATION
171
anousheh ansari
Anousheh Ansari was the frst female
private space explorer to go to the
International Space Station. She not
only personalizes a reality check but
also explains why our future lies in
space – and why we need to integrate
space travel into our thinking to solve
global problems.
“A long, long time ago in a country
far, far away called Iran was the little
girl Anousheh, and her dream was
to travel to space,” she says. When she
looked at the beautiful stars over
Tehran she dreamt of fying amongst
them and fnding the answers to
the mysteries of the universe. After
moving to the United States and be-
coming an engineer, young Anousheh
turned into a successful Entrepreneur,
building several companies in tele-
communications. “The dream of going
to space became a sort of motivation
for my business success,” she states.
But why does she have so much pas
sion for space? “Space technology is part
of our lives and communication
technologies are changing our world,”
she responds, adding that there is a
lot of potential for helping developing
countries with information. In the
future, solar-powered satellites are pos-
sible; the advancements in robotics
and technology generate knowledge
with huge spin-offs for other indus-
tries; research in the microgravity of
space can support the development
of new medicine, treatments, and types
of material, or even mining heli-
future
future DLD10
172 DLD10 monDay 25 january
“A long, long time ago in a country far, far away called
Iran was the little girl Anousheh, and her dream was
to travel to space,” she says. When she looked at the
beautiful stars over Tehran she dreamt of fying
amongst them and fnding the answers to the mys-
teries of the universe.
173
In 2006, Anousheh Ansari cap-
tured headl i nes around the worl d
as the fi rst femal e pri vate space
expl orer travel l i ng to and stay-
i ng onboard of Internati onal
Space Stati on for 10 days. After-
ward Anousheh returned to her
job as Co-Founder and Chairman
of her l atest technol ogy com-
pany, Prodea Systems. In her pre-
vious endeavor, Anousheh had
served as Co-Founder, CEO and
Chairman of the Board for Tele-
com Technol ogi es, Inc. In 2004
Anousheh and her fami l y pro-
vided the title sponsorship for the
Ansari x Pri ze, a $10 mi l l i on
cash award for the fi rst non-gov-
ernmental organi zati on to l aunch
a reusable manned spacecraft in-
to space. Furthermore, Anousheh
works to enabl e soci al Entre-
preneurs to bri ng about radi cal
change gl obal l y, wi th organiza-
ti ons such as ASHOKA and the
PARSA Communi ty Foundati on.
um3 on the moon. In a nutshell, she
believes that space is our future: “It
all starts with imagination. Little by
little we start thinking about it and
eventually it becomes reality.” Refer-
ring to the “two guys in a garage,”
she notes that the same happened in
the computer industry.
The historic role model for Anousheh’s
interest is the Orteig-Prize. Lindbergh’s
Orteig Prize-winning solo non-stop
fight from New York to Paris in 1927
revolutionized aviation, which expe-
rienced a subsequent boom. The Ansari
X Prize foundation is based on the
same concept and tries to promote space
aviation. The 10 million dollar prize
is awarded to the private company
capable of constructing a spaceship
which can travel for 200 km, return,
and complete the round trip journey
again within two weeks. The reason
for the condition of a repetition of
the fight with the same aircraft was
implemented to guarantee that it is
viable business. In 2004, SpaceShip-
One took off at the Mojave Air &
Space Port and successfully met the
conditions of the Ansari X Prize.
Virgin Galactic is commercializing
the design and plans to introduce
suborbital fights by 2012. Anousheh
fnally undertook her own well-docu-
mented space travel in 2006. Four
years later she is still all smiles when
the topic comes up: “Once you are up
there, you know it’s worth it.”
Today she is developing new pricing
structures with the Ansari X Prize Foun-
dation, for future projects like lunar
fights, space planes, and orbital fights.
Furthermore, she is involved in the
space technology transfer to world prob-
lems, such as energy and health care.
Coming from a telecommunications
background, she thinks that the cost of
space travel will go down with compe-
tition in a similar way and foresees that
it will become more affordable. Let’s
save some bucks for the future then!
future DLD10
Anousheh Ansari
Ahoora Foundation
frank schätzing
AUTHOR
175
Frank schätzing
The future is a subject that is very un-
popular at the moment, looking
bleak after the crisis. However, it is
important to shape the future. To
do so, we need to deconstruct a num-
ber of popular myths. The science
fction author takes the DLD commu-
nity on a journey to revisit the past’s
ideas about the future:
Frank postulates that fear of the future
is the greatest error. It is not a sinister
conspiracy. Germans in particular –
though they reside in one of the wealth-
iest nations on the planet – are the
world champions of catastrophizing.
On the other hand, the future is a
rumour. The only truth is that things
never work out as expected. Having
said that, Frank invites the DLD com
munity to explore his imagination
of 2050 in an effort to check the feasi-
bility of common myths.
The city of tomorrow is banking less
on heights than on perfect network-
ing. It is like a living organism where
all systems communicate with each
other quickly and effciently via data
connections. The rumour that cars
will fy can be falsifed with exceptions.
Technologically not a problem, it
still is not feasible because highways in
the sky would be extremely unsafe,
expensive and very noisy. The fying
car probably will be reduced to of-
fcial use by fre fghters, police, and
medical transportation. Robots –
the protagonists of all science fc-
tion – will be in charge of the majori-
ty of production but remain soulless
machines that only do what they are
programmed to do. Or differently,
they are empty-headed but without
any ambition for world domination.
The energy supply doesn’t necessarily
have to run out either. The sun is
almost inexhaustible, and solar cells
are only one way to produce energy.
Another way is to build the sun
on earth by merging hydrogen with
helium3 in a reactor. This reaction
produces environmentally friendly
energy for thousands of years –
theoretically. Right now, helium3 is
still on the moon. Another myth
is that men will colonize the moon
and it will become a second earth.
It is relevant for science; helium3 is
a moon-exclusive element, and
space-tourism could be possible but
still very expensive. This could
change with a space elevator that
would drastically reduce the costs
and make space travel affordable to
(almost) everyone. However, as
the future doesn’t exist yet, the only
verifable reality is now, followed
by another now, and another now
and eventually we arrive in 2050.
“I wish you the best for the future,”
concludes Frank.
future DLD10
176 DLD10 monDay 25 january
left:
Sketches from “li mi t”
orl ey Space Stati on oSS
177
Born 1957, Schätzi ng studi ed
Communication Studies in the
1980s and was Creati ve Di rector
at international agency networks
and i s Co-Founder of Col ogne
based adverti si ng agency Intevi .
2004 his most successful novel
yet, ‘The Swarm’, was published
and sol d more than 3.8 mi l l i on
copi es. The movi e ri ghts have
been bought by Uma Thurman
and Ica and Michael Souvignier.
Schätzi ng recei ved the Internati-
onal Book Award CORINE i n
2004 and one year l ater the Ger-
man Sci ence-Fi cti on-Award.
His most recent book ‘LIMIT’ was
publ i shed i n fal l of 2009 and
i mmedi atel y became a bestsel l er
and was on top of the German
bestsel l er l i sts si nce. Frank
Schätzi ng l i ves i n Col ogne wi th
hi s wi fe.
In fact, no one has to be afraid of the
future for one simple reason: it doesn’t
exist yet. Nevertheless, we will get the
exact future we create today. It’s the
positive thinking that leads to positive
results.
future DLD10
Frank Schätzing
Author
178 DLD10 monDay 25 january
The power panel “Invest” spins around
the two leading ideas of elaborating
an evaluation of the European land-
scape and the treasured quest for new
investment styles. Moderator and
business angel Klaus Hommels rounds
up an interesting session with a di-
verse group of fellow panelists includ-
ing Harish Bahl (Smile Interactive),
David Liu (Jefferies Broadview),
Dharmash Mistry (Balderton), Chris-
topher Oram (Horizons), Hein Pre-
torius (Naspers), Stefan Winners
(TOMORROW FOCUS), and Alex-
ander Tamas (DST).
Klaus criticizes that more market
capabilities are destroyed than created.
This has manoeuvred the continent
into a situation of structural disadvan-
tage. The only companies that really
matter are either “category killers” or
infrastructure companies. While
Google and Facebook are US-based,
Russia has the national search engine
Yandex; China runs Baidu, Tencent
and Taobao. Looking at this scenery,
one can observe that these countries
succeeded in building up infrastruc-
ture companies while Europe hasn’t.
Coming to his second hypothesis
of new forms of investment, Klaus
categorizes “evergreen structures,”
the classical VC model, and seasoned
Entrepreneurs who build their own
little fortresses. Based on these
two hypotheses, Klaus asks Stefan:
“Do you see the European ecosys-
tem the way I described it, or did I
smoke dope?”
Stefan frst diagnoses a structural
rupture in the global system after the
collapse of Lehman and illustrates
it with the available data on the down
industry, which testifes that a 50
percent drop in funding took place
for VC companies. He states that
companies like Google and Facebook
certainly have global power but also
run the risk of being a monopoly. Still,
there are good companies in Europe,
and TOMMORROW FOCUS has
assessed four times more companies.
If the business model is global,
it doesn’t really matter where the
company is from. Alexander Tamas
invest
179
Stefan states: “The heavy gorillas
Google and Facebook dominate the
market, but there’s a lot of possi-
bilities and I am very optimistic.”
Switching from the inside-out view
to the outside perspective, David
shares his insight with his experience
in China, Europe and the US. He sees
a lot of contrast: “Ultimately we follow
the money after looking at the traffc.
When you compare the top ten public-
ly-traded Internet companies in the
US with the top ten European domi-
ciled companies, the market cap ratio
turns out to be about 40 to 1.” Conti-
nuing with numbers, he specifes that
the market cap of the US is hover-
ing somewhere between 350 to 400
billion whereas Europe amounts to
about 10 to 15 billion. The same goes
for traffc: there’s no single European
company in the top 25 list. US-based
companies serve 90 percent of this
traffc around the world. He reasons
that Europe is a very fragmented
market and it is very diffcult to ad-
dress the entire European theatre.
The US market sees much more fuid-
ity, return, and more market cap
expansion.
Next, Alexander discusses the DST
investment strategy. There was one
missing piece in the investment
model, he stresses. Entrepreneurs
invest in their companies and ex-
pand them. Still, they need liquidity,
but don’t want to go public in an
extremely high growth phase. That’s
where DST comes into play: DST
is giving large, growing start-ups like
Facebook and Zynga the ability to
stay liquid without being forced to go
public. Instead of creating a diverse
portfolio, they focus on a few big
shots: “Don’t minimize for the down-
side but maximize for the upside.
Find the companies and grow with
them.” He notes that the mentality of
really building a company is harder
to fnd in Europe, where “people plan
an exit strategy before they start the
company. The frst pay-check comes
and people sell out.” He believes that
the mindset has to change: “You
can fnd good assets and returns in
Europe, but if that doesn’t change,
you won’t fnd giants in the European
Internet scene.”
Shifting the focus to China, Christo-
pher fnds that Chinese companies
are very aggressive and built towards
a need. Driven by the mass-market,
and very entertainment focused, they
address the needs of the consumer.
Another asset of the Chinese market
is its ability to innovate very quickly
due to its large engineering labs. More-
over, the size of the market – 385
million Internet users with a growth
rate of 25 percent – makes it very
easy to scale quickly.
Naspers is an authority in consistently
picking winners in emerging markets.
Hein explains that their basic strategy
concentrates on emerging markets
and on “buying teams.” He underscores
that the investment in talent is crucial:
i nveSt DLD10
DaviD Liu
JEffEriEs
181
David Liu is a Managing Director
i n the Medi a Investment Bank-
i ng Group at Jefferi es and l eads
the fi rm’s practice i n the Di gi tal
Medi a and Internet sector. Mr.
Li u covers di gi tal medi a & Inter-
net technol ogy compani es and
has compl eted over 60 transac-
ti ons wi th Jefferi es and has
worked wi th cl i ents i n Asi a and
Europe. Wi th more than 16
years of i nvestment banki ng,
venture capi tal and technol ogy
start-up experi ence, Mr. Li u
has advi sed on a broad range
of transacti ons rangi ng from
IPOs, follow-on offerings, convert-
i bl es, pri vate company sal es,
tender offers and restructuri ngs.
He founded hi s own software
company and has served on the
boards of several technol ogy
start-ups. Mr. Li u recei ved a
MBA from Harvard Busi ness
School and two BS degrees from
the Uni versi ty of Pennsyl vani a.
More market capabilities
are destroyed than created.
This has manoeuvred the
continent into a situation
of structural disadvantage.
Kl aus i s one of the l eadi ng Euro-
pean busi ness angel s and i s
or has been i nvol ved i n numer-
ous successful Internet i nvest-
ments including Skype, Facebook,
and Xi ng. Kl aus started hi s ca-
reer at Bertel smann. He j oi ned
AOL Germany i n 1995 where
he was as board member respon-
si bl e for busi ness devel opment,
content and adverti si ng sal es.
He was al so i nvol ved i n the
establ i shment of Freenet and
was a partner of Benchmark
Capi tal before foundi ng hi s own
venture capi tal fund Hommel s
Hol di ng. Klaus graduated with a
Master’s degree i n Busi ness
Admi ni strati on from Uni versi ty of
Fri bourg in Switzerland and holds
a Ph.D. degree in Finance from
the same uni versi ty. He was
named ‘most successful Europe-
an entrepreneuri al pri vate Inves-
tor of the year’ i n 2006.
I nvest DLD10
David Liu
Jefferies
Klaus Hommels
Hommels Holding
182 DLD10 monDay 25 january
“Finding strategic people who are
willing to found and grow a company
is not easy. When I hear in a propos-
al that somebody is a serial Entrepre-
neur, I walk away. We don’t buy assets
to fip them, but for the long run.”
Furthermore, he agrees that Europe
is very fragmented and has to be
approached from a market by market
perspective. Naspers especially focus-
es on the emerging markets in Eastern
Europe and follows its core philos-
ophy of long-term sustainable value.
Dharmash believes that Europe versus
China versus the US is a debate of
scale economics. He has learned a lot
from investments such as betfair,
which got scale in a signifcant market
and disrupted a particular industry,
as well as by the investment in the in-
frastructural MySQL: “If you want
to invest in signifcant companies, you
should not only think about great
long-term Entrepreneurs and teams
but also you need to think carefully
about each business and how it scales.”
He supports the relevance of the fact
that Europe isn’t one territory but is
an aggregation of different competitive
dynamics.
Harish illuminates the Indian case.
He says that there is a huge amount of
opportunity but people who want to
exploit that must understand the local
demands and challenges that exist.
In this sense, Smile Interactive is the
bridge between global companies
and local markets. Having a portfolio
of international partners, he stresses
that they never went out to raise mon-
ey but were approached instead.
Their key competence is the localiza-
tion of international models. Giving
an example, he says that Match.com
would have crashed in India because
dating carries a social stigma there.
Having transformed the concept to
align with local customs and tradi
tions, MatrimonialsIndia.com became
a huge success.
Navigating the discussion smoothly,
Klaus asks if one should play with the
same rules, or rethink when the struc-
The heavy gorillas Google and Facebook dominate
the market, but there’s a lot of possibilities and I am
very optimistic. Stefan Winners
183
tures are so different. First to answer
is Dharmash. He notes that the rules
of the game aren’t necessarily the
same when the structural boundaries
are different: “Europe is not just the
UK, France and Germany. There are
signifcant different markets that
require a deep cultural understanding
and a network to play with.” To him,
it comes down to understanding the
scale economics of the business one
wants to build: adapt that business,
deepen the understanding of the
required infrastructure in the chosen
territory, and check the possibility
of outsourcing the cost structure if a
scale business cannot be built. He
states that the level of complexity is
signifcantly higher in Europe: “There
are different models to play, differ-
ent expectations of returns, different
stages in the game, and different
fund cycles. There’s no one size fts all.”
Stefan believes that teaming up with
an industry player doesn’t necessarily
lead to an exit of the founding team.
It is crucial to choose people who really
understand the backbone of the Inter-
net. In his self-perception, he doesn’t
see TOMORROW FOCUS as a major
stakeholder but as a decentralized orga-
nisation; for example, the Managing
Director remains the “owner.” The
introduction to qualifed people and
access to a sophisticated network is
a core competence in supporting a start-
up in becoming a big player. Never-
theless, he says that his experience has
demonstrated that professional man-
agement can become crucial once a
national player status is reached and
internationalization is focused.
Returning to David’s foreign invest-
ment strategy, he underscores that
US Investors will fnd a company once
it has success in one market. His ex-
perience with observing companies in
the US, Europe and China has taught
him that there is nothing wrong with
being a copycat: “Many internatio-
nal Internet businesses were not the
creator of their particular market
space.” He stresses that it is more im-
portant to be really fast if you want
to challenge the market incumbent.
A lot of companies are spending too
much time at the back end – building
great technology – but very little on
the front end marketing side. To him,
the European question should be:
“How do we scale our technologies
so we can conquer the European con-
tinent quickly before the American
barbarians come?” Alexander believes
that global leadership can be found
everywhere: “There are tremendous
opportunities worldwide, especially
in population-rich countries. If the busi-
ness model is global, it doesn’t really
matter where the company is from.”
Summing up the panel, Klaus de-
termines a structural disadvantage
which is exacerbated by a lack of
understanding about the mutual
world of VC’s, business angels and
incumbents. For the future, he hopes
that the incumbent regards the VC’s
and business angels as an alternative
fnance department rather than
as an external aggressor, or a quick
exit option.
i nveSt DLD10
184 DLD10 monDay 25 january
Tamas j oi ned DST as a Partner
i n 2008 and establ i shed a pres-
ence for DST i n London from
where he is spearheading some
of DST’s i nternati onal efforts, i n-
cluding DST’s recent investments
in companies such as Facebook
and Zynga. Pri or to DST, Al ex-
ander worked i n the Investment
Banki ng Di vi si on of Gol dman
Sachs i n London where he was
responsible for numerous tech-
nol ogy and Internet IPOs i n Eu-
rope and Russi a, mergers and
acqui si ti ons i n the Internet. Be-
fore Goldman Sachs, Alexander
co-founded Arma Partners and
hel ped to bui l d i t to one of Eu-
rope’s l eadi ng i ndependent tech-
nol ogy m&a advi sory fi rms wi th
a presence i n London and Pal o
Al to. Al exander hol ds a BA form
the Cathol i c Uni versi ty of Eich-
staett and a MA i n Busi ness,
Finance and Accounting from the
Goethe Uni versi ty, Frankfurt.
Stefan Wi nners i s CEO of
TOMORROW FOCUS AG si nce
2005, one of Germany’s fast
growi ng Internet medi a compa-
ni es focusi ng on adverti si ng
and pl atforms. Stefan i s al so
member of several supervi sory
boards, i .e. Chai rman of the
Board of Admi ni strati on of Hol i-
dayCheck AG i n Swi tzerl and
and member of the Board of
Adj ug Ltd., London, companies,
he acqui red for TOMORROW
FOCUS i n the past years. Pri or
to that, Stefan was i n execu-
ti ve management posi ti ons for
Vogel Busi ness Medi a and
Bertel smann. Stefan Wi nners
hol ds an MBA degree from the
Uni versi ty of Passau and has
completed AMP at Harvard Busi-
ness School .
Alexander Tamas
DST
Stefan Winners
Tomorrow FoCUS
185
stefan winners
tomorrow focus
i nveSt DLD10
harish bahL
smilE intEractivE
aLexanDer tamas
dst
christopher oram
horizons
hein pretorius
naspErs
stefan winners
tomorrow focus
Dharmash mistry
baldErton capital
DaviD Liu
JEffEriEs
kLaus hommeLs
hommEls holding
188 DLD10 monDay 25 january
Chinese companies are very aggressive
and built towards a need. Driven by the
mass-market, and very entertainment
focused, they address the needs of the
consumer. Christopher Oram
189
Mr. Pretorius has more than 15
years experi ence i n the Internet,
Technol ogy and Tel ecommuni -
cati ons i ndustri es. He i s wi del y
recognized for hi s acti ons i n
furthering the MIH group’s invest-
ment acti vi ti es i n these i ndus-
tries, in particular investments in
Mai l .ru, Ni mbuzz, Gadu-Gadu
and the Tradus Group. Hei n cur-
rentl y hol ds the posi ti on of
CEO of the Internet Di vi si on i n
Europe. He i s a di rector of a
number of compani es i n the MIH
Group. Hei n j oi ned the Naspers
Group i n 2000 as CEO of Kal a-
hari.net. In 2002 he became CEO
of N-Di rect and i n 2004 he re-
l ocated to Chi na i n the rol e of In-
ternet Busi ness Devel opment Di -
rector, fi rst to Shanghai and then
to Bei j i ng. In 2007 he was rel o-
cated to the Netherlands taking up
the posi ti on of Chi ef Operati ng
Offi cer for the Internet Di vi si on i n
Europe.
Bal derton Capi tal i s one of the
l argest venture groups i n Europe
wi th ci rca $2bn under manage-
ment and seven Partners. Pri or
to j oi ni ng Balderton, Dharmash
spent 15 years acqui ri ng and de-
vel opi ng busi nesses gl obal ly i n
the medi a, retai l and consumer
goods sectors. Most recentl y, he
was part of the management
team that successfully sold Emap’s
consumer. He spent ei ght years
at Emap, where he hel d a range
of executive roles. Prior to Emap,
Dharmash was at The Boston
Consulti ng Group, where he ad-
vi sed cl i ents across a range of
i ndustri es i n Europe, Chi na, Ja-
pan and USA. He started hi s ca-
reer as a Brand Manager at
Procter & Gambl e. He currently
serves on the OFCOM advisory
committee for England. Dharmash
holds a MEng and BA in Enginee-
ring, Economics and Management
from Oxford University.
Hari sh i s a seasoned seri al En-
trepreneur i n the di gi tal medi a
space. A computer sci ence engi-
neeri ng graduate, he founded
Smi l e Interacti ve Technol ogi es
Group (SITG) i n 1999. Amongst
Indi a’s fi rst Internet busi ness
sol uti ons compani es, j ust wi thi n
a decade, SITG has devel oped
extremel y successful busi nesses
wi th JV partners l i ke WPP and
Yahoo!. Hi s most recent ventur-
es i ncl ude Squad Di gi tal and
Fashi onAndYou. He i s Ex-Chai r-
man of Digital Agencies Commit-
tee of IAMAI. Hari sh was award-
ed ‘Udyog Rattan’ by Insti tute
of Economi c Studi es for ‘Out-
standing Performance and Con-
tributi on Towards the Industri al
Devel opment of the Country’
while an ‘Excellence Award’ was
presented to SITG for ‘Excel-
l ence i n Producti vi ty, Qual i ty, In-
novati on and Management’.
i nveSt DLD10
Dharmash Mistry
Balderton Capital
Harish Bahl
Smile Interactive
Hein Pretorius
Naspers
190 DLD10 monDay 25 january
marceL reichart
DLD FOUNDER & DIRECTOR
DaviD kenny
VIVAKI
samir arora
GLAM
anDrew robertson
BBDO WORLDWIDE
anDers sunDt jensen
MERCEDES-BENZ
nizan guanaes
grupo abc dE communicaÇÃo
191
The power panel on marketing tackles
the essential questions of driving fac-
tors in brand-building and marketing,
and the impact of the revolutionary
forces of the Internet.
Before the marketers of some of the
most successful global brands and
agencies kick off the debate, DLD
founder Marcel Reichart sets the tone
with a clip from the TV series “Mad
Men,” a show about the advertising
industry in sixties America. Continui-
ty and change are on for discussion.
Enabled by the work of many people
in the DLD community, Nike’s Trevor
Edwards believes that the most im-
portant shift is that today’s consumer
is squarely in charge. The days when
brands dictated to consumers what they
should do are gone. To him, selling
and communicating is shifting to
buying and helping people, so that they
may experience life and products in
a much better way. The second thing
is access to information. Efforts are
focused on making consumers more
and more comfortable with sharing
the privilege of their private informa-
tion with a brand. Having their in-
formation allows for better service.
Trevor’s third point is that the focus
on individual consumers sets the foun-
dation, because the single consumer
has a tremendous infuence by being
connected with other consumers.
Trevor states: “At the end of the day
the consumers are judge and jury
and ultimately our executioners.” These
tremendous shifts have evoked an
evolution of Nike. Examples of
That’s what branding is about:
the real essence is creation of desire.
Samir Arora
marketing
trevor eDwarDs
NIKE
marketi ng DLD10
marceL reichart
DLD FOUNDER & DIRECTOR
193
interactive marketing strategies are
Nike Plus and Nike ID. Nike Plus
takes running data from the con-
sumer and gives it back to him “in
interesting and fresh ways.” On the
other hand, Nike ID is the customiza-
tion model for personalized products.
Publicis’s David Kenny agrees on the
points made and underscores that
the biggest challenge is to maintain
a constant pace of innovation. The
modern speed of communication pres-
surizes the innovation cycles. Brands
built their “equity” over decades and
think it will prevail. David believes
that brand communication is irrele-
vant without product innovation,
and the brand base is not as stable as
it once was: “The brand as a value is
obsolete. The product is the truth.
As the best products win, it requires
from a marketer to be involved with
the product.”
What is the biggest thing from a brand’s
perspective? Glam’s Samir Arora re-
fers to the classic “Coke versus Pepsi”
example. Testing with volunteers
resulted in Pepsi being the preferred
taste over Coke. However without
the anonymous brown paper bag con-
cealing the sodas’ identity, Coke
always won. “That’s what branding
is about!” postulates Samir. “The
real essence is creation of desire!”
In the current state of the world, three
factors are important: the product,
the consumer’s behaviour and com-
munications. Huge changes have
occurred in both consumer behaviour
and the media.
When Samir started Glam Media,
the frst premise was that brands need
to engage customers at a very early
stage by setting the attributes of how
they want to be perceived. The big-
gest challenge is to understand the con-
sumer’s behaviour on the Web. They
are not only involved at the tail end of
consumption anymore, but can be
Dr. Marcel Rei chart i s Managi ng
Director of DLD Media & Ventures
at Hubert Burda Medi a and Co-
Founder of DLD Conference. Pre-
viously, he was Managing Director
R&D, Marketi ng & Communi ca-
ti ons and Chi ef of the Publ i sher’s
Staff of Dr. Hubert Burda. After
studyi ng busi ness, pol i ti cal sci-
ences and hi story i n Kobl enz
(WHU), Lyon, Washi ngton D.C.
and Rome, he earned a doc-
torate and acted as personal ad-
i sor to former German Federal
Mi ni ster of Economy Dr. Otto
Graf Lambsdorff. Dr. Rei chart
i s a Young Gl obal Leader by the
World Economic Forum and Mem-
ber of the Global Agenda Counci l
on Marketi ng and Brandi ng.
Marcel Reichart
DLD Founder & Director
infuenced at any stage through social
media. Additionally, search engines
fragmented the media brands. Glam as
a Publisher doesn’t subscribe to the
old-fashioned way of creating content
in a one-way direction.
Looking at the “Mad Men” clip at the
panel opening, BBDO’s Andrew
Robertson notices that an awful lot
has changed: “I certainly don’t sit
in rooms with people smoking much
these days.” Yet, the iconic marketer
is astonished how, at the same time,
little has changed. The fundamental
requirement of marketing is still to
answer the same questions: How
do consumers behave today, and why?
The 1961 clip successfully illustrates
that fundamental motivations are emo-
tional rather than rational. “That
hasn’t changed,” says Andrew. “How
do we get the attention and change
the consumer’s behaviour? Those ques-
tions are exactly the same in 2010.”
People don’t change that much, only
because technology changes unbe-
lievably fast. The trick is to manage
both keeping up with the techno-
logical development and focussing on
the fundamental questions. Andrew
states: “I believe the biggest challenge
is still the same: how do you create
an experience that is suffciently en-
gaging for an audience to choose
to participate in it and changes their
behaviour?”
Referring to Andrew, Daimler’s An-
ders Sundt Jensen agrees that some
of the major questions stay the same
while the media mix, the symbols,
and the wording is changing constant-
ly. How to attract attention? How
to stimulate people’s desire for our
product? At the end of the day, it is
about selling products. To Anders, the
isolated discussions about the future
of print, the future of TV, and the fu-
ture of the Internet are pointless. The
real question is which means of com-
marketi ng DLD10
194 DLD10 monDay 25 january
Trevor Edwards leads the compa-
ny’s maj or category busi ness
uni ts, whi ch dri ve 75 percent of
the Nike brand’s future growth.
Under Edward’s l eadershi p, hi s
team i s responsi bl e for growi ng
the busi ness by creati ng and
bri ngi ng premi um consumer ex-
peri ences to market through in
novati ve products, strong brand
connecti ons and el evated retai l
experiences. In addition, he is re-
sponsibl e for Ni ke’s gl obal brand
strategy and oversees al l brand
management functi ons, including
brand desi gn, publ i c rel ati ons
and retai l marketi ng. Edwards
j oi ned Ni ke i n 1992 as a Regi on-
al Marketi ng Manager and has
hel d seni or marketi ng posi ti ons
i n the Ameri cas, the Europe /
Mi ddl e East / Afri ca regi on, the
U.S. and Gl obal Brand Man-
agement. He was named a top
busi ness i nnovator by a l ead-
i ng publ i cati on i n 2006.
Trevor Edwards
Nike
As Managi ng Partner of Vi vaKi ,
Davi d Kenny bri ngs vi si on and
sensi bi l i ty to the compl ex di gi tal
medi a l andscape that marketers
must master to engage peopl e.
It i s thi s vi si on that earns hi m
the top j ob wi th Vi vaKi . Vi vaKi
was launched in June 2008 to
l everage the assets of Di gi tas,
Starcom Medi aVest Group, De-
nuo and ZenithOptimedia, Publicis
Groupe’s best-i n-cl ass gl obal
resources in media, digital, direct
and technol ogy marketi ng com-
muni cation servi ces. Davi d hol ds
a Bachel or of Sci ence degree
from the General Motors Institute
(Ketteri ngUni versi ty) and an
M.B.A. from Harvard Busi ness
School . He si ts on the Board
of Di rectors of the Ad Counci l ,
Akamai Technol ogi es, The Cor-
porate Executi ve Board and
Teach For Ameri ca.
David Kenny
VivaKi
munication is best suited to delivering
the message. Trevor doesn’t accept
the statements that overestimate the
continuity in the industry: “The as-
sumption that many things haven’t
changed is a fallacy.” The industry
started with a model that was really
about mass communications. How-
ever now the consumer interacts with
brands. The new challenge is to listen
to the information and clues the con-
sumer is providing. Trevor stresses
the opportunities: “We should embrace
it as a chance!”
“You are 100 percent right,” says
Andrew, but alerts that change tends
to become an end in itself. It is im-
portant to recognize both: “You have
to answer the same sticky questions
and you have a lot of exciting new
things to execute against these an-
swers. The trick is the ‘ands,’ not the
‘ors.’ ”
Nizan Mansur de Carvalho Guanaes
Gomes of ABC Group shakes up
things with his comment: “With all
respect, what has changed is courage!
195
With all respect, what has changed
is courage! It is very hard to say no
when you have such a huge cost
structure. There are too many mice
to feed.
Ni zan Guanaes i s one of Brazi l ’s
l eadi ng communi cati ons Entre-
preneurs and Chai rman of Grupo
ABC de Comunicação. Mr. Gua-
naes is also President of advertis-
ing agency Africa. With a degree
i n Busi ness Admi ni strati on from
the Federal Uni versi ty of Bahi a,
he started his career in advertising.
In the l ast years, Mr. Guanaes
is increasingly gaining recognition
for hi s busi ness enterpri ses.
Hi s unwaveri ng dedi cati on to so-
ci al causes has l ed to an i nvi-
tati on by former U.S. Presi dent
Bi l l Cl i nton to parti ci pate i n
the Cl i nton Gl obal Ini ti ati ve i n
2009. In Brazi l , Mr. Guanaes
i s al so a foundi ng member and
President of the Association
of Entrepreneurs Supporti ng
UNESCO, which fosters the
Organi zati on’s i ni ti ati ves i n edu-
cati on, human ri ghts, soci al in
cl usi on, sustai nabi l i ty and Worl d
Heri tage sites.
Nizan Guanaes
Grupo ABC de Communicação
Sami r Arora serves as Chai rman
and CEO of GLAM Medi a, the
pi oneer and gl obal l eader of ver-
ti cal content networks and num-
ber one i n women’s l i festyl e. A
tech-i ndustry veteran, Arora was
previ ousl y Chai rman of Emode /
Ti ckl e Inc., whi ch boasted over
42 mi l l i on regi stered users and
became a Medi a Metri x-ranked
Top 20 destination site. Prior to
Ti ckl e, Arora served as Chai rman
and CEO of NetObjects, Inc. Dur-
i ng hi s tenure, Arora was named
one of the ‘Web Innovators of the
Year’ by CNET. Arora currentl y
serves as Chai rman of Informa-
ti on Capital LLC, a venture-cap-
i tal fund. Thi s past year Arora
was recogni zed as the Ernst &
Young Entrepreneur Of The Year
for Northern Cal i forni a i n the
category ‘Medi a, entertai nment
and communi cati ons’.
Samir Arora
GLAM
It is very hard to say no when you
have such a huge cost structure.
There are too many mice to feed.”
He believes in leaner structures and
in their transformational power.
Anders agrees with the inertia prob-
lem of big structures. They tend
to do things one way only to hinder
development. Open-mindedness
and looking out for new possibili-
ties is crucial. Furthermore, he adds:
“The game has changed complete-
ly. The consumers grew up and
started asking questions. If I don’t
answer in real time, I am out of
business.”
Touching down on the marketing
grounds of the Internet, Marcel
is steering the debate with a question
about the status quo and the poten-
tial of brand marketing on the Web.
Samir sets off with an historical
review. When television was launched,
the term “prime time” had not yet
existed. He deduces that it is merely
a matter of time in terms of fnd-
ing out what consumers are really
doing when a new medium arrives.
marketi ng DLD10
nizan guanaes
grupo abc dE communicaÇÃo
samir arora
glam
198 DLD10 monDay 25 january
anDers sunDt jensen
mErcEdEs-bEnz
anDrew robertson
bbdo worldwidE
199 199
Anders Sundt Jensen was born in
1961 in Oslo, Norway. Until 1988,
he studied business sciences and
economics at the University of
Fribourg, Switzerland. After grad-
uation, he started as a trainee
at AEG AG i n Frankfurt. Havi ng
worked fort he AEG Hausgeräte AG
and Electrolux AB in Nürnberg,
Germany, he joined the Mercedes-
Benz Argenti na S.A. i n Buenos
Aires in 1994. From 1996 until
2000 he was Manager of Sal es
Strategy Mercedes-Benz Passen-
ger Cars and Product in Stuttgart,
Germany. In 2000 he became
Presi dent and CEO at Dai ml er-
Chrysler Danmark AS, Copen-
hagen and Dai ml erChrysl er Sve-
rige AB in Malmö. Starting 2005,
Anders Sundt Jensen was Vice
Presi dent of Sal es and Market-
i ng at smart. Si nce November
2008 Mr. Jensen i s Vi ce Pres-
i dent Brand Communi cati ons
Mercedes-Benz Cars.
Anders Sundt Jensen
Mercedes-Benz
Andrew Robertson has been Pres-
ident and Chief Executive Officer
of BBDO Worl dwi de si nce June
2004. BBDO Worldwide adds val-
ue to its clients’ brands and busi-
nesses through i ts focus on ‘The
Work, The Work. The Work’. An-
drew fi rst came to BBDO i n the
UK i n 1995, j oi ni ng Abbott Mead
Vickers BBDO where he ultimate-
l y served as Chi ef Executive. In
2001, he moved to BBDO North
Ameri ca to serve as Presi dent
and CEO. He began hi s advertis-
i ng career at Ogi l vy & Mather. In
1989, he joined J. Walter Thomp-
son as a member of the Manage-
ment Group and i n November
1990, Andrew was appointed Chief
Executive of WCRS. Andrew has
hi s degree i n Economi cs from
London Uni versi ty. He currentl y
serves on the Boards of The Ad-
verti sing Counci l , Speci al Ol ym-
pi cs Internati onal and the Center
on Medi a and Chi l d Heal th.
Andrew Robertson
BBDO Worldwide
I believe the biggest challenge is still the
same: how do you create an experience that
is suffciently engaging for an audience to
choose to participate in it and changes their
behaviour.
About 70 percent of total advertising
is spent on the brand and emotion-
al side. The online engagement of
brands is still marginal but will tip
at some point. Premium is already
starting to grow and the task of gen-
erating brand proximity has already
been tackled.
Andrew has a different perspective:
“Digital is so woven into the fabric
of many things that we should quit
talking about it as if it was something
different. Nearly anything has a dig-
ital component to it.” Mentioning his
18 year old daughter, who is adding
value to her school website with im-
pressive features, Andrew quotes her:
“You have to fgure out what’s use-
ful and the techies can do the rest!”
He concludes that the point has been
reached where basically anything is
technically feasible. The real issue is
to identify usefulness and relevance.
Nizan takes a passionate position and
insists that digital is crucial. The ABC
Group invests all they can in digital
marketi ng DLD10
right:
chai rman dr. hubert
burda stops on stage
and contri butes to the
marketi ng debate
200 DLD10 monDay 25 january
agencies and the segment generates
most of the company’s revenue. He
criticizes that marketing doesn’t be-
lieve much in power of digital, and
vice versa. To him, an extraordinary
example of potential is Google: “It
is not only an exceptional service but
it’s a fantastic brand. Every success-
ful Internet company did really well
building a brand.” Finally, he urges
the audience, in the words of Steve
Jobs: “Don’t listen to the consumer!”
If Henry Ford would have asked
what customers wanted, they would
have said faster horses.
Anders supports his standpoint: “The
consumers are not capable of telling
us what they really need. Instead, they
talk about their experience.” To him,
it is extremely important to identify
the patterns of behaviour behind the
facts and fgures. He believes that all
communication channels have their
purpose, content is king, and quality
is going to survive.
Returning to the digital argument,
David’s input is that borders are
very blurry and statistics can delude:
television shows are streamed on
computers and magazines are burnt
without reading. Despite this confu-
sion he reckons that the majority of the
media will be digital and the majority
of the advertisement performance
will be brand. Samir concludes that
from both a brand and a message
perspective, one must look at how to
reach a consumer from every angle.
In closing, DLD Chairman and host
Dr. Hubert Burda steps on stage
and gives some fnal food for thought.
Underscoring the blurred borders
between digital and analogue, he high-
lights that in the old “Guttenberg”
media, the only non-digital moment
occurred when the cylinder struck
the paper. Additionally, Dr. Hubert
Burda clarifes the aesthetic aspects
of the paper interface. Referring to a
FAZ article, he states that the paper
interface is fxing the world for the
reader, who must concentrate on the
conclusions already drawn. It is an
enclosed world of silence compared
to the noise of the Web.
Hubert Burda
Hubert Burda Media
Dr. Hubert Burda i s Chai rman of
the Board and Publ i sher of
Hubert Burda Media. He i s Presi-
dent of the Associ ati on of Ger-
man Magazi ne Publ i shers (VDZ)
and Co-Founder of the European
Publishers Council (EPC). He set
up the Hubert Burda Foundati on
wi th a vi ew to promoti ng i nter-
di sci pl inary exchanges on future
trends. Hubert Burda al so foun-
ded the Burda Center for Innova-
ti ve Communi cati ons at the Ben
Guri on Uni versi ty i n Beer Sheva,
Israel. He has been awarded
numerous pri zes and di sti ncti ons
for hi s achi evements i n publ i-
shing and business, including the
Gold Medal Freedom of Speech
of the European Associ ati on of
Communi cati ons (EACA). In
2006, Hubert Burda recei ved the
Leo Baeck Prize by the Central
Counci l of Jews for hi s commi t-
ment to reconci l i ati on between
Germans and Jews.
201
hubert burDa
hubErt burda mEdia
marketi ng DLD10
202 DLD10 monDay 25 january
fashion
203
In the “most glamorous” of the DLD
2010 panels, Alexis Maybank (Gilt)
and Kyle Vucko (Indochino) share
their takes on the online fashion busi-
ness. Both have different strategies,
but have one theme in common: high-
end fashion. The panel exposes the
global fashion market and demon-
strates that not only discount prices
but also credibility and service sell
fashion.
“Different models serve different
customers needs,” states Alexis. Gilt
runs on the fash sale model that is
sweeping many countries right now.
The Gilt membership group includes
2 million customers that have access
to brands like Valentino and Hugo
Boss at prices up to 70 percent off
retail. In order to create urgency of
shopping, Gilt brings up sales that
only last 36 hours and feature one
brand only. The generated scarcity
and urgency of supply result in the
fact that, on average, people spend
$150 in a fve-minute visit to the
website. Their fash sale model is built
on a selected group by an invitation-
only system which spurs the word on
the street. With an increasing mem-
bership base, Gilt works on analytics
to segment the users and offers them
what they are most likely to want.
“This way the customer experience
feels smaller and more exclusive even
as we scale,” says Alexis.
As long as you have scale, this is a
viable model. In our industry, size
does matter! Alexis Maybank
faShi on DLD10
kyle vucko
indochino
205
Kyle agrees that the limited supply is
crucial for creating exclusivity. The
lack of fxed costs allows Indochino
an extreme grade of exclusiveness
– sometimes with only ten items
per design – that doesn’t exist in the
current traditional fashion industry.
Kyle speculates that their model faces
the special challenge of operating in
the perfection driven suite market in
various forms: the cost and price
saving (one third of the price), and
the style book – a fashion expertise
advice tool that connects guidance
with the product: “Ultimately it cre-
ates a much more compelling shop-
ping experience – especially for men
who don’t like shopping.” The model
is completed with a very high level of
customer service. Indochino covers
potential alteration costs of the local
tailor, has a full refund policy, and
guarantees a one hundred percent per-
fect ft. The customer-centric terms of
service are reducing the psychological
barriers, so people consequently be-
come more comfortable with buying
online. Once archived as a customer,
subsequent orders are performed with
perfect accuracy.
Alexis thinks being a foreigner in an
emerging market is an added value.
The growing demand for imported
luxury products and the arbitrage in
prices are high incentives to expand
their operations from the US and
Japan to emerging markets. Generally
credibility, service, and discount are
the key factors in a country-specifc
order; for instance credibility is the
most important in China, while ser-
vice is most crucial in Japan. A unique
asset of Gilt is that 70 percent of their
online community is created by word-
of-mouth referrals. The membership
is highly focused on an 18 to 30 year-
old set with a high income level. Alexis
stresses that brands really want to
reach this group and their partners
perceive Gilt as a powerful marketing
engine and media channel: “It is a
unique channel to reinvest in their
brand by getting it in the hands of
young people instead of growing old
with their consumer base.”
Finalizing the discussion, Kyle high-
lights the relevance of customization:
“I really think that custom-making is
the future. I am just excited to be part
of that: a couple of kids of the West
Coast of Canada – which isn’t really a
fashionable place – are playing a
role in where the future of the industry
can go.” Harish smiles: “Maybe you
should add some items for women as
well.”
Kyl e Vucko i s the CEO of Indo-
chi no, a l eading onl i ne men’s
custom made sui ti ng company
wi th headquarters i n Vancouver,
BC, Canada and Shanghai, China.
Vucko co-founded Indochi no
wi th hi s cl ose fri end and busi-
ness partner Hei kal Gani whi l e
pursui ng a commerce degree at
the Uni versi ty of Vi ctori a, Cana-
da i n 2006. Vucko has si nce
l ed Indochi no through mul ti pl e
fi nanci ng rounds, growi ng the
company from a student startup
to the premi er gl obal brand wi th
cl i ents i n over 40 countri es.
Overseei ng the Vancouver offi ce,
Vucko spearheads the sal es,
marketi ng, and PR di vi si ons of
Indochino.
Ultimately it
creates a much
more compel-
ling shopping
experience –
especially for
men who don’t
like shopping.
Fashi on DlD10
Kyle Vucko
Indochino
206 DlD10 monDay 25 january
It is a unique channel to reinvest
in their brand by getting it in the
hands of young people instead of
growing old with their consumer
base.
Al exi s has dedi cated her career
to bui l di ng and l aunchi ng i n-
novati ve and compel l i ng onl i ne
ecommerce experi ences for con-
sumers. In 2007, Alexis founded
and served as the foundi ng CEO
of Gi l t Groupe, whi ch provi des
access, by i nvi tati on onl y, cov-
eted fashi on brands at pri ces up
to 70% off retai l .
Hari sh i s a seasoned seri al En-
trepreneur i n the di gi tal medi a
space. A computer sci ence engi-
neeri ng graduate, he founded
Smi l e Interacti ve Technol ogi es
Group (SITG) i n 1999. Amongst
Indi a’s fi rst Internet busi ness
sol uti ons compani es, j ust wi thi n
a decade, SITG has devel oped
extremel y successful busi nesses
wi th JV partners l i ke WPP and
Yahoo!. Hi s most recent ventur-
es i ncl ude Squad Di gi tal and
Fashi onAndYou. He i s Ex-Chai r-
man of Digital Agencies Commit-
tee of IAMAI. Hari sh was award-
ed ‘Udyog Rattan’ by Insti tute
of Economi c Studi es for ‘Out-
standing Performance and Con-
tributi on Towards the Industri al
Devel opment of the Country’
while an ‘Excellence Award’ was
presented to SITG for ‘Excel-
l ence i n Producti vi ty, Qual i ty, In-
novati on and Management’.
Harish Bahl
Smile Interactive
Alexis Maybank
Gilt Groupe
aLexis maybank
gilt groupE
208 DLD10 monDay 25 january
“We are at the intersection of old
and new media,” states DLD session
moderator David Kirkpatrick. The
panel revolves around the fundamen-
tal question of the future of various
kinds of media in digital realities, and
their respective strategies to limber
up for the time ahead. The vibrant dis-
cussion includes Tom Glocer (Thom-
son Reuters), David Drummond
(Google), and Paul-Bernhard Kallen
(Hubert Burda Media). Brace your-
self for another controversial and for-
ward-looking debate at DLD 2010.
# part 1
First on stage, Tom Glocer from Thom-
son Reuters explains that this policy
of trying out new things is based on
his passion and interest. Of course,
it came in handy with many of his
initiatives: “Had I not been playing
Yossi’s ICQ in the early days of instant
messaging, I wouldn’t have thought
of building an instant messaging com-
munity in the fnancial services world.”
This platform includes 130,000 users
that shape a very loyal, high-utiliza-
tion group with a high margin and
revenue customer base. Another ex-
ample is the creation of a proper
bureau in Second Life. By symbolizing
openness, the top creative talents in
the company feel enabled to under-
take innovative projects. Tom stresses:
“At Google the whole top rank is
playful. Or look at Dr. Burda. How
many Publishers lack the inspira-
tion or have gotten what it’s about
as clearly as Hubert? It’s fantastic.”
Thomson Reuters generates a 12
billion dollar revenue; 90 percent is
subscription, 90 percent is electro-
nic. The core business is to deliver
content and software to profession-
als, whether they are bankers, traders,
lawyers or accountants. The basic
fabric of the company’s success is the
ability to abstract from the present
distribution possibilities of the day
and be oriented towards the future.
“That innovative mindset might even
cannibalize your own most success-
ful businesses in order to anticipate
what comes next,” adds David Kirk-
patrick.
Tom underscores the importance of
being constantly playful and how
crucial it is to avoid being complacent.
The particular constellation of con-
tent and distribution technology has
to be steadily modifed in accordance
with the development of new tech-
nologies: “With the transition from
one technology to another, we carry
with us restrictions which are born of
the last technology but aren’t need-
ed anymore.” Tom says it is an interest-
ing phenomenon; it seems diffcult
to lose the crutches of the old medium.
He observed that when the frst cell
phones arrived, people would stop
to talk inside phone booths. It is the
exact opposite of what they were
intended for.
The next guest on the CEO round is
Paul-Bernhard Kallen. Responding
to what work is like at Burda, he re-
members his frst board meeting. As
everyone on the board has to build
up his own business, Burda took him
aside: “We need to get more digital.
What are your ideas on that?” His
idea – a corporate venture capitalist
for investments in the digital arena –
was born. In further discussions of
digital markets with Hubert Burda,
the course of the corporate VC is
fxed. He built up a broad portfolio
including content portals living on
advertisement, like FOCUS Online
or Chip’s; expert portals like Suite101;
platforms such as ElitePartner; and
user-generated portals like Holiday
Check. Additionally, Burda Digital got
involved in e-commerce, taking a
signifcant stake and becoming anchor
The innovative mindset might even cannibalize your
own most successful businesses in order to anticipate
what comes next. David Kirkpatrick
strategy
209
Investor in the professional network
company XING. Below this tip of the
iceberg are 45 activities. The 100 per-
cent turnover made more than a billion
US dollars last year, the division grow-
ing at a rate of 25 percent and contrib-
uting to a quarter of Burda’s overall
revenue. David Kirkpatrick points
out that the nomination of the CEO
coming from the VC-piece speaks
volumes about Burda’s general inten-
tions and visions for the long term.
He adds that the DLD conference con-
tributed a lot, at least in reposition-
ing the company in American minds.
Paul-Bernhard Kallen agrees: “DLD
contributed a lot to the community.
Coming out of the burst of the de-
valuation of the Internet bubble there
was a lot of depression. Hubert Burda
had this instinct for the need of com-
munication. He took the fag and
waved it: Come and discuss!” Hubert
Burda Media is well anchored both
in traditional and new media. One
message of the DLD is to signal that
the company plays a signifcant role
in digital media in order to attract
talent. Referring to last year’s “lousy
pennies” statement by Hubert Burda,
Paul-Bernhard Kallen explains: “If
traditional media cost structure meets
new media revenues, it doesn’t work!”
The typical cost structure of a maga-
zine cannot be fnanciered with CPM
advertising. Talking about the inter-
action between old and new media and
the future of the Internet part of the
magazine, he continues: “We have to
fnd formulas to operate on a lower
cost-base and have to fnd a formula
to have more earnings. The solution is
neither CPM nor banner advertising.
We try to develop ideas for solutions.”
Generally he predicts a prosperous
future for print magazines as long as
the following three conditions are met:
(1) express passion for each issue of
the magazine by doing everything to
attract and keep the reader, (2) have
a more measurable impact of ad-
vertisement, and (3) reduce the cost
structure. As for online magazines,
a model has to be found that is closer
to the transaction in order to convert
better than the CPM system.
The last person to be welcomed on
stage is Google’s David Drummond.
As Chief Legal Offcer, he was mana-
ging the corporation’s confrontation
with China – a novelty in foreign
policies. David Drummond stresses
that Google always had been uncom-
fortable with the censorship require-
ments for search results in China.
The original thought was that Google’s
presence in China could be a force
contributing to more openness. The
contrary happened when restrictions
got tighter. The experience showed
that Google’s presence didn’t have the
effect of “democratizing” the Web,
and moving out was a belated state-
ment of principle. Furthermore, there
were attempts to hack e-mail from
human rights activists that were
discovered and could be identifed
as both politically motivated and
of Chinese provenance. statement,
a separate attack on Google was dis-
covered that found ways of com-
promising accounts using phishing
attacks. These facts, in combination
with the climate and the increas-
ingly closed environment in China,
caused Google to conclude that
they couldn’t continue to accom-
modate a local fltered search engine
while adhering to their values.
Moderator David Kirkpatrick leads
the conversation back to Google’s
current problem of facing a regula-
tory push-back in the world and asks:
“People believe less and less in the
Strategy DLD10
210 DLD10 monDay 25 january
Tom Gl ocer i s CEO of Thomson
Reuters, the worl d’s l eadi ng
source of i ntel l i gent i nformati on
for busi nesses and professi on-
al s. Mr. Gl ocer j oi ned Reuters
Group i n 1993 as Vi ce Presi dent
and Deputy Counsel , Reuters
Ameri ca. He hel d a number of
seni or l eadershi p posi ti ons at
Reuters, i ncl udi ng Presi dent of
Reuters LatAm and Reuters
America, before being named CEO
of Reuters Group PLC i n 2001.
He i s a Di rector of Merck & Co.,
Inc., and a member of the Board
of Di rectors of the Partnershi p
for New York Ci ty, the European
Busi ness Leaders Counci l , the
Internati onal Busi ness Advi sory
Counci l London, and the Madi-
son Council of the Library of Con-
gress. Mr. Gl ocer hol ds a bach-
el or’s degree i n pol i ti cal sci ence
from Col umbi a Uni versi ty and
a J.D. from Yal e Law School .
Mr. Glocer lives in New York City.
In theory, that’s the low-hanging fruit,
but in practice it’s the most algorithmic
relevant part of the spend.
David Kirkpatrick
‘The Facebook Effect’
Tom Glocer
Thomson Reuters
Davi d Ki rkpatri ck, Seni or Edi tor
for Internet and Technol ogy at
Fortune Magazi ne, speci al i zes i n
the computer and technol ogy
industries, as well as in the impact
of the Internet on busi ness and
society. He thinks that the impact
i s huge. Ki rkpatri ck began writ-
ing about computing and techno-
logy for Fortune in 1991. In May
2008 he publ ished ‘Mi crosoft
After Gates’, a defi ni ti ve account
of Mi crosoft’s prospects and
challenges as its Founder stepped
away. Other recent Fortune fea-
tures have exami ned MySpace,
Second Li fe, and Technol ogy
i n Chi na. Known for hi s weekl y
‘Fast Forward’ column on a wide
range of tech topi cs, Ki rkpatri ck
i s regul arl y ranked one of the
world’s top technology journalists.
Ki rkpatri ck appears regul arl y at
conferences worl dwi de.
211
tom gLocer
thomson rEutErs
DaviD kirkpatrick
‘thE facEbook EffEct’
Strategy DLD10
212 DLD10 monDay 25 january
Google mantra ‘Don’t be evil,’ but
start having fear that the company
is turning into a giant, greedy cor-
poration. How can you demonstrate
that that is not the case?” David
Drummond answers with a smile:
“Google is not the typical company.
We might do things that seem crazy
but are in consistence with our prin-
ciples.” Generally, Google just tries to
keep on innovating. Referring to
android phones and maps, he states:
“Quite frankly, it is kind of cool
and cutting edge.” The company’s
biggest fear is the inertia of being
big and slow. In this sense, Google is
cognisant of the risks and concen-
trates on acting in accordance with
the original principles.
# part 2
“If somebody has a 90 percent mar-
ket share in search in Germany, it
becomes an infrastructure company.”
(Dr. Paul-Bernhard Kallen)
In the second part of the panel discus-
sion, David Kirkpatrick opens the de-
bate: “In the Internet medium Google
commands the lion’s share of online
advertising. Magazine companies fnd
it threatening and are very critical
of Google. How can traditional media
People believe
less and less
in the Google
mantra ‘Don’t
be evil,’ but
start having
fear that the
company is
turning into a
giant, greedy
corporation.
How can you
demonstrate
that that is not
the case?
David Kirkpatrick
213
companies thrive in a world that
Google has largely helped to create?”
David Drummond believes that they
will thrive. To him, search engines
simply help fnd stuff, and the engag-
ing content creators are the solution.
The original partnering model Google
has adopted was based on the fact
that lots of content owners put their
content on the Web for free and
advertise around it on a specifc web
page: “Google leads through the
Web to the pages and helps them to
monetize with ads,” explains David
Drummond. Last year Google paid
out over 6 billion US dollars of their
advertisement revenue to Publishers.
Nevertheless, this model is not work-
ing for all Publishers. Still, David
Drummond believes that Google is
a good distribution channel and
that it partially depends on the con-
tent-makers to have profts online.
Paul-Bernhard Kallen thinks that the
key issue isn’t Google and the tradi-
tional media. To him, traditional media
is only mentioned in this context
because they can stand up, can afford
to give their opinion in public and
can try to make their thoughts clear.
“Personally, I admire Google and
we have been partners a long time
and it had been very good coop-
eration and friendship,” he says, and
switches to his main point of critique:
“Google is so tremendously successful
that they sort of control the market.
If somebody has a 90 percent market
share in search in Germany, it be-
comes an infrastructure company.
The least I demand from an infra-
structure company is that they play
with open information so we can
understand the system and can rely
on what’s true today is true tomor-
row. We demand more transparency
in order to judge for ourselves that
things are working out well in this
situation of clear market dominance,”
concludes the Burda CEO. A news
company that has 90 to 100 percent
traffc generated by Google has one
single point of failure only. He criti-
cizes that if Google changes the algo-
rithm overnight, the company is
gone. At the same time, he highlights
the good relations and his hope to
manage this as a partnership.
David Drummond acknowledges
the critique and affrms that the way
through this is partnership. Still,
he challenges the notion of market
dominance because there are other
options just one click away. Never-
theless, David Drummond takes the
complaint seriously and says: “More
transparency is good and we are think-
ing of ways to do that without giving
an open invitation to people who want
to wreck the search results. Once they
know how to game the search results,
they will crowd out relevant infor-
mation. It is a bit of a trade-off.” He
underscores the importance of busi-
ness partners having trust in the
search engine and supports the idea
of improving this.
In the fnal part of the session, the
audience follows an invitation to
participate in the debate. Tom Glocer
jumps in to answer the frst question
regarding health. At Thomson Reuters
they run an 800 million US dollar
science and healthcare business. They
sell Medicaid and Medicare solutions
to state hospitals in the US to detect
subtle patterns of fraud and waste in
the healthcare system. To Tom, the
only feasible consensus in the US debate
on healthcare is to frst eliminate
the waste within the system. He says:
“In theory, that’s the low-hanging
fruit, but in practice it’s the most algo-
rithmic relevant part of the spend.”
Currently, they troll all the reimburse-
Strategy DLD10
214 DLD10 monDay 25 january
DaviD DrummonD
google
215
Davi d Drummond j oi ned Googl e
i n 2002, and today i s Seni or
Vi ce Presi dent and Chi ef Legal
Officer. He leads Google’s global
teams for l egal , government rel a-
ti ons, corporate devel opment
(M&A and i nvestment proj ects)
and new busi ness devel op-
ment (strategi c partnershi ps and
l i censi ng opportuni ti es). Davi d
was fi rst i ntroduced to Googl e i n
1998 as a partner i n the corpo-
rate transactions group at Wilson
Sonsi ni Goodri ch and Rosati ,
one of the nati on’s l eadi ng l aw
fi rms representi ng technol ogy
businesses. He served as Google’s
first outside counsel and worked
wi th Larry Page and Sergey Bri n
to incorporate the company and
secure i ts i ni ti al rounds of fi nanc-
i ng. Davi d earned hi s bachel or’s
degree i n hi story from Santa
Cl ara Uni versi ty and hi s JD from
Stanford Law School.
Google is not the typical company. We might do
things that seem crazy but are in consistence with
our principles.
Strategy DLD10
David Drummond
Google
216 DLD10 monDay 25 january
Dr. Paul -Bernhard Kal l en hol ds
a Di pl oma i n Economi cs from
the University of Bonn and a Ph.D.
i n Economi cs aqui red at the
Uni versi ty of Col ogne. He started
hi s career i n 1986 as Assi stant
to Chi ef Executi ve Offi cer of PHB
Weserhuette AG. Two years later,
1988, he transferred to McKinsey
& Co. where he became pri ncipal
and stayed for 8 years. In 1996,
he took charge as Managi ng
Di rector of Burda Servi ces, the
corporate fi nance and admi ni s-
tration unit of Burda Group. Since
1999, he i s a Member of the
Executive Board of Hubert Burda
Medi a (Technol ogy/I nternet,
I nternati onal , Di rect Marketi ng,
Treasury & Fi nance) and as of
2010 he i s CEO of Hubert Burda
Medi a succeedi ng Publ i sher Dr.
Hubert Burda.
Transparency is an important
frst step. It leads to fair search.
ment data and identify waste and
fraud. Tom describes the status quo
and presents the following outlook
for the healthcare project: “It is in-
creasingly moving towards real-time
fltering of the data to detect waste-
ful healthcare at the point of care.”
Next, an Associated Press journalist
asks what Google’s dialogue with the
Chinese government is like. David
Drummond explains that the discus-
sion with the government is ongoing.
Without knowing what to expect,
Google pulled out for the sake of their
values. Article 19 of the Human Rights
Declaration from 1948 states the
right of free expression through any
media and regardless of frontiers.
David Drummond thinks that it its
time for governments to step up
and hold other governments account-
able for that.
Holger Schmidt (FAZ) further ad-
dresses Paul-Bernhard Kallen with his
question of whether or not he thinks
transparency solves all the problems
traditional media have in the digital
arena. “Transparency is an important
frst step. It leads to fair search,” says
Paul-Bernhard Kallen. The discussion
that will follow focuses on the fair
share of the revenues of ads. The third
discussion question will focus on
what kind of businesses one is allowed
to run if one is an infrastructure
service, he continues. The risks of an
infrastructure service are the com-
mercialization of the exclusive infor-
mation and limited access for others.
Closing the panel discussion, Paul-
Bernhard Kallen asks: “Does it solve
all problems of old media? I don’t
think so. But it will be an important
contribution.”
Paul-Bernhard Kallen
Hubert Burda Media
pauL-bernharD kaLLen
hubErt burda mEdia
220 DLD10 monDay 25 january
Deutsche Post is currently under-
going a transformation heading to-
wards integrating their services in the
digital arena. In the second part of the
innovation session, Johannes Helbig
presents the strategy at Deutsche Post
that truly bears revolutionary, disrup-
tive power on a national scale.
Starting off, Johannes Helbig explains
the three properties of the traditional
letter: it is legally binding (sender and
recipient are identifed with a name),
confdential (“secrecy of letter”),
and reliable. Even though it is a very
important means of communication
in everyday life, e-mail doesn’t have
these attributes. Johannes Helbig out-
lines the idea: “Deutsche Post tries to
extend the letter in the digital world
by delivering a product with the three
classical properties. It is embedded in
the core product, the physical letter.
It combines both the physical and
the digital world. The latter adds the
digital properties of simplicity – real-
time delivery and convenience to the
product.” The concept plans to fll
the gap between the digital and the
physical world and to move the core
product onto the Internet. “The value
proposition of a letter remains valid
in the digital world,” states Johannes
Helbig. This system generates various
benefts to the customers. On the
business side, it offers seamless end to
end processes, extends the electronic
workfow to the b2c and c2b com-
munications, and provides a tool for
micro-payment and paid content. On
the private customer’s side, the proc-
ess effciency is experienced as con-
venience, and services like one-click
payment, work fow, and the option
of electronic invoices adds value.
The value proposition of a letter
remains valid in the digital world.
Johannes Helbig
innovation
johannes heLbig
DEUTSCHE POST
right:
deutsche post mobi l e
l etter i phone-app
222 DLD10 monDay 25 january
Johannes Hel bi g i s member of
the Managi ng Board of the
Deutsche Post AG. In his position
as Chi ef I nformati on Offi cer
he i s responsi bl e for the IT of the
company division ‘BRIEF’. He is
sponsor for the strategi c proj ect
to transform the classical letter
to the Internet.
The concept plans to fll the gap between
the digital and the physical world and to
move the core product onto the Internet.
Deutsche Post is not inventing the
wheel but creating a service that
abstracts already existing technology
and turns it into a mass product. “As
it is an existing platform that stands
for integrity, security, reliability,
institutional trust, and an infrastruc-
ture that reaches every household,
Deutsche Post is the ideal provider,”
concludes Johannes Helbig.
This product is a pivotal part of the
overall transformation strategy which
aims to build an ecosystem around
the digitalized core product. Com-
ponents such as the mailing factory,
individual stamps and the iPhone app
are built around it to simplify the way
the customers use the core product.
Other elements and key functions of
the ecosystem will include archiving,
e-voting, e-government, and micro-
payment. The crystallisation point of
the Deutsche Post ecosystem is the
trusted transaction. Johannes Helbig
concludes that this model transforms
the company from a traditional
letter company into an information
logistics provider in a rather disrup-
tive way. If you disagree, send him a
digital letter of complaint at schreib-
center.de.
Johannes Helbig
Deutsche Post
i nnovati on DLD10 223
224 DLD10 monDay 25 january
Starting the session on “Innovation,”
Jérôme Guillen represents the busi-
ness innovation division of Daimler.
Amongst various achievements of the
company, he puts a special spotlight
on the award-winning car2go model.
The development costs of a new
vehicle are very high. In order to meet
all the safety standards, the innova-
tion process of a new platform takes
5 to 7 years. Additionally, Jérôme
stresses that you have one shot only:
“Once it’s out, you have to live with
it.” Contrarily, the business innova-
tion is characterized by lower costs, a
shorter implementation process – 8
months from the idea of the car2go
to the pilot in Ulm, e.g. – and many
shots on goal.
The average use of a car in Germany
is one hour per day only, mentions
Jérôme. Mobility solutions aim to
increase the asset utilization. Other
activities include the insourcing
of high value components such as
equipment for disabled people, the
leverage of assets in other industries,
and clean technology. In order to ap-
proach the generation of innovation,
Daimler adapted various strategies.
The company runs a social platform
for innovative ideas in which 14,000
employees participate. So far it has
1,300 ideas listed and 35 advanced
to the pilot phase. To tap into exter-
nal resources, the innovation unit
reached out to the outside world with
the design contest “Style Your Smart.”
After this compact tour de horizon,
Jérôme goes into details about the
prestigious project; car2go: “More
and more people live in cities; cities
are more and more congested and
therefore take action to restrict per-
sonal individual transportation.” Stra-
tegically this is a very critical situation
for a car manufacturer, he continues,
and asks: ”What can Daimler do in
order to address the mobility needs
of the people in the cities who have
decided not to own a car anymore?”
The car2go concept gives the answer.
It provides a network of cars that are
always available within walking dis-
tance. They are easily located online
or through a hotline and can be used
open-ended, dropped off wherever it’s
legal. In contrast to other models, the
cars can be both used with or without
a reservation, explains
What can Daimler do in order to address the
mobility needs of the people in the cities who
have decided not to own a car any-more? Jérôme Guillen
226 DLD10 monDay 25 january
After graduati ng 1993 wi th a
Bachel ors Degree i n Mechani cal
Engi neeri ng from E.N.S.T.A.,
Paris, France Jérôme Guillen got
hi s Masters Degree i n Nucl ear
Engineering from E.T.S.I.I., Madrid,
Spai n i n 1994. After receivi ng
his Ph.D. in Mechanical Engineer-
ing from the University of Michi-
gan, USA he started his career at
Mc Kinsey & Co. in 1999. In 2002
Jérôme Gui l l en j oi ned Frei ght-
l i ner LLC, at thi s ti me a Dai ml er-
Chrysler company. Since October
2007 Jérôme Guil l en i s respon-
si bl e for the Busi ness Innovati on
division of Daimler AG. The goal
of Business Innovation is to gener-
ate addi tional growth for the
group by evolving innovative ideas
to emergi ng busi nesses. Fi rst
initiatives made public include for
exampl e an i nnovati ve car shar-
i ng system and a young cl assi c
i ni ti ative.
The price is unbeatable. There’s no sign
up fee, the insurance is included, and you
pay only for what you use.
Jérôme: “It is an extremely challeng-
ing math problem to allow reserva-
tions for an uncertain location of
the cars at a specifc point in time.
Furthermore, the usage is very simple:
the membership card opens the car
and a pin code unlocks the engine.
Last but not least, the price is un-
beatable. There’s no sign up fee, the
insurance is included, and you pay
only for what you use.”
Finalizing his keynote, Jérôme high-
lights some of the results of the pilot
in Ulm. The car2go has 16,000 mem-
bers – with 15 percent of the city’s in-
habitants possessing a driver’s licence
(license) – of which 60 percent are
less than 35 years old. This adds up to
the highest car-sharing penetration
rate in the world. All over the city, 200
cars are distributed and on average
each car is used fve times per day. It
comes as no surprise that customer
satisfaction is very high. Stimulating
the appetite of the audience, Jérôme
announces the implementation of
this model coming soon to more
iconic cities worldwide.
previous page:
car2go ul m 2009
© dai ml er ag
above:
car2go goes texas
© dai ml er ag
Jérôme Guillen
Daimler
jÉrÔme Guillen
daimler
i nnovati on DlD10 227
228 DLD10 monDay 25 january
The reuse of syringes kills 1.3 million
people per year by transmitting
viruses from one patient to another.
Furthermore, their abuse causes 23
million cases of Hepatitis B every sin-
gle year. In the developing world,
syringes are used around 4 times, on
average. In fact, they kill more people
than malaria. In the frst part of the
vision session, Marc Koska shares
frsthand experience and gives insight
into the dramatic problem, explain-
ing how to save 9 million lives.
His personal experiences are as man-
ifold as they are terrible. Commenting
on a slide show, his anecdotes range
from “a scumbag doctor in New Delhi
that confessed that he used a syringe
25 times a day” to a hospital in which
40 medicines were delivered with 2
syringes for the whole foor. “It happens
on a minute by minute basis,” says
Marc, and adds more tragic examples:
patients are given the choice in pick-
ing a needle, and bars wash syringes
outside the hospital on a wholesale
basis. Actually, the recycling industry
of syringes is a growing market. The
misinformation is enormous, says
Marc, and exemplifes: “A guy pricked
his fnger with a syringe and it started
to bleed. He pulled out matches and
held the fre against the blood. He
assured me that it is absolutely safe
now.” Additionally, there’s a huge
problem with misuse: water pistols
and other plastic toys are made out
of used syringes.
In the face of this absurd grievance,
Marc dedicated himself to fnding
a solution. Twenty fve years ago, he
read a newspaper article that one
day syringes could become a major
cause of disease. He knew instantly
that this was his key mission. He
started to research all facets of the
problem including the value chain
of production, the regulatory regimes
and innovations in the feld. After
two and a half years of study he came
up with the design of the product:
the auto-disable syringe K1. Techni-
cally, a valve – which breaks after a
single usage – is moulded in the plung-
If we can base this on economy,
I think we can move it forward
very fast. Marc Koska
vision
229
er. This very easy and cheap modif-
cation of the syringe makes an acciden-
tal or abusive reuse impossible. The
frst product was used in a UNICEF
programme in Cambodia in 2001.
The product costs are at about 5 cents
apiece – the average price of a normal
syringe. In order to fght for this hu-
manitarian cause, Marc’s vision is an
adaptation of this or similar technol-
ogy in all syringe factories. He hopes
for a global UN resolution propos-
ing protection by quality assurance.
In 2009 a donation allowed Marc to
run a programme in India. Simulta-
neously a study was published that 62
percent of injections given in India
are unsafe, but the health minister con-
stantly ignored all attempts at com-
munication. Marc’s 11 research trips
to India resulted in a message that
reduced the problem and something
his local companions could agree
upon: the syringe should come in a
sealed package, it should be destroyed
after use, and it must go into a safety
box. A large-scale PR stunt resulted in
14 press conferences, 240 newspaper
articles, 10,000 radio and 5,000 TV an-
nouncements. Probably the largest
health campaign in the world, it has
informed about 700 million people
with headlines like: “Minister Refuses
to Meet Syringe Guru.” Due to the
growing public pressure, they met a
few weeks later and consequently a
law was passed. In the process of ad-
opting this law, already 40 percent of
hospitals in India are currently using
auto-disabling syringes.
Still, in the developing world, 50 per-
cent of the injections are unsafe. One
US dollar not spent on safe injections
now results in 200 US dollars in treat-
ment costs in the future. “If we can
base this on economy, I think we can
move it forward very fast,” says Mark,
and adds: “Since 2001, 1.8 billion K1
syringes were sold, and saved 9 mil-
lion lives. Our part to stop this insan-
ity is a safer product and better in-
formation. Then perhaps – once we
have done our job – the governments
will do theirs.”
vi Si on DLD10
marc koska
SAFEPOINT
231
A guy pricked his fnger with
a syringe and it started to
bleed. He pulled out matches
and held the fre against the
blood. He assured me that it
is absolutely safe now.
Marc Koska OBE has worked tire-
l essl y over the l ast 25 years on
Gl obal Heal thcare. Back i n 1984
he read a newspaper arti cl e pre-
di cti ng the spread of HIV through
re-usi ng medi cal syri nges. He
went on to invent an AD (Auto Dis-
abl e) syri nge cal l ed K1 that
physi cal l y prevents reuse. Marc
and the K1 have been credi ted
with saving in excess of Nine Mil-
l i on l i ves and hi s i nventi on i s
l i censed by 14 manufacturers
around the devel opi ng worl d.
Al l Marc’s energy i s now put i nto
l obbyi ng for l egi sl ati on change
wi th hi s chari ty The SafePoi nt
Trust – del i veri ng hard-hi tti ng safe
i nj ecti on campai gns. Recentl y
i n Indi a a fi ve day campai gn l ed
to 600 mi l l i on Indi ans seei ng
the safe i nj ecti on message and
the Mi ni ster of Heal th mandati ng
the use of AD syri nges i n al l
Government hospitals and clinics.
vi Si on DLD10
Marc Koska
Safepoint
232 DLD10 monDay 25 january
David de Rothschild sets out to raise
awareness about an out-of-sight prob-
lem in the second half of the vision
session. His project “Plastiki” tries to
realign the way we look at materials,
the way we use them, and the way we
disperse them.
Back in 2006, David read a UN report
about the fragility of our deep oceans.
“It struck me that there were places
of such an accumulation, such a fnger-
print, on our planet, yet we didn’t
really know about it: the Eastern gar-
bage patch.” This “secret,” out-of-
sight problem is essentially fve gar-
bage patches in the oceans. To David,
this is not only an issue of environ-
mentalism, but of health as well. Plas-
tic is basically transferring all the
toxins that are running off the land
from agricultural and big industry
into our oceans.
The toxins are being attracted to the
oil-based plastics and get smaller and
smaller until they are molecular-sized
pieces – 61 percent of that plastic is
less than a millimetre in diameter. “It’s
then re-ingested and the fsh we had
last night got probably traces of chem-
icals in it because of the plastic,” Da-
vid summarizes.
“You never change things by fghting
the existing reality. To change some-
thing, build a new model that makes
the existing model obsolete.” (Richard
Buckminster Fuller)
Challenging that problem led David
to the equation of curiosity:
D + As = I
Applying the idea of a dream (D)
creates an adventure (A). Undertaking
the adventure exponentially creates
stories which inspire (I) more dreams.
That’s exactly what Plastiki has done
from day one, says David. He express-
es the self-imposed task: “Could I
build a boat made entirely out of plas-
tic bottles to sail through this East-
ern garbage patch and across the entire
Pacifc?” In order to catch attention
and raise awareness, the project was
called Plastiki in alliance with the
famous “Kon-Tiki” expedition. In de-
velopment, it quickly became a de-
sign project. The bottles had to become
both visible and functional. Inspira-
tion was found in nature, particularly
in the pomegranate. While the oxygen-
flled bottles create buoyancy, Plastiki
still needed a frame for the vessel. By
looking for a “smart plastic” solution,
they engineered “Seratex,” a self-re-
inforcing plastic made out of plastic
bottles. This single-substance material
not only fgures as the vessel’s frame
but already provides a solution to the
tremendous waste stream of plastic
bottles.
The vessel is ready now and the crew
will set sail on their adventurous jour-
ney at the beginning of March 2010.
“What excited me is the journey we’ve
been through and the innovations that
came out of it,” David summarizes, and
states: “The list of solutions is a lot
longer than the list of problems. We
just have to learn how to apply them.”
Whenever he returns to his home
harbour, a new green project is waiting
for David’s media reach: the Circle of
Blue. The Circle of Blue is committed
to fnding solutions to the global fresh
water crisis. Experts agree that there’s
enough water for everyone, whether
it is made on a vessel in the ocean, or it
is about the water supply in the desert.
With the powerful tools of social media,
communications, and data visualiza-
tion, the Circle of Blue aims to build
the narratives, the storytelling and the
database to interconnect global knowl-
edge and raise awareness. Watch out for
more to come…
The list of solutions is a lot longer than the list
of problems. We just have to learn to apply them.
David de Rothschild
233 vi Si on DLD10
234 DLD10 monDay 25 january
David is the founder of Adventure
Ecol ogy, an organi zati on that
uses the magi c and exci tement
of unique field missions to edu-
cate, entertai n and rai se aware-
ness of envi ronmental and soci al
i ssues whi l e dri vi ng i nnovati ve
real worl d sol uti ons. In 2006 Da-
vi d spent over 100 days crossi ng
The Arcti c, becomi ng one of onl y
42 peopl e, to reach both geo-
graphi cal pol es. Pri or to thi s, Da-
vi d had al ready become one of
onl y 14 peopl e to traverse the
conti nent of Antarcti ca, and was
part of a team that broke the
worl d record for the fastest ever
crossi ng of the Greenl and Ice-
cap. I n March 2010, Davi d has
set sai l on an ocean adventure
across the Paci f i c i n a boat
made al most enti rel y from pl asti c
bottl es. Accol ades i ncl ude The
Worl d Economi c Forum ‘Young
Gl obal Leader’ and UNEP ‘Cl i-
mate Hero’.
David de Rothschild
Adventure Ecology
above:
how does the pl asti ki sai l ?
courtesy of andrew rae
next page:
the pl asti ki paci fi c voyage
courtesy of andrew rae
www.adventureecol ogy.com
235
You never change things by fghting the existing
reality. To change something, build a new model
that makes the existing model obsolete.
Richard Buckminster Fuller
vi Si on DLD10
239 chi na DLD10
New models of content can be the key
to introduce ways out of the „lousy
pennies“ problem, to content crea-
tion, with „wonderful pennies“ in
the digital arena instead. In essence,
pennies may not be lousy anymore,
if enough are added up and few are
spent. Moderator Jeff Jarvis (Buzz-
machine), Shawn Colo (Demand
Media), Peter Berger (Suite101),
Edward Roussel (Daily Telegraph),
and Gregor Vogelsang (Booze) are
grouping up to discuss new models
and potentials of content production.
Shawn kicks off explaining the De-
mand Media model. At frst glance
the business model strongly resem-
bles traditional media companies: De-
mand Media creates, distributes and
monetizes content. The revolutionary
difference is based on the content cre-
ation process. The company disposes
of a professional qualifed network
of 7,000 freelancers. Demand sets the
agenda by determining whether or
not a piece of content can compete
for search traffc, whether there’s
audience demand, and whether it can
be monetized with advertisement by
implementing science and data. If a
piece is lucrative, it is directed to the
network pool of journalist.
In the distribution process, Demand
owns and runs networks and brands
like eHow and livestrong.com that
reach over a hundred million unique
users per month. Additionally, they
deliver content to partners. For in-
stance, they are the largest provider of
video content on YouTube. From the
business perspective, Demand sells
branded display advertising and relies
heavily on performance marketing.
“We love the traditional media busi-
ness and have learned a lot from stu-
dying what Publishers do,” Shawn says.
“If you compare a creator-suggested
model to an editorially-led model, the
latter clearly shows improvement in
terms of revenue and performance,”
he continues and stresses: “When you
combine that with algorithms and
data, you can really juice the revenue
and create economies of scale and
effciency. The real objective is to
create a unique, engaging, compelling
consumer experience.”
Before including the fellow panelists,
Jeff sums up the key issues. Firstly,
Demand creates content at lower
cost. Secondly, Demand is listening
to the audience in new ways and is
giving the audience what it wants by
algorithm based article identifcation.
Thirdly, the common fear is that De-
mand is a content farm that flls the
Internet with low quality content.
Bridging to the panel debate, Jeff asks
if value may shift to the curator in a
world of overabundant content and
drops a quote by Clay Shirky: “Our
problem is not too much informa-
tion, it is flter failure.”
The way people consume content today is so very
different than they have historically. Shawn Colo
content
240 DLD10 monDay 25 january
It’s Suite101’s turn to give a short in-
troduction to their innovative content
model. Suite101 is a scalable network
and a platform for writers. It might
look similar to the Demand’s model
but differs substantially. Suite101 fo-
cuses completely on quality and only
works with people that meet their
editorial standards. They support
their writers by replicating the best
aspects of the traditional editorial
environment, plus assisting them
with the choice of topic, selection
and niche. To Peter, the recent Burda
investment demonstrates that a pub-
lish company can use the model in
its current structure: “It is absolutely
complementary and not competitive.”
“The balance of power has not only
changed between the advertisers
and consumers but it has decisively
changed the relationship between the
media and the consumers,” says Gre-
gor. The key question is how to make
the product matter to consumers. He
theorizes that media is challenged to
make the product more user-centric
along the three dimensions of rele-
If you compare a creator-suggested
model to an editorially-led model,
the latter clearly shows improvement
in terms of revenue and performance.
Shawn co-founded Demand
Media with Richard Rosenblatt in
April, 2006. Since the Company’s
inception, Shawn has led over
30 acquisitions of websites and
technology companies. In addi-
ti on, Shawn negoti ated and
structured over $450 million
worth of equi ty and debt financ-
ings for Demand. He is presently
the Head of M&A, focused on
mergers and acquisitions as well
as strategic corporate partner-
ships. Prior to founding Demand,
Shawn was a principal with Spec-
trum Equity Investors, a $4 billion
media and communications fo-
cused private equity firm. While
at Spectrum, Shawn spent sever-
al years leading the firm’s invest-
ment office in London, and serv-
ed on a number of corporate
boards in the US as well as Eu-
rope. Shawn earned his degree in
Engineering and Operations Re-
search from Princeton University.
Shawn Colo
Demand Media
241
shawn coLo
dEmand mEdia
content DLD10
242 DLD10 monDay 25 january
vance, quality, and trustworthiness.
Furthermore, a devaluation of the
media product takes place. A study
last year showed that only 12 percent
of the magazine reach in Germany is
still paid copy sales at the newsstand.
Mechanisms like Demand Media
could combine relevance and quality
and change that balance. However,
monetizing in the digital space is
signifcantly lower than in the offine
space.
Edward Roussel from the Telegraph
Media Group is dedicated to fnding
new business opportunities in new
content areas. He takes off with two
warnings: frstly, he doesn’t believe
that algorithms are capable of fully
determining what people want but
rather it depends on human judg-
ment. He remembers his former
employer Michael Bloomberg say:
“I need to know what they want, I
develop the product, and then I ram
it down their throats.” Secondly, he
gives an example to prove his point.
Recently, the biggest success for his
media group was the major scoop to
publish the expenses of every single
Member of Parliament in the UK over
a six week period in 2009. This dom-
inated the news agenda both online
and in print.
“There are a lot of content users that
don’t know their needs but are very
glad when it is provided,” concludes
Edward. Having said that, he agrees
that a news company has to focus a
lot more on what the users want: “It is
a dynamic that combines three things:
content, commerce, and community.”
The Telegraph understands that it
doesn’t want to be dependent on one
single revenue stream and therefore
became engaged in commerce, sub-
scription services, sports betting, and
other club-based models.
Moderating Jeff refects on this con-
cept: “FOCUS Online makes more
money with commerce than with ad-
vertisement. A media company turns
into a retailer? At the same time, I
see retailers becoming media compa-
nies. The list of models includes less
expensive ways of creating content,
new ways of listening to the audience,
and new revenues through commerce
and clubs.”
Peter points out that it is not limited
to cheap costs only: “People who
grasp the new opportunities don’t
have to live on pennies.” At Suite101,
writers of individual articles are paid
with a revenue share model and can
get up to a couple of grand. Shawn
adds that neither Demand nor
Suite101 would claim to perform in
the investigative journalism business
that clearly creates a different value:
“We are focused on innovation at the
product level and delivering these
experiences to the consumer. The way
people consume content today is so
very different than they have histor-
ically.” Gregor joins in and stresses
that media companies should spend
more on the brand-defning core part
of their content: “Top quality jour-
nalism will cost more to differentiate
in a world of abundant content.” The
mechanisms of Demand Media gen-
erate service-journalism and lower
costs. Learning from that model,
media today should signifcantly shift
money to the brand-defning core of
content, and do the rest in a much
more cost effective way. At the end
of the day, those who don’t have a
content core are in danger of models
like Demand Media because it lowers
the barriers of entry.
Coming from a conventional media
background, Edward speculates that
the issue of his industry is that they
haven’t been quick enough to latch on
the value they have as trusted brands
with a huge reach. The same goes for
clubs, says Edward, and adds: “People
trust us, we have a huge reach, and
people want to get together in clusters
243
under brand names. As an industry
we were slow to understand what sort
of opportunities that creates, and to
tap that.” According to him, there’s
not going to be one dominating reve-
nue stream. The key is to understand
the interconnectivity between the
revenue streams. “You cannot substi-
tute one set of revenue with another,”
he continues: “The variables one can
play with substantially include the
subscription model, the advertising
model, and the commerce model.”
Responding to the question whether
or not a change in the Google algo-
rithm is a threat to their business,
Shawn underlines that Demand’s
business model runs a tight cooper-
ation with Google. Their strongest
principle is to serve the customer.
“In this sense, their interests are com-
pletely aligned with ours,” he says.
Edward stresses that it is imperative
the industry learn a lot from them.
He had been working with them both
to optimize advertisement revenues
as well as increasingly to learn how
to develop products: “If you cannot
beat them, join them! Convention-
al media companies haven’t been
successful in developing new digital
products to that extent.” Shawn shares
that opinion and states that Facebook
is becoming a massive source for
consumption: “The search paradigm
is augmented by the discovery para-
digm.”
Edward remarks that it is important
to remember what’s good about the
old models. For instance, investigative
journalism still has enormous value.
“Some parts of the old model are
broken. An awful lot isn’t,” he con-
cludes. Gregor believes that reprinting
the news doesn’t work anymore. The
news magazines in the US are moving
away from breaking news to agenda
setting, background, and thinking
pieces. “That kind of content will
continue to be differentiated and re-
main in high demand by the readers,“
he concludes.
content DLD10
244 DLD10 monDay 25 january
People who grasp the new opportunities
don’t have to live on pennies. At Suite101,
writers of individual articles are paid with
a revenue share model and can get up to
a couple of grand.
245
Gregor Vogel sang i s a Managi ng
Partner i n the Muni ch offi ce
of Booz & Company. As a member
of the world-wi de Communi ca-
ti ons, Media & Technol ogy Prac-
tice and l eader of the European
media team he has specialized on
top management consulting for
medi a compani es. Hi s maj or ex-
perti se l i es i n strategy devel op-
ment, organi sati onal transforma-
ti on and functi onal areas l i ke
adverti si ng sal es and marketi ng.
He appears regul arl y on i nter-
nati onal conferences and di scus-
si on panel s and i s a Co-Author
of numerous studies, arti cl es
and books on key trends of the
medi a i ndustry. He hol ds an
MBA from INSEAD, Fontainebleau
and received a Diploma in Busi-
ness Studies from London School
of Economi cs as wel l as a
Diploma in Journalism. He lives
with hi s famil y near Muni ch.
Peter Berger i s CEO of Vancou-
ver-based onl i ne Publ i sher
Sui te101.com, operati ng four
i nternati onal websi tes wi th
regi onal offi ces i n Berl i n, Madri d
and Paris. The Suite101.com
network curates the work of over
8,000 j ournal i sts, experts and
qual i ty writers and currentl y
reaches a gl obal audi ence of
24 mi l l i on uni que readers month-
ly, making it one of the top 100
web desti nati ons i n the US, i ts
l argest market. Sui te101 is
consi dered one of the most
respected curators of original
content on the Internet. Pri or to
j oi ni ng Sui te101.com i n Apri l
2006, Berger worked as a
Busi ness Strategy Consul tant at
the Boston Consul ti ng Group
(BCG) out of Berl i n. He hol ds a
Master’s degree in International
Rel ati ons and Scandi navi an Lit-
erature from Munich University.
Content DLD10
Peter Berger
Suite101.com
Gregor Vogelsang
Booz & Co.
246 DLD10 monDay 25 january
Our problem is
not too much
information, it
is flter failure.
Clay Shirky
Jeff Jarvis, author of ‘What Would
Google Do?’, blogs about media
and news at Buzzmachi ne.com
and wri tes the new medi a col-
umn i n the Guardi an. He i s
currentl y Di rector of i nteracti ve
j ournal i sm at the Ci ty Uni versi ty
of New York Graduate School
of Journal i sm. He i s Consul ti ng
Edi tor of Dayl i fe and has been
an advi sor to the Guardi an,
Sky.com, Burda, and Publ i sh2.
Earl i er, he was Presi dent and
Creati ve Di rector of Advance.net,
the onl i ne arm of Advance Pub-
l i cati ons; Creator and Foundi ng
Edi tor of Entertai nment Weekl y;
Sunday Edi tor and Associ ate
Publ i sher of the New York Dai ly
News; TV criti c for TV Gui de
and Peopl e; and a col umni st on
the San Franci sco Exami ner.
Edward Roussel, the Digital Editor
of the Tel egraph Medi a Group,
has been i nstrumental i n restruc-
turi ng the Tel egraph’s 500-per-
son newsroom over the past four
years, pl aci ng di gi tal medi a
at the heart of the 155-year-ol d
newspaper group. Under Edward’s
di recti on, the gl obal audi ence
of the Tel egraph.co.uk websi te
has reached 31 mi l l i on unique
users, up from 5 million UUs when
the restructuring began. Edward
has l ed the expansi on i nto new
di gi tal media, i ncl udi ng the
l aunch of Tel egraph TV, a news-
on-the-web servi ce, and the
creati on of mobi l e products.
Edward was previ ousl y a Man-
aging Editor at Bloomberg, where
he headed global finance cover-
age. His other positions at Bloom-
berg, over an 11-year peri od,
i ncl uded London bureau chi ef,
Pari s bureau chi ef and Brussel s
bureau chi ef.
Jeff Jarvis
Buzzmachine.com
Edward Roussel
Telegraph Media Group
247 chi na DLD10
eDwarD rousseL
tElEgraph mEdia group
248 DLD10 monDay 25 january
The neuroscientist and illusionist Al
Seckel takes the DLD community on
a wondrous journey to their minds.
By means of visual illusions, he
demonstrates that even the most ex-
ceptional people who have the means
to change this planet in a qualitative
way face diffculties in transforming
because their belief system is fxed.
“Visual illusions are a window into
perception,” explains Al: “They can
reveal the hidden constraints of the
perception system. Things are not al-
ways black and white – nor on or off!”
For instance, illusions force people to
see things dissimilarly even though
they know they are the same and are
being tricked. Al defnes that reality is
that which exists independently of the
perception or belief. Meanwhile, the
perception may be aligned with reali-
ty, and then, it may not be. He notes
that a lot of things happen beneath
the level of awareness which elude
personal control. Although people
have the same underlying perceptu-
al system, they often have different
belief systems. The consequences of
these differing belief systems include
war, confict and relationship break-
ups. Generally, the perceptual system
is a three-dimensional organizational
framework that allows successful
interaction with the world:
1. What are you looking at?
The building up of a scene.
2. What is the meaning of the scene?
What are you attending to?
3. What is the overall meaning?
The building up of a core belief.
Things are not always black
and white – nor on or off! Al Seckel
perception
249 percepti on DLD10
250 DLD10 monDay 25 january
Al Seckel , formerl y of the Cal i for-
ni a Insti tute of Technol ogy, i s
i nternati onal l y recogni zed as one
of the world’s l eadi ng authori -
ti es on visual and other types of
sensory i l l usi ons. Seckel has
l ectured extensi vel y throughout
the world. He is a member and
contri butor to John Brockman’s
Thi rd Cul ture Group, Edge,
a group of i nternati onal l y known
thi nkers and achi evers. Seckel
is passionate about education and
i s the founder and vi si onary of
the Bl ue Worl d Al l i ance, a phi l an-
thropi c foundati on devoted to
the oceans. He i s a former
teachi ng assi stant to Carl Sagan,
and was a cl ose student and
friend of the late legendary Nobel
Pri ze wi nni ng physi ci st Ri chard
Feynman.
The rules operate beneath the level of awareness,
they cannot be mentally controlled, and their goal
is to resolve ambiguity, “mapping” it to support
the organizational framework.
Al Seckel
Scientist
251
The commonalities of the dimen-
sions are that they are rule-based and
context-dependent: the rules operate
beneath the level of awareness, they
cannot be mentally controlled, and
their goal is to resolve ambiguity,
“mapping” it to support the organi-
zational framework. Proper context
is the most important and essential
element of information. Inappropri-
ate context can tip the perception. Al
presents another argument: „Perhaps
your own world view is preventing
you from seeing, recognizing and
internalizing some ideas that fall out-
side of our own world view, or could
be interpreted differently by others
from the way you ‘know’ them to be
true.” Once a mental organizational
framework is in place, the brain un-
consciously prefers to map or „twist“
any inconsistencies or falsehoods in a
supportive way.
In the search for meaning, the core
belief system – which starts to devel-
op through education at about eight
years of age – is another great organiz-
er. Core beliefs are rooted in political
views, ethnic stereotypes, conspiracy
theories, religious or magical thinking,
and are generally robust: “With our
core beliefs locked into place, whatever
that belief may be, your perceptual sys-
tem will now try to map all incoming
information, even when contradicto-
ry, inconsistent, or false, in a way that
is supportive to that overall frame-
work. The challenge is to build trust
and understanding of how they build
their world in order to transform it in
a positive way.”
Finalizing his presentation, Al appeals
to the audience: “Be aware, but not
cynical or unduly suspicious.”
percepti on DLD10
252 DLD10 monDay 25 january
The topic of user-centric experience
is very complex and has many rami-
fcations. The relationship between
content and consumer has tectoni-
cally shifted with the technological
evolution: the content experience is
increasingly under the control of the
consumer. A very diverse group of
panelists sets out to discuss all aspects
in order to grasp the implications
for content creators, media, and the
consumer.
Tero Opanjerä suggests that rele-
vance and trust in the content are
crucial for user-centricity. The mobile
transforms to become a distributi-
on vehicle if not the central hub for
information. This implicates that
instead of what you are doing, the
where is becoming more important.
He defnes NOKIA as both one of the
most global and most local compa-
nies in the world. The value added by
location makes the mobile even more
content sensitive and relevant for the
consumer.
David J. Moore notes that the rele-
vance to the consumer is targeted not
only by ordinary content but by ad-
vertisement as well. He agrees that the
cellular phone is the media device for
the future as it possesses the inherent
ability to provide localized content to
the consumer, subject to their desire.
Precisely targeted ads provide useful
information and therefore constitute
a powerful way of marketing prod-
ucts. Illustrating that, he says that
thanks to an advertisement e-mail for
Valentines Day, he fnally got a big
kiss from his wife for the present he
gave her.
“I think that e-mail came from your
wife!” jokes Tom Glocer and contin-
ues: “There’s nothing new invented
under the sun, but we are constantly
fnding new ways to make things
relevant we need for entertainment,
or to do our job.” Tom’s business with
Reuters has shifted mostly to the job
side. He believes that the question
ends up being what kind of content
people want when they are mobile,
and what the experience should be
like: “In our legal business we are
toying around with location-specifc
services on mobile delivery. If the
user types in ‘court rules’ and stands
in front of the New York Courthouse,
the frst result popping up will be the
New York courtrulings.” To him, the
basic rule of user-centricity in the
professional world is to understand
the sequence of how professionals go
through their jobs in order to design
better products.
Being asked if there’s a way that
all fowers can bloom and revenue
streams can continue for traditional
media, Nick Bilton responds crypti-
cally that now everyone has the same
megaphone and is enabled to con-
tribute to the discussion: “If a blog
breaks a news story quicker than The
Washington Post or The New York
Times, people should go there and
read it.” The personalization of social
networks and location-based services
both change content. Nick states:
“If you cross-correlate location, inter-
ests, and the social graph, you start
to get a really amazing experience
around that!”
Carlos Bhola fundamentally believes
that the Internet is going through
a transformation which revolves
around consumers and professional
behavioural patterns. He categorizes
three things the user cares about: (1)
favourites , because affliation trumps
pushed services; (2) surprises that
If you cross-correlate location, interests, and
the social graph, you start to get a really amazing
experience around that! Nick Bilton
user-centric
experience
253
satisfy the original intent; and (3)
sharing the unlocked content. The
user-centricity really resolves the
value proposition. “Today, I want my
web always with me. The web search
has shifted from discovery to the
more targeted requirement of fnding
the relevant information. The key
element is client intelligence that in-
tegrates the trusted services instanta-
neously to mash up the presentation
from multiple sources on one screen.
That’s exactly what kikin does,” raves
Carlos about his current venture.
The key role of trust in brand and
services resonates with Tero. He urges
embedding the user choice in the
process instead of search that only
results in a machine-generated list of
links. Nick partially agrees and points
out that there is a balance between the
Editor and friends. This trust market
includes people on Twitter as much
as a favourite (favorite) newspaper.
Carlos approves and describes kikin
as a special force that unlocks content
from business partners such as CNN
and The New York Times, which was
being held hostage to 256 characters
in a blue link. Already talking about
Google, David Kirkpatrick navigates
the discussion to the potential of
targeting the fnal intent of the user.
Tom pitches in: “In the consumer
world it’s really hard, as there are so
many contacts. It becomes somewhat
easier as you go more vertically into
work capacity. Storing each single
keystroke and query in our profes-
sional databases, we have obtained
knowledge about your interests
because we know what millions of
people before wanted when following
a similar sequence.” Nick takes the
opportunity to mention the cold-start
problem: “New platforms don’t know
my level of knowledge I’ve acquired
on a different platform.”
Tero repeats that it is necessary to
simplify how to consume content.
New forms such as geotagging bring
information discovery into the real
world. The critical piece is the inter-
action with the phone. To him, the
second point is the question of how
to bring content to this distribution
vehicle. He answers the question
himself by stating that NOKIA is
delivering a system which converts
content into a mobile device format.
David Kirkpatrick adds that The
Huffngton Post model integrates real
social curation through Facebook
Connect. Nick contributes, saying
that Twitter – other than Facebook
where you have to friend your mother
– became a central point for content
consumption, as you can deliberately
decide who’s on your curation feed.
This organizes controlled serendipity
and turns each user into a curator.
Foursquare is another example: “You
can check in somewhere and then
leave a ‘tip.’ It changed the way I go
to restaurants and bars in New York
City.”
“With some respect, the media is
changing but the behaviour remains
the same,” argues Tero. “Curation has
happened always. From all the stories
I was told as a child, I only retell the
ones I like most. We are just fnding
better ways to connect people faster
and more effciently.”
Carlos doesn’t disagree that the ulti-
mate curation happens by the user.
Still, curation starts from the author,
the Editor or the user-generated
content a la Twitter and Facebook.
The amount of curation that interests
an individual within that spectrum is
driven by what he is doing and how
uSer-centri c experi enceS DLD10
254 DLD10 monDay 25 january
carLos bhoLa
KIKIN
DaviD j. moore
24/7 REAL MEDIA
tero ojanperä
NOKIA
nick biLton
NEW YORK TIMES
tom gLocer
THOMSON REUTERS
DaviD kirkpatrick
‘THE FACEBOOK EFFECT’
uSer-centri c experi enceS DLD10 255
256 DLD10 monDay 25 january
There’s nothing new invented under the
sun but we are constantly fnding new
ways to make things relevant we need for
entertainment or to do our job.
much time he has available.
He continues: “Intent is a very big
driver, not only for the content you
are consuming, but also for the degree
of curation you need. Curation is
needed throughout the spectrum.”
In order to face the monetizing pro-
blems, he suggests treating adver-
tisement like content, overlaying it
with behavioural mapping. It turns
out that you can actually curate
advertising and business models. ”If
you bleed through not only relevant
content but actually bleed through
the monetization logic, you end up
with an ecosystem that works. Pub-
lishers need to bleed through ads and
content at that consumption point.
Curation is costly, so we need a fnan-
cial model for that,” states Carlos.
“You are certainly conscious of the
risks and dangers of having naked
users,” comments Claudia Gonzalez
from The Global Fund. Carlos shares
these concerns: “The mobile is the
most powerful edge sensor that exists.
The input-output capability of that
device is unbelievable. Also it provo-
kes an extreme unlocking of data on
your location and your behavioural
patterns. If profles are for the user,
by the user and within the user’s do-
main, user-centric behaviour will rath-
er pull content than receive pushed
content though.” Picking up David
Kirkpatrick’s idea of „face recogni-
tion,“ Nick asserts that any govern-
ment agency with three letters already
use systems that can scan the faces of
60 people per second. According to
him, a company is putting that tech-
nology into an android phone by the
end of the year to verify the identity
of the owner. For now.
Wrapping up, David Kirkpatrick
concludes that all the panels he mod-
erated ended with the question of
privacy: “It seems to be the key issue
touching all aspects of the entire
ecosystem. There’s a lot of discus-
sion ahead to fgure out what to do
about it. Onward to the partying and
Tom Gl ocer i s CEO of Thomson
Reuters, the worl d’s l eadi ng
source of i ntel l i gent i nformati on
for busi nesses and professi on-
al s. Mr. Gl ocer j oi ned Reuters
Group i n 1993 as Vi ce Presi dent
and Deputy Counsel , Reuters
Ameri ca. He hel d a number of
seni or l eadershi p posi ti ons at
Reuters, i ncl udi ng Presi dent of
Reuters LatAm and Reuters
America, before being named CEO
of Reuters Group PLC i n 2001.
He i s a Di rector of Merck & Co.,
Inc., and a member of the Board
of Di rectors of the Partnershi p
for New York Ci ty, the European
Busi ness Leaders Counci l , the
Internati onal Busi ness Advi sory
Counci l London, and the Madi-
son Council of the Library of Con-
gress. Mr. Gl ocer hol ds a bach-
el or’s degree i n pol i ti cal sci ence
from Col umbi a Uni versi ty and
a J.D. from Yal e Law School .
Mr. Glocer lives in New York City.
Tom Glocer
Thomson Reuters
257
tom glocer
thomson reuters
User-centri c experi ences DlD10
258 DLD10 monDay 25 january
Carl os M. Bhol a i s Co-Founder
and CEO of kikin (www.kikin.com),
del i veri ng next-generati on
user-centri c web and mobi l e ex-
peri ences. Carl os was previ ousl y
Managi ng Partner of Cel sius
Capi tal , an i nvestment and advi-
sory servi ces fi rm focused on
compani es i n the technol ogy,
medi a and tel ecommuni cati ons
(TMT), consumer goods, and
real estate sectors i n the U.S.
and China. Carl os al so served as
Gl obal Head of Internet / El ectro-
nic Commerce Investment Bank-
ing at Credit Suisse First Boston;
pri or to whi ch he l ed Internet /
El ectroni c Commerce and Hi gh
Technol ogy i ni ti ati ves for Fortune
500 fi rms at the Boston Consult-
ing Group. Carlos’ most recent
academi c accompl i shment was
hi s pi oneeri ng post-graduate re-
search i n arti fi ci al i ntel l i gence at
Carnegi e Mel l on Uni versi ty.
David J. Moore is Chairman and
founder of 24/7 Real Media, Inc.,
a leading global digital marketing
company that offers award
wi nni ng ad servi ng, targeti ng,
tracki ng, and anal yti cs pl at-
forms. As Chairman of 24/7 Real
Medi a, Mr. Moore focuses on
strengtheni ng the company’s
industry position, strategic rel a-
ti onshi ps, recrui tment and busi -
ness devel opment. Mr. Moore
has l ed 24/7 Real Medi a’s
growth from start-up to its current
posi ti on as a l eader i n di gi tal
marketi ng. Mr. Moore i s a com-
pel l i ng speaker and seasoned
executive with expertise in all fac-
ets of the digital advertising in-
dustry. Through-out his career,
Mr. Moore has held positions at
companies such as Turner Broad-
casting and Viacom. He is an ac-
tive athlete participating in Triath-
lons and Marathons regul arl y.
Davi d Ki rkpatri ck, Seni or Edi tor
for Internet and Technol ogy at
Fortune Magazi ne, speci al i zes i n
the computer and technol ogy
industries, as well as in the impact
of the Internet on busi ness and
society. He thinks that the impact
i s huge. Ki rkpatri ck began writ-
ing about computing and techno-
logy for Fortune in 1991. In May
2008 he publ ished ‘Mi crosoft
After Gates’, a defi ni ti ve account
of Mi crosoft’s prospects and
challenges as its Founder stepped
away. Other recent Fortune fea-
tures have exami ned MySpace,
Second Li fe, and Technol ogy
i n Chi na. Known for hi s weekl y
‘Fast Forward’ column on a wide
range of tech topi cs, Ki rkpatri ck
i s regul arl y ranked one of the
world’s top technology journalists.
Ki rkpatri ck appears regul arl y at
conferences worl dwi de.
David Kirkpatrick
‘The Facebook Effect’
David J. Moore
24/7 Real Media
Carlos M. Bhola
kikin
259
Tero Oj anperä i s the head of
NOKIA’s entertai nment busi ness,
coveri ng musi c, games, vi deo
and TV, onl i ne communi ti es and
more. As Executi ve Vi ce Presi -
dent, Services, Tero is at the fore-
front of NOKIA’s push i nto de-
l i veri ng compel l i ng, i nteracti ve
entertainment. A sought-after
industry commentator, author and
speaker, he has played a defini ng
rol e i n dri vi ng NOKIA’s evol uti on
as a company si nce j oi ni ng i n
1990. Tero has hel d a number of
seni or rol es at NOKIA, i ncl uding
Chief Technology Officer and Chief
Strategy Offi cer, as wel l as head
of the NOKIA Research Center.
Tero has al so been a member of
the NOKIA Group Executive Board
si nce 2005. He has a master’s
of science degree from the Univer-
si ty of Oul u, Fi nl and and a Ph.D.
degree from Delft University of
Technol ogy, The Netherl ands.
Tero Ojanperä
NOKIA
Nick Bilton is a technology report-
er and the l ead wri ter for the Bits
blog. He writes on a range of
technol ogy topi cs, i ncl udi ng
the future of technol ogy and the
soci al i mpact of the Web on
our cul ture and media. Mr. Bi l ton
has been wi th The Ti mes si nce
2003, both as a desi gn Edi tor i n
the newsroom and a researcher
i n the research and devel opment
l abs. Hi s work i n the R&D Labs
i ncl udes expl ori ng and prototyp-
i ng content and i nteracti on on
futuri sti c fl exi bl e di gital di spl ays,
a vast array of mobi l e appl i ca-
ti ons and devi ces, Ti mes Reader
2.0, content in the l i vi ng room
and context aware sensors. He
is currently writing a book titled
‘I Li ve i n the Future: & Here’s
How It Works’ (2010). He i s al so
an adj unct professor at New
York Uni versi ty i n the Interacti ve
Telecommuni cati ons Program.
Nick Bilton
New York Times
If a blog breaks a news story
quicker than The Washington
Post or The New York Times,
people should go there and
read it.
uSer-centri c experi enceS DLD10
260 DLD10 monDay 25 january
Relevance and trust in the content are crucial for
user-centricity. The mobile transforms to become
a distribution vehicle if not the central hub for
information.
261
tero ojanperä
nokia
User-centri c experi ences DLD10
264 DLD10 monDay 25 january
Hans-Ulrich Obrist, Co-Director of
Exhibitions and Programs at the Ser-
pentine Gallery London (LINK), cur-
rently gathers as many maps as pos-
sible by artists, thinkers, and scientists
for a new book. Last year Art Review
rated him the most seminal person
in the art world (www.artreview100.
com/2009-artreview-power-100/).
Obrist is interested in polyphonies,
lists and formulas. Like an obsession,
his own key formula and methods
correspond to the logic of DLD’s in-
terdisciplinary vision: “connecting the
unexpected”, i.e. connecting as many
different people and conversations as
possible.
Obrist’s conversation panels are often
experimental in format, gathering
different generations of artists along-
side practitioners from the worlds
of design, science, and philosophy.
Having invented or collaborated on
various interdisciplinary conference
styles since the 1990s, such as “Bur-
da Akademie zum 3. Jahrtausend”,
“Utopia Station” at the 50th Venice
Biennale, or “The 24 Hour Mara-
thon” conversations at the Serpentine
Gallery London, these gatherings
confated hundreds of speakers and
always revolved around “live” settings,
creating what Obrist calls “ongoing
reality production.”
“Don’t stop. We never stop.”
(Hans-Ulrich Obrist)
http://www.artreview100.com/329/
At DLD 2010, Obrist introduced
“Maps for the 21st Century” as an
invitation to artists, designers and sci-
entists to showcase possible maps for
times yet to come. The initial key idea
evolved around juxtaposing scien-
tists, conceptual artists from Europe,
software- and digital art-designers
from the Bay Area for an open-source
conversation. Highlighting the notion
of “mapping”, the panel solidifed
how artists, designers and scientists
apply or integrate “maps” as tools to
bridge visual art concepts, storytelling,
data visualisation, knowledge-pro-
cessing software, and current fndings
in astrophysics and gene-mapping
research.
According to Obrist, “the Internet
increased the presence of maps in
our thinking. It has become easier to
make maps, to change them, to work
on them collaboratively and to share
them: for example, real-time geolo-
cating systems and satellite-guided
Maps for the 21st Century
maps
265
navigation like Google Maps and
Google Earth.”
Depicting not mere geographical
areas, these multidimensional maps
express a vast array of interconnected
ideas and issues in a world where
maps and networks are evermore
reticulated and interrelated, charting
this frst decade of a century character-
ized by such notions as increasing dis-
placement, migration and globality.
After the focus on social networks the
last couple of years, could the focus
now be shifting to location as a new
key dimension?
MAPPING CODE
Aaron Koblin, artist and head of
the Google Creative Lab, and Eric
Rodenbeck, Co-Founder of the San
Francisco-based agency Stamen
Design, discussed new possibilities
in visualizing and processing “map-
ping design”: San Francisco-based
Koblin (http://www.aaronkoblin.
com/work.html) demonstrated how
to bridge visualizing data maps and
computer programming with digital
arts. Koblin creates interactive and
participatory visual work through
writing software. Also, being the head
of Google Creative Lab enables him
to access social and infrastructural
data to depict cultural trends and
emergent patterns. Having received
the National Science Foundation’s
frst-place award for science visualiza-
tion, his projects translate codes into
visualisation grids.
“I always start from code as my source
material to create maps.”
(Aaron Koblin)
A popular work by Koblin is his
“fight pattern” animation, tracking
air traffc over North America for 24
hours and translating this data into a
visual motion map. His visualizations
for the New York Talk Exchange, a
project by the Senseable City Lab at
MIT for MoMA – the Museum of
Modern Art in New York - illustrate
the global exchange of information in
a real-time simulation by visualizing
volumes of long-distance telephone
and IP (Internet Protocol) data
fowing between New York and cities
around the world.
EXUBERANT CARTOGRAPHY:
NON-GEOGRAPHIC MAPS
Stamen Design’s Founder and Director
Eric Rodenbeck, currently on the Cov-
er of Wired magazine and voted last
year by ID magazine as one of the top
forty designers, is a true veteran of
the interactive design feld: San Fran-
cisco-based Rodenbeck is an expert in
maps and worked on many prototype
projects to extend the boundaries of
online media and “live” information
visualisation. Rodenbeck referred to
a current explosion of map-related
activity in various sectors and high-
lighed key characteristics of maps
based on data visualisation that will
become more relevant in the coming
years.
For Rodenbeck, all maps begin with
the visualisation of data. Yet some
of them are geographic and some of
them are not, as now multiple layers
of data and information are added
to maps. Thus Rodenbeck increas-
ingly adds a real-time dimension to
them and signifes a new trend,
which will continue to grow.
OPEN STREET MAP PROJECT:
PARTICIPATORY MAPS
For Rodenbeck, it is clear we will
quickly begin to understand that
maps are less and less created by
experts but by us, our activity and
by the activity of our environment.
Hence, Stamen designed
mapS DLD10
266 DLD10 monDay 25 january
hans uLrich obrist
SERPENTINE GALLERY
267
applications for the Open Street
Map Projects, a Wikipedia system for
maps, which are continiously edited
in “real time” all around the world
by volunteers. This introduces a new
logic of cartographical interfaces and
devices that are constantly changing
and renewing.

DYNAMIC MAPS
Furthermore, Rodenbeck pointed out
how we will understand that maps
increasingly become more porous and
dynamic: Stamen collaborated with
the city of Oakland on crime maps
(stamen.com/projects/crimespotting)
to improve the analysis of daily
updated crime patterns.
Additionally, these highly dynamic
and daily updated maps include ap-
plications like RSS feeds and e-mail.
TIME-BASED MAPS
Subsequently, Rodenbeck states that
map visualisations are becoming
increasingly “real-time” based, “live”
and participatory. For example, Sta-
men has worked with MTV and Twit-
ter to bridge Twitter and television
events. Rodenbeck also claims that
non-branded, custom cartographic
projects will rise signifcantly within
the next couple of years.
FROM NAVIGATION TO
EXPLORATION
On a fnal note, Rodenbeck claims
that maps will not only be under-
stood as search tools but increasingly
will be used to explore data sets, to
learn from them and to share them
with others. According to his per-
spective, maps will become more
communicative and collaborative in
the future.
“Maps play a crucial role in the context
of bringing arts and data together.”
(Peter Hirshberg)
San Francisco communication
expert Peter Hirshberg, head of the
San Francisco-based “Conversation
Group” pointed to projects where
innovation in digital arts, code, and
statistics have come together: Hirsh-
berg presented a number of projects
Hans Ul ri ch Obri st was born in
Zuri ch in May 1968. He became
Co-Di rector of Exhi biti ons and
Programmes and Director of Inter-
nati onal Proj ects at the Serpen-
ti ne Gal l ery i n Apri l 2006. Pri or
to thi s he was Curator of the
Musée d’Art Moderne de l a Vi l l e
de Paris since 2000, as well as
curator of museum i n progress,
Vienna, from 1993 to 2000. The
first in the series, the Interview
Marathon i n 2006, i nvol ved i nter-
vi ews wi th leadi ng fi gures i n
contemporary cul ture over 24
hours, conducted by Obri st
and architect Rem Koolhaas. This
was followed by the Experiment
Marathon in 2007, which included
50 experi ments by speakers
across both arts and science, and
the Manifesto Marathon in 2008.
In 2009 he was made an Honor-
ary Fel l ow of the Royal Insti tute
of Bri ti sh Archi tects.
The Internet increased the presence of maps in
our thinking. It has become easier to make maps,
to change them, to work on them collaboratively
and to share them.
mapS DLD10
Hans Ulrich Obrist
Serpentine Gallery
268 DLD10 monDay 25 january
Aaron Kobl i n i s an arti st speci al-
i zi ng i n data vi sual i zati on. Hi s
work takes soci al and i nfrastruc-
tural data and uses i t to depi ct
cultural trends and emergent
patterns. Aaron’s work has been
shown at international festivals
i ncl udi ng Ars El ectroni ca,
SIGGRAPH, OFFF, the Japan
Medi a Arts Festi val , and TED.
He received the National Science
foundati on’s fi rst pl ace award for
sci ence vi sual i zati on and i s part
of the permanent col l ecti on of
the Museum of Modern Art (MoMA)
i n New York. Currentl y, Aaron i s
Technol ogy Lead of Googl e’s
Creati ve Lab where he hel ped to
l aunch Chrome Experi ments, a
websi te showcasi ng JavaScri pt
work by designers from around
the worl d.
Anri Sal a was born i n Al bani a,
where he studi ed art at the
Al bani an Academy of Arts and
attended the Écol e Nati onal e
des Arts Décoratifs in Paris. There-
after he studi ed fi l m directi on
in Le Fresnoy-Studio National des
Arts Contemporains in Tourcoing.
He l i ves and works i n Berl i n.
Usi ng a range of medi a i ncl udi ng
vi deo, photography and i nstal-
l ati on hi s work has been featured
at venues and exhi bi ti ons al l over
the world. Recent works among
other are ‘Answer Me’ shown at
Johnen Gal eri e i n Berl i n i n
2009 and ‘Why The Li on Roars’
shown at 104 in Paris in 2008.
With ‘Purchase Not By Moonlight’
a choreographed group of i n-
stal l ations, Anri Sal a had hi s fi rst
maj or sol o exhi bi ti ons i n the
USA at the Museum of Contem-
porary Art, Miami in 2008 and the
Mari an Goodman Gal l ery, New
York and others.
If a map
is a visual
representation
highlighting
relationships
between
different
elements in
space – which
qualities of the
future should
its map
highlight?
Anri Sala
Artist
Aaron Koblin
Google Creative Lab
AAron koblin
google creative lab
272 DLD10 monDay 25 january
complementing the vision of San
Francisco’s Gray Area Foundation for
the Arts (GAFFTA) (www.gaffta.org/),
a collective bridging arts and tech-
nology dedicated to building social
consciousness through digital arts
and culture. Furthermore, he presen-
ted the project Trash Track by MIT’s
Senseable City Lab (senseable.mit.
edu/trashtrack/), and the open source
software “Seaquence”, a social music
experiment that allows users to create
step-sequencer micro-compositions
(www.gaffta.org/projects/seaquence/).
As an interesting counterpart, visual
artists Julieta Aranda, Rosa Barba,
Anri Sala, Philippe Parreno, and
Qui Jhize highlighted the notion of
fctional maps, fctional geographies
and imaginary aspects of maps and
mapping concepts. Treating environ-
ments within the logic of structural
flm, separating the image and the
language track into single frames and
bits, there is a tendency in contem-
porary arts to refer to and to produce
fction or “mash up” maps – for exam-
ple, mixing fction with documen-
tary or archival material – in many
different ways: Rosa Barba presented
“Vertiginous Mapping”, a project she
created for the Dia Art Foundation
in New York. Vertiginous Mapping
(awp.diaart.org/barba/barba.html) is
a web-based map of a fctional island,
introducing its fctional carthogra-
phy designed by artists with different
“rooms” or chapters of information
and soundtracks.
“...If a map is a visual representation
highlighting relationships between
different elements in space – which
qualities of the future should its map
highlight? Can we imagine maps that
would enable us to perceive the future,
just like the ancient sailors visualised
from the outside the contours of the
unknown, yet without colonising the
inside, like their descendants did?”
(Anri Sala)
Anri Sala created a temperature-
based map, based on a flm library
he created, constantly edited due to
temperature changes in the outside
environment. Composed of feature
flms that not only communicate on a
visual level but also through a feeling
for temperature is a weather-related
work, Why The Lion Roars. Each of
the 57 selected flms represents one
degree Celsius, from minus 11 degrees
to plus 45 degrees. A thermometer
constantly measures the tempera-
ture outside the site of the projection
and simultaneously edits the flm
programme, continuously screening
the flm that corresponds to the actual
outdoor temperature. As the temper-
ature fuctuates in the morning and
stabilizes later in the day, some flms
will be seen incomplete, while others
are projected as complete flms and
even loop at times.
“We have a hierarchical relationship
for the time. The present became a
space of infnite delay, yet it may be-
come a space of infnite action. I prefer
maps with non-stationary landmarks:
a trajectory of a map that cannot be
retracted and that cannot be repeated.”
(Julieta Aranda)
Julieta Aranda is an artist living in
New York and Berlin. Central to
Aranda’s multidimensional practice is
her involvement with the idea of “po-
etics of circulation”, a subjective per-
ception and use of time, considering
time as a hierarchical relationship,
and the power over the imaginary.
Having had a solo exhibition at New
York’s Guggenheim Museum in 2009,
Aranda presented a counter-position,
expressing her doubts about precon-
ditioned technological maps. Aranda
doesn’t advocate technological maps
as they determine her orientation in
space in terms of speed and effciency.
Rather, Aranda favours a one-way
map, maps that cannot be captured?
As data, or maps that disappear once
they start to become trackable.
PHILIPPE PARRENO:
NO MORE REALITY-MAPPING
AND INVISIBILTY
“The condition of an image in the
society in which we live is a branding,
a magic of surfaces. Maps concern
invisible ideas: a map is something
between a painting and a photograph.
Less of a recording of reality, it adds a
level of fantasy. Mapping is a process
of creation, where a frame can allow
something new to happen. We may call
it a map. For a musician it may be a
score. We say we see what we under-
stand, yet what is real is not necessarily
what is visible.” (Philippe Parreno)
Philippe Parreno’s works always
address the “production of reality”,
often in relation to the logic of cinéma
vérité. Parreno creates works that
question the boundaries between
reality and fction, exploring the nebu-
lous realm in which the real and the
imagined blur and combine. Working
in a diverse range of media including
sculpture, drawing, flm, and perfor-
mance, Parreno seeks to expand our
understanding of duration, inviting
us to radically re-evaluate the nature
of reality, memory, and the passage of
time. Recent solo exhibitions include
Centre Georges Pompidou (2009) and
Kunsthalle Zürich (2009).
“For the future we are not totally
unknown. In the year 2025 the Chinese
273
population will have reached 26 billion
people and India will have the world´s
largest population. In my map we have
5 avenues: the political and arts ave-
nue, the culture avenue, and economy
and technology avenues. In the middle
we can see the Google Hotel, the Google
Airlight.” (Qui Zhiije)
Qiu Zhijie currently lives and works
in Beijing and Hangzhou as an edu-
cator and artist. He is known for his
calligraphy, photography and video-
installation works. His work has been
shown all over the world, including
“Inside Out: New Chinese Art”, P.S.1
Contemporary Art Center, New York;
The San Francisco Museum of Mod-
ern Art; “Beijing in London”, ICA,
London; “Translated Acts”, Haus Der
Kulturen der Welt, Berlin; and the
25th Sao Paulo Biennial in Brazil. He
is a professor at the China Academy
of Art in the mixed media art depart-
ment, Mentor of MA, and Co-Direc-
tor of the Visual Culture Center at the
China Academy of Art in Hangzhou.
SYSTEM MAPS:
SHUTTING DOWN THE BODY
Mapping the most basic questions of
reality and existence, gene-mapping
expert Josef Penninger and Har-
vard astrophysicist Dimitar Sasselov
presented new scientifc visions in
gene-mapping and astrophysics.
“Systems maps, genetics and gene
mining allow us to create functional
maps of physiology diseases.” (Josef
Penninger)
Josef Penninger was appointed Re-
searcher of the Year in 2003, focussing
his research within the genetic world
at the functional level. As founder of
the Institute of Molecular Biotech-
nology at the Austrian Academy of
Sciences, his team mines, tracks and
isolates genomes for their basic func-
tions by genetically transferring genes
from one organism – for example
mice – into another organism – such
as fruit fies – in order to discover
patterns and fnd genes to aid in the
creation of new medicines, ultimately
curing human disease. Combining
funtional maps of mutant organisms
with genome maps of humans, his
team “shuts down” single genomes in
different parts of the body.
Recently his group has found an
entirely new regulator of fever and,
using whole genome system genetics,
established the frst global map of
obesity and the frst “sytems map”
of heart failure or pain models for
smoking. Among others, Penninger
successfully discovered the frst ge-
netic description of the key regulator
of bone loss, affecting millions of
people. Furthermore, his team dis-
covered key genes that control pain,
infammation, auto-immune disease
and heart diseases, and were the frst
report of a gene which controls elec-
tricity-regulated wound healing.
“Life is an interconnected system.”
(Dimitar Sasselov)
As a closing point, Dimitar Sasse-
lov introduced his research on dark
matter, comparing the universe to a
constantly changing interconnected,
dynamic system. Sasselov is currently
a Senior Advisor for the Radcliffe
Institute for Advanced Study at Har-
vard. His research explores modes of
interaction between light and matter.
Recently he and his team discovered
several planets orbiting other stars
with novel techniques he hopes to use
to fnd planets like Earth. According
to Sasselov, the universe must be
considered a constantly-expanding,
ever-changing web.
“72 percent of the universe is covered
by dark energy, a feld or energy we
cannot see, but we feel. 28 percent of
the universe is matter, where 5 percent
is called ordinary matter – atoms – the
planets, the stars, the galaxies. The
other 23 percent of what we see is called
“dark matter”. We know it is there, but
we don’t see it. So what do we actually
map?” (Dimitar Sasselov)
According to Sasselov, we are partici-
pating in the biggest revolution of the
21st Century, which is just beginning.
We are starting to understand the basic
chemistry of life, as an interconnected,
always-changing system. Sasselov high-
lights the possibilities of further planets
in other solar systems. He advocates
an increase in understanding, that the
future map life of our life on this planet
must be connected to other planets, and
thus implies a yet unknown, completely
new map and understanding of the
world and the humans who populate it.
Given the abundance of multi-
disciplinary, interconnected infor-
mation within maps for the 21st
Century, one could call this panel a
“superstring panel”, as Hans-Ulrich
suggested. Alternatively, we could
compare this to “An Atlas of Maps”,
yet not the Atlas. Rather, it is one
of many possible Atlases, given the
abundance of artists, architects,
designers, scientists and flmmakers
currently using maps and mapping
in their work.
© Johannes Fricke Waldthausen,
03/2010
mapS DLD10
josef penninger
IMBA
275
Josef Penni nger studi ed Medi-
ci ne i n Innsbruck, Austri a and
then moved to Toronto where he
worked for 13 years, at the end
as ful l Professor of Immunol ogy
and Medi cal Bi ophysi cs at the
Uni versi ty of Toronto. In 2003 he
moved to Vi enna to become the
Foundi ng Di rector of the newl y
establ i shed Insti tute of Mol ecul ar
Bi otechnol ogy of the Austri an
Academy of Sci ences ( I MBA) .
Wi thi n a few years, IMBA has
become the l argest and most
successful ‘Max Pl anck/Howard
Hughes-l i ke’ Insti tute i n Austri a.
Josef has publ i shed more than
350 sci enti fi c papers and has
been twi ce among the top 10
most ci ted sci enti sts i n al l fi el ds
of sci ence i n the worl d. Recentl y
hi s group has found an enti rel y
new regul ator of fever and –
usi ng whol e genome system
geneti cs – establ i shed the fi rst
gl obal map of obesi ty.
In 1988 Mr. Sassel ov aqui red hi s
Ph.D. i n Physi cs, i n Sofi a, be-
i ng fol l owed 1990 by hi s Ph.D. i n
Astronomy from the Uni versi ty
of Toronto. 1999 Sasselov beca-
me an Al fred P. Sloan Fel l ow.
Currentl y he i s al so a Seni or Ad-
visor for the Radcliffe Institute
for Advanced Study i n Harvard.
Hi s research explores modes
of i nteracti on between l i ght and
matter. Recentl y he and hi s
team di scovered several planets
orbiting other stars with novel
techni ques he hopes to use to
fi nd pl anets l i ke Earth.
Life is an
interconnected
system.
mapS DLD10
Josef Penninger
IMBA
Dimitar D. Sasselov
Harvard University
276 DLD10 monDay 25 january
Rosa Barba is an Italian born
arti st, currentl y l i vi ng i n Berl i n.
She studi ed Fi l m and Vi sual Arts
at the Academy of Medi a Arts
in Cologne followed by a residen-
cy at the Rijksakademie van Be-
el dende Kunsten i n Amsterdam.
Her work deals with the charac-
teristic evocation of cinematic nar-
rative through the use of movi ng
and proj ected text and some-
ti mes an off-si te reference to a
hi stori c event i n Moderni st dis-
course. Barba explores the arti-
sanal and the i ndustri al pro-
cesses fused together in cinema
with the waywardness of her
machi nes, whi l e the ci nemati c
mode of producti on’ that bri ngs
these to bear on the attenti on
and temporal i ty of the vi ewer, i s
evoked on the smal l , di achroni c
and fi cti ve scale of her archi ves
and eni gmas.
Born i n Mexi co Ci ty, Aranda cur-
rently lives and works between
New York and Berl i n. Central to
Aranda’s multidimensional prac-
ti ce are her i nvol vement wi th
ci rcul ati on mechani sms and the
i dea of a ‘poeti cs of ci rcul ati on’,
of a pol i ti cized subj ecti vi ty /
pol i ti ci zed subj ect, the percep-
ti on and use of ti me, and the
power over the i magi nary. Aran-
da’s work has been exhi bi ted
i nternati onal l y i n venues such as
Sol omon Guggenhei m Museum
( 2009) , where she was the fi rst
artist doing a solo presentation
for the ‘Intervals’ exhibition series,
or the New Museum (2010)
amongst others. Wi th her e-fl ux
Co-Di rector Anton Vi dokl e,
Aranda devel oped the proj ects
Pawnshop, and e-fl ux video rent-
al , whi ch started i n the e-fl ux
storefront i n New York i n 2004,
and has travel ed to more than
15 venues worl dwi de.
I prefer maps
with non-station-
ary landmarks:
a trajectory of a
map that cannot
be retracted and
that cannot be
repeated.
Julieta Aranda
e-fux
Rosa Barba
Artist
277
Born i n Oran, Al geri a i n 1964,
Phi l i ppe Parreno creates works
that questi on the boundari es
between real i ty and fi cti on, ex-
pl ori ng the nebul ous real m i n
whi ch the real and the imagi ned
blur and combine. Working in a
di verse range of medi a i ncl udi ng
scul pture, drawi ng, fi l m, and
performance Parreno seeks to
expand our understandi ng of
durati on, i nvi ti ng us to radi cal l y
reeval uate the nature of real i ty,
memory, and the passage of
ti me. Recent sol o exhi bi ti ons i n-
cl ude Iri sh Museum of Modern
Art, Dubl i n (2009); Musée nati o-
nal d’Art moderne – Centre
Georges Pompi dou (2009) and
Kunsthal l e Züri ch (2009) Par-
reno’s work is represented in col-
l ecti ons i ncl udi ng: Kanazawa
Museum of the 21st Century, Ja-
pan; MOMA, New York; and the
Wal ker Art Centre, Mi nneapol i s.
Parreno l i ves and works in Pari s.
Maps DLD10
Peter Hirshberg
The Conversation Group
Philippe Parreno
Artist
Peter Hi rshberg i s at the epi cen-
ter of the noi sy, connected
worl d of onli ne conversati on. He
i s changi ng our thi nki ng about
marketing, branding and customer
rel ati onshi ps. A Si l i con Val l ey
executi ve wi th several hi gh pro-
fi l e marketi ng and brandi ng
rel ated ventures, Peter has l ed
emergi ng medi a and technol ogy
compani es at the center of
di srupti ve change for more than
20 years. He is Co-Founder and
Chairman of The Conversati on
Group, a fast growi ng agency
hel pi ng brands wi th strategy and
marketi ng i n a worl d of empow-
ered and connected audiences
and customers. Duri ng a ni ne-
year tenure at Appl e Computer,
Hi rshberg headed Enterpri se
Marketi ng. Peter earned hi s
bachel or’s degree at Dartmouth
College and his MBA at Wharton.
eric roDenbeck
STAMEN
279
Eri c Rodenbeck i s Stamen’s
Founder & Creati ve Di rector. A
veteran of the i nteracti ve desi gn
fi el d, he has worked to extend
the boundari es of onl i ne medi a
and l i ve i nformati on vi sual i zati on.
Eri c l ed the i nteracti ve storytel l-
i ng & data-driven narrative effort
at Quokka Sports, i l l ustrated &
desi gned at Wi red Magazi ne &
Wired Books, and co-founded the
design collective Umwow. He has
presented at Yale, Columbia, the
University of Southern California,
Esther Dyson’s PC Forum, Li ft,
and SxSW, among others. Eri c
was born in New York City and
studied architecture at Cooper
Union and recei ved a B.A. i n Hi s-
tory & Philosophy of Technology
from The New School for Soci al
Research. I n 2008 he was one
of Esqui re Magazi ne’s ‘Best and
Brightest’ and one of ID Mag-
azine’s top 40 designers to watch.
Non-branded, custom
cartographic projects
will rise signifcantly
within the next couple
of years.
mapS DLD10
Eric Rodenbeck
Stamen
280 DLD10 monDay 25 january
Qiu Zhijie was born in Zhangzhou,
Fuj i an Provi nce. P.R.CHINA i n
1969 and graduated from Chi na
Academy of Art, Pri ntmaki ng
department, Hangzhou, Chi na i n
1992. He currentl y l i ves and
works i n Bei j i ng and Hangzhou
as an educator and arti st. As
an artist, Qiu is known for his cal-
ligraphy, photography and video-
i nstal lati on works. He has shown
hi s works al l over the worl d, i n-
cluding, Inside Out: New Chinese
Art, P.S.1 Contemporary Art
Centre, New York; San Franci sco
Museum of Modern Art; Bei j i ng
i n London, ICA, London; Trans-
l ated Acts. Haus Der Kul turen
der Welt. Berlin and the 25th San
Pol o Bi enni al i n Brazi l . He i s a
professor of China Academy of Art
i n Mi xed Medi al Art Department,
Mentor of MA, Co-Di rector of the
Visual Cul ture Center i n China
Academy of Art i n Hangzhou.
Al exander Kl uge, born 1932
i n Hal berstadt, i s fi l mmaker,
tv producer and author. He was
l egal advi sor at the Frankfurter
Insti tute für Sozi al forschung
and close trustee of Theodor W.
Adorno. Si di ng 25 other fi l mma-
kers he publ i shed the ‘Oberhau-
sener Mani fest’ i n 1962; Movi es
l i ke ‘Abschi ed von Gestern’
and ‘Di e Arti sten i n der Zi rkus-
kuppel : ratlos’ are considered to
be decisive mi l estones for the
new German film and the German
author’s ci nema of the 80s.
Wi th the establ i shment of ‘dtcp’
1987 Kl uge created a pl atform
for i ndependent programs i n
pri vate German tel evi si on. Hi s
l atest proj ect i s www.dctp.tv,
the Web-TV network from dctp.
Hi s most recent publ i cati on i s
‘Das Labyri nth der zärtl ichen
Kraft’, Suhrkamp 2009.
Qiu Zhijie
China Academy of Art
Alexander Kluge
Filmmaker, Producer, Author
Virtual Map s
Navigation
Mapping Layers: Rethinking Location
E
arly ninties metaphors often compared
the Internet with a highway, users with
drivers, computers and browsers with
cars – and websites with targets on a
virtual map. Still, one of the biggest
challenges today is to navigate the
Internet without actual orientation
help, clear destinations, or missing navigation systems. Yet
the way we use the Internet today signifcantly increased
the presence of maps in our thinking: it has become easier
to engineer maps, to change them, to work on them collec-
tively and to share them with others.
Maps generate, structure and visualize information about
places and locations. There is a long tradition of generat-
ing grids and maps that presents alternate interpretations
of our environment and reveals implicit relationships be-
tween data, power, control and spatial orientation. His-
torically tied to war strategy, fight navigation, and urban
planning, current mapping applications spread out to in-
terpret and visualize rapidly emerging data in all possible
forms.
In the late ninties, the Rotterdam-based offce of Metro-
politan Architecture’s think tank, AMO, founded by Rem
Koolhaas, blueprinted how to visualize maps which feature
existing offcial data in a new way, and how to show and
contextualize political, economical and social trends in
urban settings. (www.oma.eu/)
In the last few years, Geoweb applications like Google Maps
and Google Earth as well as all kinds of maps on mobile
phones introduced new dimensions of how we under-
stand locations today: depicting not merely geographical
areas, these multidimensional maps express a vast array of
interconnected ideas and issues in a world where maps and
networks are increasing reticulated and interrelated.
Real-Time Location Maps
San Francisco-based artist and designer Aaron Koblin
(www.aaronkoblin.com/work.html) visualizes data and
computer programming, often within the context of the
digital arts. Koblin is interested in open-source, crowd-
sourcing collaborations and real-time maps, and creates
interactive and visual work through writing software. He
has worked with MIT and is currently head of Google
Creative Lab. This enables him to access social and infra-
structural data to depict cultural trends and emergent pat-
terns. Having received the National Science Foundation’s
frst-place award for science visualization, Koblin projects
translate statistics and codes into visualisation-motion
maps. “I always start from code – it is my source material,”
he says. Koblin’s visualizations for the New York Talk
Exchange, a project by the Senseable City Lab at MIT for
MoMA, illustrate the global exchange of information in
real time by visualizing volumes of long-distance tele-
phone and IP (Internet Protocol) data fowing between
New York and cities around the world.
With increasing urban transit (www.google.ru/intl/ru/
landing/transsib/) both domestically and abroad, navigat-
ing with smartphone devices through cityscapes is taken
for granted. Satellite-fed orientation systems, multi-layered
streetmaps and social network services can helps us to
keep in touch with our environment.
The quantity of complex information we need to edit,
rank and communicate with others indicates that the
merge of visual-interface devices and new-mapping con-
cepts becomes more fundamental to navigate augmented
reality. Insofar as we trust these devices – considering trust
as a key component for identity – we increasingly explore
cities in an “android” manner (en.wikipedia.org/wiki/
Android). Staring at little screens, with a simulated feeling
of being connected and trustfully guided by technology
– anywhere, anytime.
More radical, location-based community services like
Foursquare (foursquare.com/), cofounded by DLD 2010
speaker Dennis Crowley, confate visualized information
and recommendations about cities, communicating infor-
mation about our real-time location by tracking and tag-
ging us into interconnected ecosystems consisting of sites
and people. It is a concept of mobile-map applications,
where everything appears to be cross-linked to everything.
Real-Time City Maps:
Ambient Data and Self-Engineered Ecosystems
Assaf Biderman, Associate Director of the MIT Senseable
City Lab (senseable.mit.edu/copenhagenwheel) remarks
that maps are increasingly perceived in today’s world as
constantly changing, self-engineered ecosystems. Aggregat-
ing sociodemographic data and altering it in “real-time”
mode, such maps can introduce a new dimension to better
visualize multiple city dynamics (senseable.mit.edu/
currentcity).
Biderman wants to make cities a better place: he claims,
for example, that with the help of such maps, we could
better understand which neighbourhoods were the most
crowded at any given moment, better allocate energy
resources (senseable.mit.edu/trashtrack/), or enable better
management of traffc congestion. We could see aggrega-
ted fows of buildings in real time while we change loca-
tion, meaning the “ambient data” around them. Drawing
on the research of Biderman and MIT Senseable City Lab
Director Carlo Ratti (www.carloratti.com/), such a reality
could happen soon. By partnering with aggregated data
providers, the team at MIT’s Senseable City Lab has the
vision to develop new user applications that address long-
standing city management problems and to improve the
quality and safety of cities in the future.
Key Characteristics of Map Visualisations
(Eric Rodenbeck Stamen Design)
Exuberant Cartography: Non-Geographical Maps
Stamen Design’s founder and Director Eric Rodenbeck,
currently on the cover of Wired magazine and voted by
ID magazine last year as one of the top forty designers, is
a veteran of the interactive design feld: he is an expert in
maps and has worked on many prototype projects to
extend the boundaries of online media and “live” informa-
tion visualization. Rodenbeck indicated a current explo-
sion of map-related activity in various sectors and high-
lighted some key characteristics of maps based on data
visualisation that will become more relevant in the coming
years. For Rodenbeck, all maps begin with the visualisati-
on of data. Yet, some of them are geographic and some of
them are not, as now multiple layers of data and informa-
tion are added to maps. Thus Rodenbeck increasingly adds
a real-time dimension to them and signifes a new trend,
which will continue to grow.
The Open Street Map Project: Participatory Maps
For Rodenbeck it is clear we will quickly begin to under-
stand that maps are less and less created by experts but by
us, our activity and by the activity of our environment.
Hence, Stamen designed applications for the Open Street
Map Projects, a Wikipedia system for maps, which are
continiously edited in “real time” all around the world by
volunteers. This introduces a new logic of cartographical
interfaces and devices that are constantly changing and
renewing.
Dynamic Maps
Furthermore, he pointed out how we will understand that
maps increasingly become more porous and dynamic:
Stamen collaborated with the city of Oakland on crime
maps (stamen.com/projects/crimespotting) to improve
the analysis of daily updated crime patterns. Additionally,
these highly dynamic and daily updated maps include
applications like RSS feeds and e-mail.
Time-Based Maps: From Navigation to Exploration
Subsequently, Rodenbeck states that map visualisations
are becoming increasingly “real-time” based, “live” and
participatory. For example, Stamen has worked with MTV
and Twitter to bridge Twitter and television events. Roden-
beck also claims that non-branded, custom cartographic
projects will rise signifcantly within the next couple of
years. Finally, Rodenbeck believes that maps will not only
be understood as search tools but increasingly will be used
to explore data sets, to learn from them and to share them
with others. Thus, all things point to maps becoming more
communicative in the future.
Location and Privacy
“Augmented architecture is for augmented man (today’s
homme nouveau) and his mobility, fexibility and free-
dom.” (Carlo Ratti, MIT Senseable City Lab)
On one hand, without question, interactive mapping and
navigation systems will increase our freedom, mobility
and fexibility. By linking everything to everything, soon
cities, our homes and our environments promise to be-
come increasingly intelligent ecosystems. Furthermore, as
Biderman remarks, tagging cities and developing mapping
systems can be driving forces in making cities safer.
On the other hand, with the enormous growth of inter-
connected, geolocation-based services and devices, a ques-
tion that becomes equally key is privacy: by logging into
and uploading our profles to interactive mapping soft-
wares, or simply by browsing the Internet, watching TV,
or making transactions online, our homes and our identity
already have become public spaces - as we are continuously
tracked and located.
At Home with Public Space: Keeping Your Privacy Private
Spacebook (senseable.mit.edu/spacebook/), a project
developed by Carlo Ratti, Alex Haw and Assaf Biderman,
concerns itself with privacy issues: a concept design for
the Milan Triennale in 2007, Spacebook is an interactive
house whose walls gradually change in transparency with
changes in local environmental situations as well as the
people entering and leaving the house. Spacebook’s intro
states that “our data is public. We are always on camera,
systems and software track us, wherever we move. We have
nowhere to hide.” Yet the enormous success of platforms
like Facebook indicate “that we also dream of exposure,
of connecting and revealing ourselves, of living out in
the open, liberated, free. We love the privacy invasions of
reality TV. We voted for Big Brother – and we cannot get
enough of pervasive surveillance.”
© Johannes Fricke Waldthausen (2010)
Rivane Neuenschwander
Pangaea’s Diaries [still] (2008)
Carpaccio Beef, Ants and Porcelain Plate
Simone Forti
#46 scanned image animation fier (1993)
Koo Jeong A
Map (2008)
Rosa Barba
Vertiginous Mapping (2008)
A Web project commissioned by the Dia Art Foundation, New York
www.diaart.org/Barba
Rosa Barba
Vertiginous Mapping (2008)
A Web project commissioned by the Dia Art Foundation, New York
www.diaart.org/Barba
Markus Miessen
“Host not found – a Traveling monument of the suppression of search”
© Markus Miessen & Patricia Reed (2007)
Anri Sala
Mr. Arkadin’s Map (2010)
Qiu Zhijie
Mapping 21st Century, 2010
Aaron Koblin (Google Creative Lab, San Francisco)
Altitudes (2008)
Aaron Koblin (Google Creative Lab, San Francisco)
Flight Patterns (2008)
MIT SENSEable City Lab
“New YorkTalk Exchange” (2008)
Julieta Aranda
“∞º / ...º (from where to measure the ocean)” (2010)
Maurizio Cattelan
Map, untitled (2010)
Philippe Parreno
(2009)
Pae White
“gebrochenes Weiss” (2010)
Eric Rodenbeck (Stamen Design, San Francisco)
Mapumental (2010)
Ed Ruscha
wen out for cigrets (1985)
Museums Tours
Museums Tours DLD10
1 Kunstverein 2 Nationalmuseum 3 Kunstverein
Museums Tours DLD10 4 Brandhorst
5 Deutsches Museum 6 Brandhorst
DLD Starnight
Starnight // Monday // 25 January // Haus der Kunst // Munich DLD10
Starnight // Monday // 25 January // Haus der Kunst // Cheryl Cole // Munich DLD10
Starnight // Monday // 25 January // Haus der Kunst // Munich DLD10
1 2 3 4
1 Zack Bogne with his wife Marissa Mayer Google // Paul-Bernhard Kallen Hubert Burda Media 2 Yossi Vardi DLD Chairman //
Jim Breyer Accel 3 Samir Arora GLAM // Nikesh Arora Google // Cherno Jobatey Moderator // David Drummond Google
4 The Stage 5 Marie Nasemann and Sara Nuru Germany’s Next Topmodels 6 DLD in Ice
5 6
322 DLD10 TuesDay 26 january
“It’s neither about real-time geolo-
cation nor about buses sending you
signals when they arrive,” rules out
trend scout and Internet futurist
Esther Dyson. This panel focuses spe-
cifcally on giving identity to things.
Three panelists illustrate their entry
to the “Internet of Things.”
First to start is Ulla-Maaria Enge-
ström from Thinglink. Her entry
point is the identity of things in their
environment: “By identity I mean
who these things are, who made
them, who designed them, who sells
them, who owns them, and who likes
them,” she specifes. As everything
has its own social network, Thing-
link offers an easy tool to connect all
things to its network. It enables the
identifcation of things on photos and
connects it with a blueprint descrip-
tion of it. In the next step, the photo
becomes a recommendation for your
friends and people who follow you,
as well as a channel from which to
buy it. The company started in 2005
to identify especially invisible “cool”
things in the long-tail – like small
design brands and vintage objects
– by means of a unique product code.
Referring to Charles Ems, she notes:
“Eventually all objects, people, and
ideas connect. It’s the quality of these
connections that matter.”
“Thingd is an American company
that began less with an aesthetic sen-
sibility and more with the notion of
creating a registry of things.” Esther
introduces Michael Silvermann – his
entry point was the project to build a
database of all the things in the world.
Taking off from the registry, thingd
creates a platform that connects peo-
ple with the things in their lives. He
believes that people identify them-
selves with things and that this is the
next step on the Internet.
Reez.it enables individuals to manage
e-commerce across multiple channels.
“Other than in listings like Amazon
and Ebay, now there’s a network avail-
able for things to communicate and
reach their own audience,” explains
Eventually all objects, people,
and ideas connect. It’s the quality
of these connections that matter.
Ulla-Maaria Engeström
InTerneT  of 
ThIngs
323 I nternet of thI ngs DLD10
the Founder and CEO Douglas Krug-
mann. The Internet is the most pow-
erful distribution mechanism: “What’s
missing is the ability to manage that
powerful network: scheduling, a clas-
sifcation system, pricing, and yield
management.” Reez. it’s biggest initial
market is vacation rentals. The in-
cumbents are listing services but offer
no transactional services. Filling that
gap, the company aims to provide
individuals with the tools to manage
their assets and ultimately provide the
transactional engine.
Thingd’s business model differs, ex-
plains Michael. By offering a variety
of applications for the database, the
user can geotag things or search for
nearby things that already have been
geotagged: “In mobile space there will
be a time where you use your phone
to learn about the world around you.
Using a variety of protocols, image
recognition technology, Bluetooth or
RFID in combination with the data-
base, the experience of the environ-
ment will be enhanced.” List building
is one of the applications. People can
build lists of what they want to sell,
of what they own, or of things they
want to have. Exporting the lists and
posting them on different sites allows
the user to socialize around the things
in his life.
Thinglink is based on two business
models. The frst is the affliate model
that refects the recommendation part
of the system: anyone with great pho-
tos that attract viewers and drive con-
sumption can make revenue. The se-
cond business model centres around
the fan communities: “We can serve
brands information and statistics
about who likes their products and
who already owns their products,”
says Ulla: “That introduces a whole
new set of offerings we can make
to lifestyle brands.” Yet, she remains
rather sceptical towards an extreme
commercialization of this relation-
ship at the initial phase: “Otherwise
it might become irritating. Nobody
wants to list their things if the frst
thing that happens is that somebody
out of the blue starts offering you
stuff.” Additionally, she thinks that
painting digital attributes on physical
things can result in a better attitude
towards things. In the ideal case it is
about paying more attention to the
environment and discovering interes-
ting things. Tracking the ownership of
objects and their locations can lead to
a more effcient, ownership-changing
usage of already existing objects. Even
RFID tags on meaningless things of
poor quality can serve waste manage-
ment.
Wrapping up the session, Esther
states: “Long before we had identity
on Facebook, we had identity in a cre-
dit card database, the social security
listing, and with the passport num-
bers of the government. These orga-
nizations held us as reduced numbers
without full unique identity. Many of
the things had identity in inventory
lists and at the manufacturer, too.
Yet they didn’t have their full unique
identity either. That’s the change we
are going to see.”
324 DLD10 TuesDay 26 january
uLLa-maarIa engesTröm
thinglink
325 I nternet of thI ngs DLD10
Ul l a-Maari a Engeström i s the
Founder and CEO of thi ngl i nk,
a free product code for art and
desi gn objects. She i s a design
researcher, consul tant, and a
board member of tapi o Wi rkkal a
Foundati on, one of the l argest
desi gn archi ves i n Scandi navi a.
in 2000 – 2001 she headed the
insti tute for Desi gn Research i n
Fi nl and.
Long before we
had identity on
Facebook, we
had identity in
a credit card
database, the
social security
listing, and
with the passport
numbers of the
government.
Ulla-Maaria Engeström
Thinglink
Esther Dyson
Edventure
Esther Dyson i s the internet’s
court jester, an active participant
wi th no formal power but wi th
interests in most interesting new
devel opments. She i s on the
board of consumer genomi cs
company 23andMe, and an
investor i n thi ngd and Rezz.i t,
both on her panel about ‘the
internet of things’. She is also on
the boards of Ai rshi p Ventures,
Meetup, Evernote, Voxiva (mobile
heal th), WPP group (the bi g
marketi ng company), and several
others. her investments include
heal th-ori ented compani es such
as keas and Pati entsli keMe,
and she is publishing her genome
onl i ne at personal genome.org.
last year, she came to DlD from
Star Ci ty, Russi a, where she
was training as a backup cosmo-
naut. thi s year, she’s headi ng
to Davos and then to Russi a to
afflict the comfortable and com-
fort the afflicted.
Douglas Krugman is the Founder
and CEO of Personal Commerce
Corp., whose REZZ.IT platform
enables individuals to manage
ecommerce across multiple chan-
nels, including social media. Doug
is an interactive media pioneer
and serial Entrepreneur. Previ ous
ventures i ncl ude Tripol ogy, an
online travel site, and Send Word
Now, a SaaS telecom provider.
SWN currently powers on-de-
mand notification and mobile
messaging for seven of the ten
largest corporations in the US,
and government agencies. Doug
was a Partner in the consulting
firm Protocol Partners, and a
Communications, Media & Tech-
nology Associate at Booz Allen.
His educational background in-
cludes an MBA from Columbia
Business School and a BA in Phi-
losophy from Wesleyan University.
Doug lives with his wife and three
children in New York City.
Mi chael i s the Vi ce Presi dent of
Operati ons at thi ngd, a startup
connecting people with the things
in their lives. In this role, he over-
sees the company’s busi ness
devel opment, strategi c partner-
shi ps, and fi nances. Pri or to
working at thingd, Michael worked
at the New York boutique Invest-
ment Bank Al l en & Company,
LLC. At Al l en, he worked on nu-
merous new media transactions,
including some hi gh-profi l e M&A
deal s and several capi tal raises.
Mi chael has al so worked at other
fi nance and new medi a compa-
nies, including Bloomberg, LP
and Cantor Wei ss & Fri edner.
Michael held fellowships at Rocke-
feller Uni versi ty and graduated
from Harvard Uni versi ty wi th a
BA i n Bi ol ogi cal Anthropol ogy.
326 DLD10 TuesDay 26 january
Michael Silverman
Thingd
Douglas Krugman
Personal Commerce
What’s missing is the ability to manage that
powerful network: scheduling, a classifcation
system, pricing, and yield management.
328 DLD10 TuesDay 26 january
PLay
329
An informal round-table session
addresses the issues surrounding
social games, which are undergoing
signifcant growth and have become
a phenomenon over the past 18
months. After an introduction of
each panelist, the panel goes into the
pivotal points of the sector.
Kai Bolik, the CEO of GameDuell,
Europe’s largest skill game and casual
game site, notes: “Social networks
open up the gaming space. It is a plat-
form that caters really well to the
desire of people to compute against
each other.” The social graph enables
competition with friends and the mo-
bile trend will induce further growth.
Even games that are not necessarily
social are lifted up to a social expe-
rience, he says: “Facebook adds the
ingredients that make even simple
games social.”
Kristian Segerstråle of Playfsh has
been at the forefront of the gaming
industry for the past nine years. The
games Entrepreneur states that the
computer games market is already
bigger than music and movies. “It
mainly happened on the back of teen-
agers playing games on their plasma
in the basement,” he jokes. As games
are inherently social, he aims to chan-
ge computer games towards people
playing together. Primary drivers
like competition and self-expression
combined with social networks result
in rapid growth and tremendous op-
portunities for more growth to come.
Chris Russo, the CEO of Fantasy
Sports Ventures, a market and media
company focused on fantasy games,
shares his perspective: “Particularly
in the US, fantasy games became a
huge phenomenon. Approximately
30 million players understate the im-
portance.” He characterizes the user
group as very engaged and passionate.
The games allow fans to become the
general manager and select their own
team. The competition generates a
signifcant amount of usage and busi-
ness opportunities. The underlying
model is largely an advertising model.
Still, there are subscription elements,
and pay products are planned.
“Four or fve years ago nobody was
really betting on games and it wasn’t a
hot topic,” says Nils Holger Henning:
“Nobody imagined the impact of the
game industry and how fast it grows.”
Bigpoint runs mainly classical games
and multi-player games online. Key
factors for the growth are the social
component of interacting with each
other and the integration of more
than 1,000 media partners who are
monetizing and promoting success-
fully.
Shervin Pishevar, Founder and CEO
of SGN, strongly believes in the fu-
ture of connected mobile devices. The
premise for social games on the go
is to achieve console-quality games
which connect with players around
the world on mobile devices. In order
to conform to the premise, the ability
to play multiplayer games over the
3G connection is essential. “We didn’t
want the Wi-Fi limitation so we cra-
cked the code and scaled these types
of intensive games with 3D over 3G,”
explains Shervin.
Having completed the formal in-
troduction, Mike asks a panelist for
the reason why games became so
viral. Kristian feels it’s the Facebook
platform: “It has done an amazing
thing with the user experience of
sharing and connecting. As a develo-
per you create games and plug in the
social graph. As a user you suddenly
have the chance to interact with your
friends.” Nils agrees and adds: “Ano-
ther key driver is that you can play
most of the content simply out of the
browser. What looked static seems
like a console game now.”
Kristian locates computer games in
the middle of a tectonic plate shift
from a physical product driven indus-
try to a digital service industry. As
the barriers of entry decline and the
platform matures, he believes that
the acquisition of Playfsh by EA
provided a comparative advantage in
terms of the opportunities to leverage
broader IP. Shervin disagrees:
The computer games industry irrevocably trans-
forms to be a digital service industry. Kristian Segerstråle
play DLD10
330 DLD10 TuesDay 26 january
“The integration of the social graph
changes what your theory is built
upon.” In his opinion, IP is not the
key differentiator. Kai diplomatically
conciliates: “I fully agree that the plat-
form matures. Either way you have
games that are not driven by big IP.
It still accounts that you have good
quality.” In this context, Nils stresses
that the classic gaming industry didn’t
manage to build up a digital distribu-
tion on its own – and the big players
in the classic game market have a hard
time becoming digital.
Certainly social games are skyrocket-
ing, but where are they going? To
Kristian, the platform including some
unscrupulous monetization models
is merely a refection of the early stage
of the market. He foresees three things
happening: game quality and sophis-
tication of design will continuously
increase while game categories will ma-
ture; both traditional media and
the classic game industry will make
inroads in the industry; and social
gaming will increasingly settle on mul-
tiple platforms. The companies that
will succeed have to continuously create
great games and create innovations
in gaming, will need access to IP, and
will be able to execute on multiple
platforms. He predicts: “We’ve seen a
super rapid growth, but there will also
be an era of consolidation.” Shervin
shares the terms of the industry’s
evolution: “The bridge between the
platforms is an exciting area. I think
the core engagement mechanism
between users and devices is going to
shift to mobile.”
In closing, Kristian maps the future
with the following thought: “What’s
called social games today perhaps only
is the tip of the iceberg of a much
broader evolution of computer games.”
Christopher Russo serves as
CEO of Fantasy Sports Ventures,
Inc. (‘FSV’), a company he found-
ed in 2006. Fantasy Sports Ven-
tures is an integrated marketing
and media company with a focus
on digital and fantasy sports. Mr.
Russo leverages more than fif-
teen years of experience i n the
medi a busi ness, i ncl udi ng senior
executive positions with the Na-
tional Football League (Senior VP,
New Media/Publishing), New Line
Cinema (Executive VP, Franchise
Programming/Marketing), and
NBC (VP, Promotion Marketing).
Mr. Russo received a BA from
Northwestern University and an
MBA from the Harvard Business
School. He was awarded the
Sports Business Journal 40 under
40 Award for three consecutive
years, earning him a place in the
Sports Business Journal Hall of
Fame.
Chris Russo
Fantasy Sports Ventures
331
Shervin is a visionary technology
Entrepreneur, published resear-
cher and technology incubation
expert. He has raised nearly
$ 40m in venture funding for his
start ups. Currently Shervin is the
Founder and CEO of SGN, one of
the leading social and mobile
gaming companies, with over 11
million users on the iPhone and
tens of millions of users of SGN’s
profitable games and applications
on Facebook, MySpace and Bebo.
Shervi n was Foundi ng President
and COO of Webs (formerly Free-
webs), one of the largest social
publishing communities in the
world with over 30 million mem-
bers. Shervin has co-founded
such companies as Hotprints to
revolutionize the personal printing
and direct marketing world. His
achievements have been high-
lighted by several renowned
newspapers and magazines.
After graduati ng wi th ‘Di pl om-
Kaufmann’, ‘Master of Laws’ (LL.M.)
and working in companies like
AOL Time Warner and Whirlpool
Nils joined Bigpoint in 2005. Sin-
ce then Bigpoint became the l ea-
di ng Devel oper and Publ i sher of
browser-based multiplayer games.
Combining deep Internet distri-
bution with games industry knowl-
edge, Nils has successfully built
up the commercial department
as Bigpoint’s CCO with a strate-
gy focussing on media partner-
ships and internationalisation. He
co-initiated the financial buyout
by NBC Universal’s (NYSE: GE)
Peacock Equity Fund together
with GMT Communications Part-
ners. In Bigpoint he established
co-operations with media part-
ners including NBC Universal,
Viacom (MTV Europe), Pro7/SBS,
Bertelsmann (RTL, M6), Orange,
Telefonica, etc.
As a successful games Entrepre-
neur, Kristian brings strategic
vision and leadership to his role
as Vice President and General
Manager of Playfish. He was
CEO and Co-Founder of playfish
leading up to the company’s
acquisition by Electronic Arts in
November 2009. Prior to founding
Playfish in late 2007, Kristian was
a Co-Founder and later Managing
Director of Europe, Middle East
and Asia for Glu Mobile. During
his six-year tenure he successful-
ly directed product development,
sales, marketing and technology
operations across Europe, and
expanded Glu’s reach by opening
regional offices in France, Ger-
many, Spain and Italy. Kristian
holds a master’s of science de-
gree in Economics from London
School of Economics and an un-
dergraduate degree in Econom-
i cs from Cambri dge University.
play DLD10
Nils Holger Henning
Bigpoint
Shervin Pishevar
SGN
Kristian Segerstråle
Playfsh
332 DLD10 TuesDay 26 january
kai Bolik is CEO and Co-Founder
of gameDuell. As a serial Entre-
preneur, he contributed the stra-
tegic vision and management
experience that has made game-
Duell one of the best monetizing,
as well as one of the largest ca-
sual games communities worldwi-
de. Prior to gameDuell, he found-
ed the lycos Eastern Europe
gmbh and led the 300 people
technical team of lycos Europe
(including Spray networks, Multi-
mania, Caramail, and Jubii). Prior
to that, kai worked as a strategic
consultant at Bertelsmann Multi-
media and the Boston Consulting
group.
Mike is the Editor of techCrunch
Europe. As well as editing tech-
Crunch Europe, Mike is involved
in a project to bring European
technology Entrepreneurs and in-
vestors together in a club envi-
ronment called techhub. A long
time journalist, Mike has written
for countless Uk national news-
papers and magazines. he is a
former Editor of new Media Age
magazine and the European edi-
tion of the industry Standard mag-
azine. in August 2008 techCrunch
Europe was awarded the best
“Web 2.0 and business blog” in
the Uk. in 2009 it was named as
one of the top 10 blogs out of the
Uk. in October 2009 he was named
one of the top 50 most influential
Britons in technology by the Daily
telegraph. Mike is a regular com-
mentator on the technology busi-
ness, appearing on BBC news, Sky
news, Channel 4 and Bloomberg.
Social networks
open up the
gaming space.
It is a platform
that caters really
well to the desire
of people to
compute against
each other.
Kai Bolik
Mike Butcher
TechCrunch
Kai Bolik
Gameduell
kaI boLIk
gAMEDUEll
334 DLD10 TuesDay 26 january
This spotlight highlights the two ven-
ture capitalists involved with Facebook,
Accel’s Jim Breyer and DST’s Yuri
Milner. Both report about their strat-
egies, give insight to their association
with Facebook, and predict the future.
# part 1
Setting the stage, David Kirkpatrick
announces the venture capitalist of
the year, Jim Breyer, and asks him
to analyze the status quo of the VC
landscape, particularly as it relates
to the Internet business. Jim foresees
that in fve years from now, there will
only be half as many VC’s. Despite
the shrinking VC industry he makes
perfectly clear that exceptionally good
Entrepreneurs will get their funding
anyway, either from VC’s, business
angels or through different channels.
The Darwinian selection of start-ups
has his upside: “The fewer fnancing
is done in deeply strategic areas, the
better it is for the Entrepreneurs and
the venture capitalists.” Moreover, he
believes that a great Entrepreneur in
a really innovative space can make a
very nice return if building the right
technology and team. The challenge
of the venture capitalist is to have a
prepared mind thesis that is trying to
use the better radar, and three to fve
years out, try to assess what the big
break-out opportunities are. Typi-
cally, Accel has three to fve prepared
mind initiatives. At the moment these
include mobile and wireless efforts,
companies like foursquare with very
interesting check-in opportunities,
virtualization, cloud computing, and
social commerce space. The latter is
of special interest. Accel’s view and
fervent belief is that there is a new set
of companies really using the social
networks and the social graph to pro-
vide one-to-one recommendation
around commerce.
“The days of the venture capitalist
generalist are long gone. My idea of
serving the Entrepreneur is to help
with the global strategy as well as
their social applications,” notes Jim,
The days of the venture capitalist
generalist are long gone. Jim Breyer
sPoTLIghT
Jim Breyer
Accel
336 DLD10 TuesDay 26 january
Ji m has been an investor i n over
thirty consumer internet, media,
and technol ogy compani es that
have completed public offerings
or successful mergers. Jim is cur-
rently on the Board of Directors
of Wal -Mart Stores, inc. (WMt),
where he is the lead/Presiding
independent Di rector, and Chair-
man of the Strategi c Pl anni ng
and Finance Committee. Jim is on
the Strategi c investment Com-
mi ttee/Board of Accel -kkR, iDg-
Accel China Fund, and Facebook
Seed Fund.Earl i er, Ji m worked
as a management consul tant at
Mcki nsey & Company i n new
York, and i n product marketi ng
and management at Appl e Com-
puter and hewl ett Packard. he
graduated wi th hi ghest di sti nc-
ti on from Stanford Uni versi ty
wi th a B.S. degree and from
harvard University with an M.B.A.
where he was named a Baker
Schol ar.
If the Entrepreneur doesn’t see the global
opportunity and how the social graph impacts
their business worldwide at day one, we will
not close that deal.
Davi d ki rkpatri ck, Seni or Edi tor
for internet and technol ogy at
Fortune Magazi ne, speci al i zes i n
the computer and technol ogy
industries, as well as in the impact
of the internet on busi ness and
society. he thinks that the impact
i s huge. ki rkpatri ck began writ-
ing about computing and techno-
logy for Fortune in 1991. in May
2008 he publ ished ‘Mi crosoft
After gates’, a defi ni ti ve account
of Mi crosoft’s prospects and
challenges as its founder stepped
away. Other recent Fortune fea-
tures have exami ned MySpace,
Second li fe, and technol ogy
i n Chi na. known for hi s weekl y
‘Fast Forward’ column on a wide
range of tech topi cs, ki rkpatri ck
i s regul arl y ranked one of the
world’s top technology journalists.
ki rkpatri ck appears regul arl y at
conferences worl dwi de.
David Kirkpatrick
‘The Facebook Effect’
Jim Breyer
Accel
337
and adds: “If the Entrepreneur doesn’t
see the global opportunity and how
the social graph impacts their busi-
ness worldwide at day one, we will
not close that deal.” Referring to the
early Facebook Investment, he says:
“In the mid-decade 2004-2005 our
mind thesis was very much around
what social networks might look like.”
Accel checked several companies and
a couple of partners did a great job
identifying that growing college
network. After a presentation at his
campus, they shook hands on a deal.
Jim recalls that it was a combination
of pattern recognition and a prepared
mind: “We had gone in knowing that
there is an opportunity in social net-
working. We wanted to fnd the right
Entrepreneur. At that point Mark had
six employees and a sense for what
social networks and social applica-
tions could be like. We knew at least
he would build something that would
spread like wildfre through the col-
lege market.” That said, Jim points
out that it was that rare combination
of a deeply engaged, passionate Entre-
preneur who was attacking an extra-
ordinarily large market. Despite the
frequent questions of monetization
and if Facebook is only a favour of
the month, Jim suggests that one key
to success is that Facebook focuses on
a constant improvement of the cus-
tomer experience and on delivering
phenomenal engineering in product
experience.
yurI mILner
DSt
JIm breyer
ACCEl
DavID kIrkPaTrIck
‘thE FACEBOOk EFFECt’
spotlI ght DLD10
338 DLD10 TuesDay 26 january
# part 2
Yuri Milner started his adventure from
the other side of the equation. He
started DST ten years ago and launched
several companies like mail.ru. Five
years ago, the company switched sides
and became an Investment Company
with permanent capital. His Invest-
ments in the social media arena began
in 2007, including two social networks
in Russia and one in Poland. Despite
the scale of Facebook, they are still
dominant in their territory.
These companies did not scale glob-
ally and their operations focused on
monetization at an earlier stage. For
instance, the Russian network VKon-
takte was the frst global social net-
work that taxed all revenue fowing
through their applications, and they
launched their own payment system.
Contrarily, the large Investment in
Facebook didn’t target monetization
as a priority: “Facebook has a tremen-
dous monetization opportunity and
signifcant untapped potential. But we
are long-term Investors with perma-
nent capital and unlimited patience to
follow the vision all the way through.”
The fact of the matter is that DST did
a complementary late-stage supple-
mentary IPO Investment which allowed
early Investors to cash out and for the
company to keep growing.
Wrapping up the session in a talk
show format with both guests, David
asks them for their predictions for the
ambitious infrastructural program
Facebook Connect. Jim thinks that
market timing is crucial, as things
take time until they reach critical
mass. Once they hit the infection
point they grow very dramatically.
Jim pinpoints the goals quite accu-
rately: a user base that exceeds a
billion, most of all important web
applications which serve as integral
parts of the Facebook Connect plat-
form, and heaps of third parties in
win-win partnerships. Yuri agrees
that a billion users is a very realistic
number and explains: “A company
that is building itself on a social graph
is almost a natural monopoly. With a
few exceptions, Facebook will domi-
nate globally. The mobile will boost
this even more.” Moreover, Jim rules
out a near-term IPO and stresses that
the company focuses on attracting
phenomenal technical, business and
product talent: “We like the fact to be
private. It is really about product stra-
tegy and getting the platform and cul-
ture right.” The monetization process
is secondary. Nevertheless, Jim believes
in an extremely diverse revenue set
as the company can create value for
software companies, entertainment,
publishers, and the “Wal-Marts of the
world.”
Yuri Mi l ner i s a Russi an investor
and Entrepreneur. key invest-
ments incl ude Mai l .ru, Forti com,
Vkontakte.ru, Astrum Onl i ne
Entertai nment, and Facebook.
Mi l ner i s CEO and Founding
Partner of DSt. At DSt, Yuri l ed
the investments i n over two doz-
en l eadi ng internet compani es
and rai sed over $1bn i n 8 rounds
of financing. Currently, Yuri serves
on the Board of Di rectors of Mai l .
ru, Vkontakte and Forti com. in
1990 to 1992 Yuri attended Whar-
ton School of Busi ness and sub-
sequentl y j oi ned the Worl d Bank
where he was i nvol ved i n the de-
vel opment of the fi nanci al sector
i n Russi a. Yuri graduated from
Moscow State Uni versi ty i n 1985
wi th an advanced degree i n the-
oreti cal physi cs and was subse-
quently conducti ng research at
the insti tute of physi cs i n the
Russi an Academy of Sci ences
between 1985 and 1989.
A company that is building itself on a social
graph is almost a natural monopoly. With a
few exceptions, Facebook will dominate globally.
Yuri Milner
DST
339
yurI mILner
DSt
spotlI ght DLD10
340 DLD10 TuesDay 26 january
Just the mere existence of a female-
only panel demonstrates that
something continues to go wrong
in our societies. “The corporate world
is out of balance. When you are the
only woman in the board room,
you suddenly represent the entire
gender,” says Gabi Zedlmayer. In a
group of fve panellists, moderated
by Steff Czerny, the facts, their asso-
ciated causes, concerns, and future
prospects are on for discussion.
Cécilia Attias touches the sentiment
of many perfectly with her remark
that it is weird to still be on a female
session. “There should be no dif-
ference!” she says, and in reference
to next years DLD, she continues:
“Next year should be women on all
panels. Picking up the argument,
Beth Brooks expresses her frustration
caused by research groups that want
to prove what women are econom-
ically capable of. It is abundantly
clear: more women on board results
in better fnancial performance,
more women in senior management
enables the organization to outper-
form the others across the variety of
spectrums, and if you invest in female
Entrepreneurs, there is a 90% return
of their income to society. Diverse
groups outperform homogenous
groups by far! That’s the power of
diverse perspectives,” summarizes
Beth, bemoaning that the pace of
progress for women is still lagging.
She points at positive examples in
Europe, such as France, Norway and
Spain, where a certain gender ratio
became mandatory. “It’s that simple,
the Nike strategy – just do it!” she
says, facing towards the audience in
the packed Maximilianssaal.
Gabi stresses that our societies are at
a turning point. Looking in the past
in order to understand the future,
she is detecting that value chains and
If it had been the Lehmann sisters,
it wouldn’t have happened!
Gabi Zedlmayer
femaLe DecaDe
341
business models are changing. The
mobilization and the application
of new technologies mitigate the
confict between the role of being
a mother and having a career. And
behind a screen, the gender becomes
visible: It is a new set of choices and
opportunities. Beth continues with
the argument but slightly differs.
To her, the problem won’t fx itself
generationally.
When it comes to choices, women
drop out. Anachronistic social plans
enforce this. Ria Hendrikx adds that in
traditional industries no one does their
work mobile. Especially these sectors
are male dominated, and women tend
to lack the self confdence to enter
these industries. Cecilia picks up the
necessity of adequate social plans and
sums up: “We have three lives, one as
a woman, one as a mother, and one
in the working environment: we need
infrastructural and political support!”
Randi Zuckerberg now takes over
the conversation and talks about her
Facebook experiences. Recently she
launched a poll on gender questions.
Asking if girls would rather have a
male or female boss, the result was
that the girls between age 13 and 17
overwhelmingly opted for “male.”
“Perception starts early and that’s
where initiatives should take place,”
she stresses. On the other hand, she
experienced many positive campaigns
and projects, such as women petitions
in Iran, India and Saudia Arabia.
“Real change happens beyond the
borders of the Western society.”
Beth picks up the urgent necessity of
more appropriate social plans. Public
policy matters and has to come in line
with the perception of young girls
and the diffculties of the roles. At the
same time, she points out that solu-
tion is hampered by the problem.
female DecaDe DLD10
ranDI zuckerberg
FACEBOOk
gabI zeDLmayer
hP
cécILIa aTTIas
CéCiliA AttiAS FOUnDAtiOn
FOR WOMEn
beTh a. brooke
ERnSt & YOUng
sTePhanIe czerny
DlD FOUnDER & DiRECtOR
rIa henDrIkx
DEUtSChE POSt Dhl
345
Ria hendrikx has a distinguished
career in human resources work
spanning almost three decades.
Dutch by birth, Ria began her ca-
reer with Deutsche Post Dhl in
Rotterdam nine years ago. Since
then, she has worked in various
senior positions within the Dhl
family, including her current positi-
on of Executive Vice President for
human Resource guidelines Per-
sonnel and labor Management at
the Corporate headquarters in
Bonn, germany. Ria’s academic
background includes health and
Facility Management, an MBA in
Strategic human Resources Man-
agement and the Strategic leader-
ship Program at the Wharton
School of the University Pennsyl-
vania. hendrikx was also Founder
and Chairman of the “Womens
network Rivierenland” in the neth-
erlands. Founder and Chairman of
the “Womens network Rivieren-
land” in the netherlands.
In traditional industries no one does
their work mobile. Especially these sectors
are male dominated, and women tend
to lack the self confdence to enter these
industries.
“If you have women in leadership,
different decisions get considered
and made,” she says, and mentions
that the only senator who introduced
family-friendly policies in the US
presidential election campaigns was
Hillary Clinton. “That’s not a coinci-
dence; she understands the diffculties
of raising a child and work.”
“If it had been the Lehmann sisters,
it wouldn’t have happened,” quotes
Gabi. Beth confrms: “Different risk
perspectives build in a natural check
and balance system to the long-term
sustainability of the company.” To Ria
Hendrikx, the key point is to convince
the women that they can do it and
provide the social infrastructure. In
her company DHL there are ambas-
sadors who can go out and convince
both men and women to combine
forces. “The point of having men as
allies is tremendous,” jumps in Beth
and adds: “There are male CEOs who
are just as passionate about this issue.
We have to help to enable them!”
Involving the audience to participate
in the conversation, Lisa Sounio makes
an interesting point: “We have to
learn to play with our enemies.
female DecaDe DLD10
Ria Hendrikx
Deutsche Post DHL
gabI zeDLmayer 
hP
The corporate world is out of balance.
When you are the only woman in the board room,
you suddenly represent the entire gender.
Gabi Zedlmayer
347
Randi Zuckerberg manages mar-
keting initiatives at Facebook,
where she has led the company’s
US election and international
pol i ti cs strategy, as wel l as
pi oneered several large media
partnerships. included in the hol-
lywood Reporter’s 2008 Digital
Power list, Randi has led projects
ranging from the ABC news/
Facebook Presidential Debates
to the Cnn/Facebook inaugu-
ration Day Partnership and Com-
cast’s Facebook Diaries. She
is also a television spokeswoman
for Facebook and has made
appearances on good Morning
Ameri ca, the today Show,
France 2, and World news to
discuss Facebook’s marketi ng
and political initiatives. Most
recentl y, Randi represented
Facebook as a correspondent
for Cnn.com’s inauguration
Day live broadcast. Randi is a
graduate of harvard University.
gabi Zedlmayer was appointed
as Vice President of hP’s Office
of global Social innovation in
October 2009. in addition, she
is also leading hP’s global
Citizenship Council. From 2005
to 2009 gabi was Vice President,
Corporate Marketing for hP
Europe, the Middle East and Africa
(EMEA). Prior to that, gabi
was head of Corporate Affai rs
EMEA focusing on hP’s global
citizenship strategy and business
alignment in the region. gabi
obtai ned a BA i n Busi ness from
georgia State University and
an MBA in Finance from the
University of Miami. During her
academic career, she was assis-
tant chair in numerous depart-
ments at the University of Miami
including Finance and Operations
Management and she wrote a
wide range of papers and publica-
tions on investments and Finan-
cial Management.
We have to understand that if a wom-
an has bigger boobs, brighter eyes and
longer legs, we still should be able to
support her!” Considering this state-
ment, Beth stresses that a critical mass
of roughly 30% makes the problem of
female loyalty go away: “With a critical
mass, all issues diffuse!” Other really
valuable audience input enriches the
debate: the necessity of more expo-
sure of successful business women to
shape a positive icon, and the obsolete
demand for equality beyond equal
rights – because men and women are
just not equal.
Finalizing the panel, Steff Czerny
calls for a pragmatic brainstorming
session. It results in a variety of
actions: work on strengthening the
confdence and knowledge of young
girls, facilitating the work environ-
ment and social infrastructure, creat-
ing real income equality, achieve the
CEO commitment of multinational
companies to move their numbers,
support female Entrepreneurs, and
the defnition of a male role model
for successful promotion of gender
equality. Enjoy the brain candy!
female DecaDe DLD10
Randi Zuckerberg
Facebook
Gabi Zedlmayer
HP
348 DLD10 TuesDay 26 january
Perception starts early and that’s where initiatives
should take place. Real change happens beyond
the borders of the Western society.
349
randi zuckerberg
facebook
Female DecaDe dLd10
350 dLd10 Tuesday 26 january
céciLia aTTias
cécilia attias foundation
for women
351
Cécilia Attias has dedicated her
life to service; as a mother, a wife,
a committed public servant, an
activist and an ardent supporter
of women’s rights. After studying
law at l’University Assas, she be-
gan her political career. in 2002
she worked in the office of the
Minister of interior, where she be-
came deeply involved in women’s
rights and issues relating to do-
mestic violence, immigration, as-
similation and crimes against
children. in 2007, Cécilia Attias
became First lady of France and
successfully negotiated with gen-
eral ghadaffi the release of five
Bulgarian nurses and a Palestin-
ian doctor imprisoned on libya’s
death row. today, she serves as
President and Founder of the
Cécilia Attias Foundation for Wom-
en. She uses her knowledge of
the communications industry to
aid her philanthropic efforts.
We have three lives, one as a woman, one as a
mother, and one in the working environment:
we need infrastructural and political support!
Steffi Czerny is a connector
between different realities. She is
one of the creative minds at hu-
bert Burda Media, operating as
a special agent in the matter of
scouting new trends, developing
innovative business models and
remarkable event series, such as
the DlDwomen’s Conference
which is up to start in June. her
business is connecting lateral
thinkers with new ideas. Steffi
Czerny graduated in political sci-
ences and communication at the
University of Munich and earned
a degree from renowned german
School of Journalism in Munich.
She is Managing Director at
DlD Media & Ventures and DlD
Conference Co-Founder. Steffi’s
lifestyle is to hike between her
multicolored real and digital lives,
following her guideline: connect
the unexpected.
Beth A. Brooke i s gl obal Vi ce
Chai r of Publ i c Pol i cy, Sustai n-
abi l i ty and Stakehol der Engage-
ment at Ernst & Young and i s
a member of the fi rm’s gl obal
Management group and a mem-
ber of i ts Ameri cas Executi ve
Board. Beth has publ i c pol i cy
responsi bi l i ty for the fi rm’s oper-
ati ons i n 140 countri es and
rel ati ons wi th regul ators, pol i cy-
makers, and capi tal market
stakehol ders. Beth was named
three years i n a row by Forbes
Magazi ne as one of the ‘Worl d’s
100 Most Powerful Women’ and
was named 2009 Woman of
the Year by Concern Worl dwi de.
Duri ng the Cl i nton Admi ni stra-
ti on, she worked for two years
i n the U.S. Department of the
treasury and pl ayed i mportant
rol es i n the heal thcare reform
and Superfund reform efforts.
female DecaDe DLD10
Cécilia Attias
Cécilia Attias Foundation
for Women
Stephanie Czerny
DLD Founder & Director
Beth A. Brooke
Ernst & Young
352 DLD10 TuesDay 26 january
sTePhanIe czerny
DlD FOUnDER & DiRECtOR
beTh a. brooke
ERnSt & YOUng
354 DLD10 TuesDay 26 january
Bertrand Piccard is a pioneer by heart
and genetic code. The descendant of a
dynasty of explorers and scientists, he
talks about the essential spirit, the big
challenges of the 21st century, and his
projects to push the frontiers of the
possible and raise awareness.
The solutions to the big challenges
of mankind are not new ideas, says
Bertrand, but the eradication of rigid
certainties, habits, and common as-
sumptions: “The pioneering spirit
is not about new ideas but about
fghting old ways of thinking. The old
ways have always kept us prisoners
of rigid and stiff obstacles.” Whether
it was fying, climbing the highest
mountain, or going to the moon: it
was always “impossible” because it
had not been done before. For in-
stance, a high level scientist calculated
that the muscles of a human arm are
too small in comparison to the mus-
cles of a bird. Hence, it was supposedly
impossible to fy on muscular power.
When the muscular powered airplane
Gossamer Albatross crossed the
British channel, the pilot used his legs
instead of his arms. “Each time we are
absolutely certain about something,
we have to change the angle of view.”
His experience in ballooning taught
Bertrand to take a different perspec-
tive on things. As the atmosphere has
several layers of wind, each going a
different direction, the only thing
a person can do is change altitude
when the wind begins to carry one
the wrong way. “That was a lesson
for life,” says Bertrand. “Each time
we have goals, targets, and objectives,
and the winds of life take us in the
wrong direction, we have to learn
how to change altitude in order to
catch other infuences, other visions
of the world, and other solutions that
will reorient our trajectory in a better
way. To change altitude, you have to
drop ballast. In life, ballast are our
certainties, paradigms, and dogmas
that hinder us to solve new challen-
ges.” Generally people think that these
convictions strengthen them in times
of crisis. Really they just make them
heavier. Bertrand believes that the
pioneering spirit is about exploring
the vertical axis of all the ways of
thinking and behaving until the best
solution is found.
Continuing with the balloon allego-
ry, Bertrand explains that a balloon
pilot relies on the weatherman’s tracks,
which he calculates in a three-dimen-
sional grid of the atmosphere. On his
non-stop around the world fight,
he argued with the weatherman and
The pioneering spirit is not about
new ideas but about fghting old
ways of thinking. Bertrand Piccard
exPLore
355
didn’t take his advice to stay at an
altitude of 8,000 metres. Eventually,
he found a jet stream at an altitude of
9,000 metres and travelled at 120 kph.
Being complacent about his piloting
skills, Bertrand started to argue when
the weatherman abruptly criticized
his manoeuvre. He then asked Bertrand
the question that changed his life:
“What do you really want? Do you
want to go very fast into the wrong
direction or slowly in the good direc-
tion?” To Bertrand, it then became
perfectly clear how important it is to
have people with long-term vision.
On the same trip, he had another ex-
perience that determined his future.
After 20 days and a terrifying pace of
20 kph over the Pacifc, they landed
in the Egyptian desert with only 40
kilos of their original 3.7 tons of
liquid propane: “I felt the dependen-
cy on fossil energies in my guts.” On
that day, Bertrand promised himself
that his next fight around the world
would be independent of the fossil
energy, with no fuel at all. In the face
of one of the stiffest paradigms, the
dependency on oil, his vision evolved:
“To get rid of that dependency is the
greatest adventure of the 21st century.
Go for other solutions, drop ballast,
change altitude and take better tra-
jectories.” The reasons are manifold:
the environmental costs, the mitiga-
tion of climate change, and especially
the fnancial vulnerability of the
dependence on oil. He believes that
the old technologies are dangerous
to the world and bring poverty and
bankruptcy. He foresees that, in the
end, the economical system collapses
much earlier than the ice will melt
at the South Pole. Furthermore, he
criticizes that the political vision on
clean tech and renewable energies is
insuffcient, and too little Investment
is made on that front.
The idea of a solar plane is not new.
The difference is that earlier solar
planes had no storage capabilities.
Hence, the technical challenge of
Solar Impulse is to fy overnight. In
essence, the engineers are asked to
invent a plane that propels a pilot
around the world using the same
amount of energy as would be used to
light up a Christmas tree. Therefore,
they utilized extremely light materials
like carbon fbre and implemented
new fabrication techniques to build
a plane with a wingspan of 64 metres
and the weight of a mid-sized car.
Despite the aviation industry claiming
that it would be impossible, they went
to a boat manufacturer. Bertrand
smiles and says: “He made it because
he didn’t know that it was impossible.”
By now, the Solar Impulse project
managed to design, build and test the
solar powered plane. The next goal
is to climb up to an altitude of 900
metres, load the batteries and fy all
night until the sun rises. To Bertrand
it is much more than an airplane; it’s
a way of illustrating the pioneering
spirit not just in a lab but in a real
adventure: “Solar Impulse is a live
demonstration of technological
possibilities that raises awareness and
recruits more people for its ‚“team”
on the mission to save energy and
participate in clean tech.”
Wrapping up the lecture, Bertrand
displays a picture of his balloon ad-
venture. It shows a sunrise in the far
distance which is overlaid with the
ice of the frozen bull’s eye. “So many
people have learned that it is safer to
suffer in the ice they know rather than
to take the risk to cross the ice and see
what’s on the other side. In relevant
positions, these poor people become
dangerous. The world needs people
with a pioneering spirit that are ready
to cross the ice.”
explore DLD10
berTranD PIccarD
SOlAR iMPUlSE
above:
sol ar I mpul se hB-sI a
on the ai rfi el d of
payerne
next page:
ani mated pi cture of the
hB-sI a craft i n the ai r
© sol arI mpul se/
epfl 2009
To change altitude, you have
to drop ballast. In life, ballast
are our certainties, paradigms,
and dogmas that hinder us to
solve new challenges.
Born in 1958 into a dynasty of
explorers and scientists who
conquered the hei ghts and the
depths of our planet, Bertrand
Pi ccard perpetuates one of the
greatest family adventures of
the 20th century. Psychi atri st,
aeronaut and internationally
renowned lecturer, President of
the humanitarian Foundation
‘Winds of hope’ and Un goodwill
ambassador, he uses his family
heri tage to deal wi th today’s gl o-
bal challenges. Pioneer of hang-
gliding and ultralight flying, winner
of the first transatlantic balloon
race, Bertrand Pi ccard achi eved
in 1999 the first non-stop around
the world balloon flight. in 2003
he initiated Solar impulse, whose
goal is to fly around the world
wi th no fuel to demonstrate the
potential of renewable energies.
the Solar impulse hB-SiA took off
last December for the first time.
357 explore DLD10
Bertrand Piccard
Solar Impulse
Jason kILar
hUlU
361
In this DLD spotlight session, Om
Malik grills Hulu’s Jason Kilar on-
stage – and with persistence. Enjoy the
transcript of the truly hilarious and
information-loaded interview.
Om: Jason is the Tom Cruise of tech-
nology. He had a mission impossible
and made it happen. I gave him a
hard time saying that it is a “Clown-
Co,” a company that would never
happen. He makes me look pretty
bad now. It’s about two years ago that
we declared cease fre. How did the
company building evolve?
Jason: I am excited about the re-
sults. We are still in the early days of
Internet TV and premium content
delivery in general. In the ecosystem
of premium content, Hulu sort of
represents the way media should be.
New consumers get the chance to
watch what they want, when they
want and how they want. We have
a very customer-centric view of the
world.
Om: It’s quite a competitive land-
scape, too. Guys like YouTube or
Netfix go into premium content.
iTunes and Amazon are coming up
with their own on-demand services.
At the same time, you have your
corporate parents NBC and Fox.
How does that infuence you?
You can make a very large chunk
of information very manageable as
long as you have the good taste in
technology to do so. Jason Kilar
sPoTLIghT
spotlI ght DLD10
362 DLD10 TuesDay 26 january
Jason: The level of competition is
getting more intense. We have the
right to nothing and have to earn
what we have. It’s a sizeable market
with strong companies. Anyhow, we
feel very good about our position,
strategy, and culture. In terms of
the Investors, the content-creation is
very costly and they have to fnd a
way to monetize the distribution to
get revenue.
Om: Do you think your corporate
parents understand the modern
landscape well enough? They sent
conficted mixed messages. Suddenly
“Lost” was on Hulu and then it’s not
on Hulu. Doesn’t that put unnatural
limitations on Hulu?
Jason: Those companies are signif-
icant Investors in Hulu, but it is an
independent, thriving identity. Still,
a lot of people in these companies
don’t come from an Internet back-
ground. It’s an education process.
You have to give them credit: they
are experimenting with the Internet
and they are seeing great results. As
they learn about the Internet, you see
more things happen.
Om: Hulu has about 900 million
video streams per month. How
much money do you make out of
its streams?
Jason: We are not going into fnan-
cials publicly. Please note that the
business we have is very solid.
We make a return on each stream
as we put ads against each item.
With size and scale we get better
terms without partners. We serve
over 400 top advertisers globally.
Om: Numbers?
Jason: All I can tell is that we had
a bet at the board: we have to shave
our heads if we exceed signifcantly.
My hair is shorter than usual.
Om: I thought it was only a regular
haircut. Why don’t you make more
money and offer “Hulu Premium” as
a subscription service?
Jason: We don’t talk about our prod-
uct road map either. But I want to
correct one public misunderstanding.
The mission of Hulu is to help people
enjoy premium content. For instance,
if you want to bring the show “Entou-
rage” to Hulu, I don’t think you are
going to be able to do so in a free ad-
supported manner in any reasonable
time window because HBO has a long
history of being exclusively a sub-
scription service. If we focus on our
customers, the content owners, we
have to understand that. Generally, we
are adding more and more content. In
terms of business models, it’s simply
going to be a refection of the content
owner and how they operate. If we get
a show like “Entourage,” it would be
incremental and complementary to
the Hulu that you see today.
363
Jason Kilar serves as the CEO of
Hulu, an online video joint ven­
ture of News Corp and NBC Uni­
versal. Jason joined Hulu after
nearly a decade of experience at
Amazon.com where he served
in a variety of key leadership roles.
He ultimately became Vice Pres­
i dent and General Manager of
Amazon’s North American media
businesses. He later served as
Senior Vice President, Worldwide
Application Software, where he
l ed an organi zati on of hundreds
of world­class technologists.
Jason began his career with The
Walt Disney Company, where
he worked for Disney Design &
Development. He received his
M.B.A. from Harvard Busi ness
School and graduated Phi Beta
Kappa from the University of
North Carolina, Chapel Hill,
where he studied Business Admin­
istration and Journalism & Mass
Communication.
Om Malik has more than 15 years
of experience as a journalist
covering technology and business
news. He was a writer at Red
Herring during its glory days, then
went on to be part of the Found­
ing Team of Forbes.com as a Se­
ni or Edi tor. Most recentl y, he
was a Seni or Wri ter for Busi ness
2.0, covering telecom and broad­
band stori es. Hi s contri butions
have been publ i shed i n The Wal l
Street Journal, The Economist
and MIT Technology Review.
Addi ti onal l y, Mal i k i s the author
of ‘Broadbandits: Inside the $750
Bi l l i on Tel ecom Hei st’. He i s
also the recipient of many industry
awards, including Excellence
in Journalism from the Society of
Professional Journalists in 2001
and the Gold Award from American
Society of Business Publication
Editors in 2001.
Spotli ght DLD10
Jason Kilar
Hulu
Om Malik
GigaOM
364 DLD10 TuesDay 26 january
Om: When is it coming to Europe?
Jason: We’ve been working hard to
bring Hulu to other countries. The
reason why you don’t see it today is
the content rights. We have to work
hard in every single geography to
unlock the right to a body of content
that we feel is worthy of the positive
remark.
Om: You are probably not going to
tell me when you launch an iPhone
app?
Jason: Mobile is a monster in terms
of what it can offer to consumers. We
are big believers and there’s no doubt
that we will be on mobile.
Om: Okay, if you are not announcing
any products, let me ask you big pic-
ture questions. Going to the future,
what portion of Hulu’s audience will
come from mobile?
Jason: Right now mobile is very im-
portant for snacking but not really for
watching full-hour dramas or half-
hour sitcoms. The mainstream utility
is smaller than with the PC. Premium
content tends to be better consumed
on larger screens.
Om: What about the iPad? It is
designed to be a consumption device
and it is big enough to consume
video. What would be your strategy
around that?
Jason: Not unlike strategies with other
Internet-connected devices. We are
agnostic when it comes to the device.
But also, we are very careful and
listen to our users, customers, and
content-owners. There’s an elephant
in the room: there’s an economic
system in the living room today that
is tied to Pay TV. These are signifcant
dollars and important for production
funding.
Om: As you said, Pay TV is the ele-
phant in the room. That brings me
back to my earlier remark that Hulu
is being conficted with its parents,
who are always looking for ways to
stretch the old business model.
You are probably not going to tell me
when you launch an iPhone app? Om Malik
365
Jason: I don’t see the confict at all.
Content owners act in their best
interest. We have to offer an appro-
priate return for content owners when
they are thinking about us in the land-
scape of terrestrial cable companies,
satellite companies, and others. It’s a
simple dollar and cent decision. We
have to earn that right for the content.
There’s nothing nefarious going on.
We are building this company for the
long-term, so we have to ensure that
we have the appropriate incentives for
the content owners.
Om: What is the biggest challenge
Hulu faces?
Jason: The biggest is a cultural one.
Any world-beating company is a
function of the culture. We focus
very strongly on the culture that is
necessary to achieve our mission.
Our second biggest challenge is the
sense for urgency. The window of
opportunity is very small. We have
to take advantage of that, with perfect
timing, and move very fast in a
market that changes so quickly.
Om: Funny. You don’t bring up the
issue of your user experience. As
you add more content, doesn’t the
experience hit a limit?
Jason: That is a zero issue for us. Hulu
is not dissimilar with Amazon. We
started with a very modest amount
of content that is exploding. The way
to manage that content in a fashion
that it remains intimate and personal
is in the algorithm. When you like “30
Rock,” we surface “30 Rock” and other
things we think you are going to like
based on your viewing preferences.
You can make a very large chunk of
information very manageable as long
as you have the good taste in technol-
ogy to do so.
Om: Last question: are you proftable?
Jason: That’s a great question. But it
sounds fnancial, so you are not going
to get an answer.
Om: Oh. Maybe next year you can
give us some product road maps and
fnancial details.
Mobile is a monster in
terms of what it can offer
to consumers. We are big
believers and there’s no
doubt that we will be on
mobile. Jason Kilar
spotlI ght DLD10
chrIsToPh schLIngensIef
DiRECtOR, FEStiVAl OPERA hOUSE
in BURkinA FASO
367
Christoph Schlingensief (Director)
discusses opera in this half-hour
session with Chris Dercon (Haus
der Kunst). Schlingensief draws our
attention to a project he has started
in Burkina Faso. Even though he
personally rejects social media such
as Facebook, it helps him in pro-
moting his project.
Chris believes that the project “Opera
Village” demonstrates a new kind of
empathy. In “The Empathic Civiliza-
tion,” the American sociologist Jeremy
Rifkin pleads for new networks and
new forms of cultural exchanges as a
way to harness the empathic sensibi-
lity, establish a new global ethic, and
revitalize the biosphere. At DLD 2008,
June Arunga noted that Africans can
confront their hardships with their
own resources. Following this line of
thought, Schlingensief ’s Opera Village
is going the “dirt way” to bring Africa
back to our cognitive maps in a dif-
ferent way.
The idea started a year and a half ago,
when Christoph was directing “The
Flying Dutchman” in Manaus – the
very same location where Werner
Herzog shot “Fitzcarraldo.” When
Christoph saw the people dragging
their equipment along in order to
create a Western location in the alien
and exotic surroundings, it struck
him: “When they left the illusion, they
were confronted again with yellow
fever and mosquitoes. I told my wife
that this is not enough for me. I want
to see people working with their own
pieces and equipment. I chose Africa.”
He notes that normally people tend to
think of opera as an enclosure where
people sit back and listen, fall asleep, or
join the waitlist for tickets far in ad-
vance. Opera is much more than that.
It’s a cross section of all society: the
general populace, the widows, and
the children. Christoph adds that it
derives from the Greek quire – where
physicians prescribed listening to
songs for healing purposes.
We make sure that the look at
Africa won’t be the usual one.
Christoph Schlingensief
oPera
opera DLD10
368 DLD10 TuesDay 26 january
“This healing power was paramount
to me!” he states.
Picking up the empathic approach,
he questions: “Is it enough to suffer
with others, or do we have to take a
different step frst? Having produced
“Parsival” and the experience with
lung cancer, I experienced that I frst
have to study myself. I have to do this
with an object. That’s where Ouaga-
dougou comes into play.“ Together
with the Burkina Faso-born archi-
tect Francis Kéré, who is designing
Opera Village Remdoogo, Christoph
is pushing the project forward. In the
Opera Village, children are going to
produce flm and music without any
patriarchal producer and without
any intermediaries. Says Christoph:
“That’s the pure thing I am aiming at.”
The stereotypical perspective of Africa
normally shows the suffering children,
with fies in their faces, suffering from
cholera, AIDS, and war. This limited
viewpoint dominates the associati-
on with the continent. “This is not
the true picture,” stresses Christoph:
“I see clarity, purity, and spiritual
freedom in African people that we
have lost a long time ago. We are
overwhelmed and overburdened by
the digital overkill.” He questions that
state of affairs and remarks that the
modern mobility risks losing its roots
and identity. Still, the Opera Village
project uses social media to promote
its endeavour and doesn’t demonize
modern communication technologies.
On the contrary, he says vigorously:
“But where will this lead us if every-
body travels around? Who will stay at
the end?”
Returning to the notion of empathy,
Christoph explains: “I’ve seen a purity
of mind in Africans. I can see what I
used to be. This is a necessary re-
quirement for feeling empathy. Then
the suffering of the others enables
empathy and makes you feel one with
others.” Having successfully raised a
million Euros, the project is still in ur-
gent need of all sorts of things; note-
books, cars, instruments, man power,
money. “And the xylophone robot
(Shimon),” says Christoph jokingly,
and promises: “We make sure that the
look at Africa won’t be the usual one!”
Having produced “Parsival” and the experience
with lung cancer, I experienced that I frst have
to study myself. I have to do this with an object.
That’s where Ouagadougou comes into play.
Schlingensief fought against the
haziness of politics by totally
confusing supposed unambigui-
ties with his “political” theatre.
he creates a permanent state
of insecurity by blurring borders
between reality and fiction, art
and offence, intention and ac-
tion. this often works brilliantly
with his off-stage antics: most
passers-by thought the Big Broth-
er show with asylum-seekers in
the centre of Vienna, where the
last one to be ejected is suppo-
sed to win a residence permit,
was real. Being the chief prota-
gonist of his own art, it is a vehe-
mently fought battle against hy-
pocrisy using performance art,
taboo violations and improvisa-
tion while stretching the limits.
Presently Schlingensief’s ambi-
tious “gesamtkunstwerk”, the
world’s first “Opera Village” is
under construction in Burkina
Faso, Africa.
Christoph Schlingensief
Director, Festival Opera House
in Burkina Faso
chrIsToPh schLIngensIef
DiRECtOR, FEStiVAl OPERA hOUSE
in BURkinA FASO
DLD10 TuesDay 26 january 370
371 opera DLD10
chrIs Dercon
hAUS DER kUnSt
373
Belgian-born Chris Dercon is
Director at the ‘Haus der Kunst’
in Munich. After his study of Art
History and Performing Arts
and Fi l m Theory i n the Nether-
lands he worked at the Gallery
Baronian-Lambert in Ghent. Dis-
appointed of the cynics of the
commerci al art market, Dercon
started freelancing for Belgian
radi o and tel evi si on networks,
where he produced amongst
others documentari es about
Charl es Atl as or Karol e Armi ta-
ge. 1988 he became Di rector of
Program at the P.S.1 Contem-
porary Art Center i n New York,
where he presented arti sts l i ke
Catheri ne Beaugrand. After a
transfer to Wi tte de Wi th and
several other responsi bi l i ty-fi l l ed
j obs i n the 1990i es he became
Di rector at the Haus der Kunst
i n Muni ch i n 2003.
The project “Opera Village”
demonstrates a new kind of
empathy.
Opera DLD10
Chris Dercon
Haus der Kunst
374 DLD10 TuesDay 26 january
“The panel is an impressive com-
bination of web pioneers who have
shaped the market as well as movers
and shakers who are driving it,“ says
Thomas Küstner, by way of intro-
duction. Within the debate of video
on the Web, enabling technology and
changing usage leads to a redefnition
of the market. The market’s evolu-
tion and future processes are up for
discussion.
In order to frame the discussion,
Thomas offers facts and fgures in
relation to market development. In
2009, broadband technology pene-
trated Western households on a large
scale, and emerging markets were
picking up quickly. With the appear-
ance of technological components,
the habits of TV consumption have
changed profoundly, not only on the
Web but also in traditional media
delivery systems. According to com-
Score numbers, the Web video usage
accumulates up to 40 billion streams
a month with 180 videos per user.
Hence, video moved mainstream in
terms of web usage as well as expe-
rienced a shift in demand of long for-
mat usage. In relation to overall TV
usage it is still a fairly small number
in terms of minutes used per consum-
er. Still, Thomas identifes a tipping
point in terms of consumer behav-
iour: “If you want to see the glass half
full, consumers have started to open
their wallet, as have advertisers.” A
profound difference in relation to
many other media segments is that
most traditional players are taking a
much more proactive stance and are
less risk averse. On the other hand,
new players like Hulu, YouTube,
Netfix, and Amazon have emerged
and are gaining market share. In
terms of fragmentation, consumers
increasingly demand more of their
video experience. From a competitive
dynamics point of view the arena
is already getting overcrowded, says
Thomas, and concludes: “In a nut-
shell, there are some indications where
the markets are going, and a lot of
questions what we are to debate for.”
Paul Sagan is convinced that the tip-
ping point is reached. As HD quality
is available online, the Internet can
deliver video content that is compet-
I think the consumer should get
what they want – but inside a
proftable business model for all
the players involved. Richard Kang
broaDbanD
375
itive with TV quality. He believes
that after the disruptions in music
and print, the biggest revolution
now comes with video. The frst key
blocker, the last mile connectivity,
has dissolved as the average home in
the US now has four megabits per
second. Still, most video is watched
on traditional TV and online basically
still doesn’t exist, with one percent of
the video at home market share. He
spots a gigantic business opportunity
as TV goes from traditional delivery
to IP-based delivery and the tech-
nical blockers erode. Paul specifes:
the last mile connectivity is gone;
the connected device adoption is a
disappearing problem, HD content is
available; “middle mile” bottleneck is
solved by end to end platform to by-
pass the congestion; delivery costs are
shrinking, a simplicity of content is
developing in a mezzanine fle world
where content gets transcoded on the
fy, regardless of the format, and the
consumer need for TV-like function-
ality exists.
“As these seven blockers change, we
move to IPTV. Video on the Internet
starts to replace TV as we know it,”
concludes Paul, and gives an exam-
ple: “The MTV fundraising concert
“Hope for Haiti Now” was also broad-
casted on YouTube, which delivered it
to a stunning one million streams.”
Richard Kang notes that the exam-
ple tells a lot about the mass reach
available online. Still, he believes
that there are business models which
are spurring the acceleration of the
consumer behaviour but also much
larger business model issues that are
hindering it: “I think the consumer
should get what they want – but
inside a proftable business model
for all the players involved. Viacom’s
main agenda is to deliver premium
content to as many consumers as pos-
sible through all distribution channels
available – but we need to get paid! I
don’t think you get Avatar if you can’t
charge for it.”
Thomas Curran adds a few points
from the traditional telco carrier
standpoint. Deutsche Telekom is
building the second largest IPTV
network in the world, with just over
a million customers. To achieve this
heavy lifting and increase the per-
formance, they always look at new
technologies: “Still, it all comes down
to the experience for the customer. I
think the tipping point we are seeing
is that IPTV is getting to the stage
that consumers can interchange them
with traditional, linear television.” It
will broadly affect the capability of
delivering what the customers want.
In this context, Deutsche Telekom is
investing in optimizing the network,
doing the heavy lifting, and making
sure that people have the right in-
frastructure at home.
The core competence of SpeedBit is
the acceleration of videos and data
delivery in general. In terms of a
business model, Ariel sees two major
issues ahead: the identifcation of
favourites in order to build a personal
TV guide in the ocean of content, and
the issue of delivering heavier HD
videos. “The web was not built for
data delivery and is very ineffcient in
delivering it. Once we fgure out how
the devices compensate for the ineff-
ciency of the network, HD videos can
BroaDBanD DLD10
rIcharD kang
mtv networks
PauL sagan
akamai
arIeL yarnITsky
speedbit
Thomas aIDan curran
deutsche telekom
Thomas künsTner
booz & co.
378 DLD10 TuesDay 26 january
Still, it all comes down to the experience
for the customer. I think the tipping point
we are seeing is that IPTV is getting to
the stage that consumers can interchange
them with traditional, linear television.
thomas Ai dan Curran i s the
Deutsche tel ekom’s ‘Software
CtO’ – Chi ef technol ogy Offi cer
for Products & innovation. the
‘serial Entrepreneur’ founded five
high tech companies in the past
25 years, including an innovati ve
devel opment tool for cross pl at-
form software engi neeri ng, and
a breakthrough product connec-
ti ng the internet and SAP. in
2000, he j oi ned Bertel smann as
group CtO and CiO, responsi bl e
formul ati ng the company’s tech-
nol ogy strategy, and transfor-
mi ng the it organi zati on i nto a
recognized international service
provi der. Curran graduated from
the Wharton School , Uni versi ty
of Pennsylvania, and subsequent-
ly hel d teachi ng and research
posi ti ons at the Wharton Anal-
ysi s Center, the international
Sci ence Center, Berl i n Uni versi ty
of the Arts, and techni sche
Uni versi tät Berl i n.
Thomas Aidan Curran
Deutsche Telekom
379
be watched without interruption,”
says Ariel. Additionally, he points out
that possessing huge amounts of anon­
ymous information on what data is
delivered gives SpeedBit the oppor­
tunity to go for the “Holy Grail” of
personalized TV guidance.
“Every good cause deserves some in­
effciency,” says Thomas, quoting the
renowned economist Paul Samuelson.
He explains that Deutsche Telekom
is trying to get IP to everyone and
that they look at cross­industrial
cooperation. Telco and energy value
chains are converging in certain areas
like satellite and broadband. To him,
this multi­type convergence expresses
the tipping point. Thomas outlines
that the company will remain a highly
sophisticated distributor and carrier
of content and is building expertise in
content codifcation on the fy, upload
and download effciency, and general
cloud­storage delivery.
Paul notes that the profts in media
were huge in the days before the
Internet. Advertising wasn’t really
Thomas Künstner is a Partner with
Booz & Company’s Communica­
tions Media and Technology Prac­
tice. Thomas focuses on con­
vergence markets and advi ses
top management teams i n the
communications and media indus­
try on strategi c and organiza­
ti onal i ssues. He has l ead work
for media­, telecommunications­,
CATV­companies as well as
ISPs on a wi de range of assi gn­
ments across Europe and i n the
USA. Recently, the main focus of
his work centered around growth
strategies, performance improve­
ment and customer centri c
organi zati onal desi gn. Thomas
Künstner is a frequent speaker on
i ndustry conferences and author
of many publ i cati ons. Before
joining Booz & Company in 1993,
Mr. Künstner recei ved an honors
degree i n Busi ness Admi ni stra­
ti on from Passau Uni versi ty and
Aston Busi ness School , UK.
targeted. In the more accountable
world on the Internet the fake value
gets eliminated and the former busi­
ness model crushes: “In music you
had to buy ten songs if you want one.
It got crushed.” If advertising can be
more effcient, more money would be
spent to get better customers. Some
of the ineffcient money in traditional
media is not moving online, but some
ineffcient value will be destroyed.
Overall, Paul foresees transference
of wealth: “Looking at the wealth de­
struction, usually the broadcasters are
the big losers in this equation.”
Richard stresses that the future of the
ad market is still an open question.
He predicts that the incumbents’ cur­
rent business model has at least fve
more years of legs on it without the
risk of falling off a cliff. To him, the
key is to understand where consumer
usage is going. Technological inno­
vation is not so much on the edge
anymore: “There will be an Invest­
ment period that will take a certain
amount of courage.” Later in the
game, the money will follow.
BroadBand DLD10
Thomas Künstner
Booz & Co.
PauL sagan
akamai
381
Paul Sagan, President and CEO
of Akamai, joined the company
in October 1998. Mr. Sagan was
elected to the Akamai Board of
Di rectors and became CEO both
in 2005. He brings to Akamai
the experience of leading vision­
ary technology companies and
medi a busi nesses. Previ ousl y,
Mr. Sagan served as seni or
advi sor to the Worl d Economi c
Forum from 1997 to 1998, con­
sulting to the Geneva­based orga­
nization on information technology
for the world’s 1,000 foremost
multinational corporations. He has
also served as Managing Editor
of Ti me Warner’s News on De­
mand project. Mr. Sagan is a trust­
ee of Northwestern University;
a graduate of Northwestern’s
Medill School of Journalism; Co­
Chairman of the Medill Board
of Advisors, and a member of the
Presidential Advisory Council at
the Berklee College of Music.
Ariel is the CEO of SpeedBit Ltd.,
creator of the very popul ar
Download Accelerator and Speed­
bi t Vi deo Accel erator whi ch to­
gether have reached 200 mi l l i on
i nstal l s to date, wi th some
100,000 new i nstal l s per day, al l
through organic growth. Speed­
bi t makes vi deos pl ay smoothl y
over the web wi thout the an­
noyi ng pi cture freezes whi ch i s
extremel y i mportant when
streaming HD video and other high
qual i ty vi deo over the web to
vari ous devi ces i ncl udi ng mobi l e
phones and TV Set Top Boxes.
Speedbi t has been awarded the
2008 Technology Pioneer award
by the Worl d Economi c Forum.
Pri or to that, Ari el was the
General Manager of ICQ, the
pioneering instant messenger
acquired by AOL in 1998.
Richard Kang is Executive Vice
President, Strategy and Business
Development for MTV Networks,
a division of Viacom Inc. Kang
spearheads the development and
articulation of MTVN’s overarch­
i ng corporate strategi es and
drives large­scale growth op­
portunities on a global basis. Prior
to MTVN, Kang served as SVP,
Strategy and Busi ness Devel op­
ment at IAC / InterActiveCorp.
Previ ousl y, Kang founded and
served as Managing Director
at The Confl uence Group. Kang
was also an Investment Banker
at Wasserstein Perella & Co. Kang
is a member of the Council on
Foreign Relations as well as the
Asia Society. He received his
M.A. from Harvard University in
Economics and his B.A. in
English Literature and Political
Science from the University
of Michigan.
BroadBand DLD10
Paul Sagan
Akamai
Ariel Yarnitsky
Speedbit
Richard Kang
MTV Networks
382 DLD10 TuesDay 26 january
The New York start-up foursquare is
at the forefront of a new web hype:
location-based services that link in-
formation and communication with
the current location of the user.
As Founder Dennis Crowley talks
location, with Rafat Ali acting as
moderator, he explains why an API is
so important for foursquare, and how
game mechanics can change your
interaction with the real world.
Dennis had been working in location-
based services for almost ten years. In
his rookie days he developed Dodge-
ball as a thesis project at NYU. Even-
tually he sold the company to Google.
Sharing his experiences regarding the
genesis of Dodgeball and foursquare,
Dennis says: “Dodgeball was one of
the frst mobile social services. It was
a lousy one-player experience. At
foursquare, we focused on making
the location-based service interesting
to people before they have all their
friends on it. That’s the reason for the
playful experience.”
With the introduction of the iPhone,
it became easy to develop location
services on this platform. Additio-
nally, foursquare built a Blackberry
version and created an application
programming interface (API). This
enabled developers to make an
android and palm client as well as an
OSX desktop widget for notebooks.
“foursquare is designed to make cities
easier to use,” says Dennis. He adds:
“It combines friend fnder attributes
with social city guides to make cities
more interesting to explore. When 50
friends constantly check in, you have
this ample awareness where they are.”
The company started out with 10
cities and grew subsequently to 100.
Confronted with many requests for
cities that weren’t on the road map,
It’s nice to see it bubble
up organically. Dennis Crowley
LocaTIon
383
foursquare made changes to make it
work everywhere in the world. The
densest pockets of foursquare are in
the densest cities; London, San Fran-
cisco, and Los Angeles are the densest
areas. “My parents live 40km outside
of Boston and there’s still a tiny fours-
quare community there,” he adds, and
observably enjoys that thought: “It’s
nice to see it bubble up organically.”
The monetization can work in two
ways: special offers with local mer-
chants, or special deals for the “major”
or frequent visitor can be monetized
with a monthly share. Additionally,
they make deals with larger media
companies. “A lot of it is just trials.
You got a lot of content; we do
location; let’s see if we can stash up
some of those nuggets of content
and people unlock them by checking
in at various spots,” says Dennis.
“Theoretically, all the characters from
locatI on DLD10
dennis Crowley
foursquare
385
Theoretically, all the characters from Gossip
Girl can leave tips all around New York, and
fans can unlock it. That’s a huge potential for
media partners.
Gossip Girl can leave tips all around
New York, and fans can unlock it.
That’s a huge potential for media
partners.”
As more and more applications
include the check-in option and it
slowly becomes a commodity, the real
trick behind foursquare’s success is
to make it fun for the user: rewarding
people for the places they go, a rank-
ing system, and badges. Dennis sums
up: “It’s a playful interaction with
the users. They can unlock digital
candy.” Still, he looks at foursquare
as a social utility that makes people’s
lives more interesting and helps them
navigate cities a little bit easier. Lay-
ering game mechanics on top of that,
people simply enjoy using it more,
and it becomes rather addictive. The
real magic and interesting challenge
of check-ins is how to use the data to
surface new recommendations. Den-
nis surmises that technology facili-
tates serendipity. With the API, people
can basically build whatever they like,
ranging from a dating service to a tool
to meet up with friends. “It’s great to
see people taking our generated data
and building their own product,” he
says, and concludes, “We are a small,
scrappy start-up that tries a bit of
everything, and sees what sticks.”
Dennis Crowley is the Co-Founder
of foursquare, a servi ce that
mixes social, locative and gaming
el ements to encourage peopl e
expl ore the ci ti es i n whi ch they
l i ve. Previ ousl y, Denni s founded
dodgeball.com, which was ac-
qui red by googl e i n 2005. he
has been named one of the ‘top
35 innovators Under 35’ by Mit’s
technology Review magazine and
has won the ‘Fast Money’ bonus
round on the tV game show Fam-
ily Feud. his work has appeared
i n the new York ti mes, the Wal l
Street Journal, Wired, time Ma-
gazine, newsweek, MtV, Slashdot
and nBC. he is currently an Ad-
junct Professor at nYU’s interac-
tive telecommunications Program.
Dennis holds a Master’s degree
from new York Uni versi ty’s inter-
acti ve tel ecommuni cati ons
Program and a Bachelor’s degree
from the newhouse School at
Syracuse Uni versi ty.
locatI on DLD10
Dennis Crowley
foursquare
386 DLD10 TuesDay 26 january
rafaT aLI
contentnext media
387
How do you make sure that
the company is not just a product
feature of checking-in?
Si nce foundi ng pai dContent.org
i n 2002, Al i has overseen the
rol l out to three new verti cal s and
the expansi on i nto revenue gen-
erating events for the parent com-
pany Contentnext Media. Before
Contentnext, Rafat was Managing
Editor of the Silicon Alley Report-
er. Edi tor & Publ i sher has cal l ed
Rafat ‘j ournal i sm’s poster boy
for career independence from news
compani es’. in Jul y 2008, Rafat
sol d Contentnext Media to Uk-
based guardian news & Media.
Rafat was the knight Foundation
Fel l ow at indi ana Uni versi ty, hi s
al ma mater, where he compl eted
hi s Masters i n Journal i sm,
1999 – 2000.
locatI on DLD10
Rafat Ali
ContentNext Media
388 DLD10 TuesDay 26 january
Suhas started his frst company
“coolhindustan.com” at the age of
fourteen. That makes him the world’s
youngest Entrepreneur and certifed
web developer. Suhas was very asser-
tive in his desire to become an Entre-
preneur. In this short demonstration,
he shares an anecdote from his early
start-up days as a teenager: “I started
Globals Inc. from a mere cyber café
in Bangalore, because I didn’t have a
computer at home. At the end of the
day I was fourteen and didn’t know
sales and marketing.” In order to beat
the challenge of acquiring business
partners, he started to send out letters
offering his services as a web develop-
er. As the majority of people didn’t
want to invest in websites, Suhas
realized the diffculties of marketing
and scaling his business.
In response to this frst rejection, he
started to short-list companies which
didn’t have a website and, in a second
step, wrote them e-mails indicating
the lack of a website – pretending to
be a potential business partner – with
anonymous e-mail accounts. As they
responded that they didn’t have a
website, he replied to them that they
weren’t meeting the business stan-
dards of his fake enterprises. After a
couple of weeks doing this, he then
sent them an e-mail offering his web-
site development services, with his
real business account. Et voilà!
Demo
At the age of 14 he was recognized
as the world’s youngest certi fied
Professi onal web-devel oper
through his project coolhindustan.
com. Suhas was very assertive to
be an Entrepreneur and setup
globals inc. from a mere cyber
café in at the age of 14. From
then globals inc. has drastical l y
grown to a mul ti nati onal web
consul ting and offshore devel op-
ment servi ces company. Suhas,
then 16, was recogni zed as the
worl d’s youngest Entrepreneur
and at the age of 17 he was re-
cogni zed as the Worl d’s Youn-
gest CEO. WEF announced hi m
‘Young gl obal leader’ and 2009,
he received his diploma on gl obal
leadershi p from the harvard
kennedy School at the harvard
Uni versi ty. he i s al so Co-Founder
of a referral networking portal
DoRef.com which he has setup
by hi s fri ends Amruta Desai and
Joerg El zer.
I didn’t have
a computer at
home. Suhas Gopinath
Suhas Gopinath
DoRef
389
suhas goPInaTh
doref
Demo DLD10
390 DLD10 TuesDay 26 january
Professional networking online has
become ubiquitous. After an insight-
ful chat with Reid Hoffman and
moderator David Kirkpatrick, the
panelists from some of the world’s
most successful social and profes-
sional networking sites discuss the
separation of personal and profes-
sional networking and the inherent
values of such platforms.
# part 1
“Every individual should think of
themselves as an equivalent of a small
business which has to be guided.”
“Obviously, I wish I’d still own the
domain social.net,” says Reid Hoffman,
in reference to his pioneering net-
work, and explained it’s failure – the
incomplete iteration of the concept
resulted in a merely transactional and
less persistent platform: “It didn’t
offer a permanent state of interaction.
In this sense, we didn’t have a social
graph.” David Kirkpatrick directs the
conversation to the Six Degree patent
for friending people via e-mail. When
the company went down, Reid bought
the patent remotely – the central pat-
ent in social media – at the auction.
At this stage, Reid already had found-
ed LinkedIn and bought it to lock it
up, so that no one could use it against
him. Says David: “The things he does
are amazing. Reid was the frst busi-
ness angel in Friendster, and he was
in at the frst stage of Facebook.”
“This year, I am exploring how to do
two full time jobs at the same time. At
LinkedIn, I am focused on things that
involve the board, strategic alliances,
and product initiatives,” he says,
and adds that the angel and venture
system is evolving: “Greylock runs the
model by which partners can work
full time at one of the companies.
I combine working at LinkedIn and
realizing some ideas at Greylock.”
Reid predicts a future with a lot of
opportunities for LinkedIn. To him,
the majority of professionals haven’t
fully understood how to manage their
“brand,” how to manage themselves
as small businesses, and what tools to
use in order to achieve that: “LinkedIn
is not only useful for hiring or fnd-
ing a job, but it’s a tool to stay compe-
titive.” Every individual should think
of himself as an equivalent of a small
business which has to be guided.
Based upon the fact that people start-
ed having appearance and identity on
the Web, Reid identifed two major
separate themes in the massive revo-
lution in 2002: professional and so-
Dienst ist Dienst und Schnaps ist Schnaps.
Stefan Gross-Selbeck
LInk  vaLue
391
cial. He invested in the social themes
and committed his own time to how
professionals take control of their
own economic destiny. He is conf-
dent that professional networking will
remain separate because the natural
gravity is different, the context of self-
presentation is different, and a deep
knowledge base is required.
# part 2
“People firt in offces, too. But still
it makes a big difference whether the
context is the offce or privately.”
Opening the discussion, David asks
his fellow panelists to introduce them-
selves. First is Marc Cenedella. He is
the CEO and Founder of TheLadders.
com, the largest professional job web-
site in the world, which focuses on the
top 10 percent of jobs. It’s a closed,
curated network, with 3.5 million
registered subscribers to the news-
letter. Next is the CEO of Forticom,
Nazar Yasin. Forticom is the parent
company of the leading local social
networks in Russia, Poland, and the
Baltic states. The network accounts
for 17 million daily unique users and
is the third largest social network in
the world. Stefan Gross-Selbeck is
the CEO of XING, Europe’s leading
business network, with about 8.5
million users worldwide. He funda-
mentally agrees with what Reid said.
The separation between social and
professional life seems especially ro-
bust. “Dienst ist Dienst und Schnaps
ist Schnaps,” he says, and translates
the German saying: “Work is work
and schnapps is schnapps.” As people
move in different contexts in reality, it
is refected in their life on the Web as
well. XING defnes itself as the most
valuable network: it is more con-
nected to the local communities than
the competitors, and 20 percent of
users pay monthly for the premium
service. Within the business context,
XING has a social overlay, combining
both online and offine.
Marc notes that one central prem-
ise of the Internet is that location
quits being determinant and interest
groups are enabled to mushroom
beyond space. Still, he believes that
local networks have a greater value
to the people than the broad global
reach. The deepness of the network is
valued by the revenue per user.
“Both in terms of engagement and in
terms of monetization, you can derive
much higher value by focussing
locally,” says Nazar. He explains that
Forticom has two revenue sources:
advertising and user payments. Nazar
lI nk Value DLD10
reID hoffman
linkEDin
393
The things he does are
amazing. Reid was the
frst business angel in
Friendster, and he was
in at the frst stage of
Facebook. David Kirkpatrick
Rei d was li nkedin’s Foundi ng
CEO for the fi rst four years be-
fore movi ng to hi s rol e as Chai r-
man and Presi dent, Products i n
February 2007. Whi l e CEO, Rei d
bui l t the company to over 9 mi l-
l i on members and profi tabi l i ty;
li nkedin now has over 17 mi l l i on
members worl dwi de. Pri or to
li nkedin, Rei d was Executi ve
Vi ce Presi dent of PayPal . Duri ng
hi s tenure at PayPal , hoffman
was i nstrumental to the acqui si-
ti on by eBay and was responsi-
bl e for partnershi ps wi th intui t,
Vi sa, MasterCard and Wel l s
Fargo. Currentl y, i n addi ti on to
li nkedin, Rei d serves on the
Board of Di rectors for Si xApart
and Mozi l l a Corporati on. Rei d
graduated wi th di sti ncti on from
Stanford Uni versi ty wi th a B.S.
i n Symbol i c Systems and from
Oxford University with a Master’s
degree i n phi l osophy.
lI nk Value DLD10
Davi d ki rkpatri ck, Seni or Edi tor
for internet and technol ogy at
Fortune Magazi ne, speci al i zes i n
the computer and technol ogy
industries, as well as in the impact
of the internet on busi ness and
society. he thinks that the impact
i s huge. ki rkpatri ck began writ-
ing about computing and techno-
logy for Fortune in 1991. in May
2008 he publ ished ‘Mi crosoft
After gates’, a defi ni ti ve account
of Mi crosoft’s prospects and
challenges as its founder stepped
away. Other recent Fortune fea-
tures have exami ned MySpace,
Second li fe, and technol ogy
i n Chi na. known for hi s weekl y
‘Fast Forward’ column on a wide
range of tech topi cs, ki rkpatri ck
i s regul arl y ranked one of the
world’s top technology journalists.
ki rkpatri ck appears regul arl y at
conferences worl dwi de.
David Kirkpatrick
‘The Facebook Effect’
Reid Hoffman
LinkedIn
394 DLD10 TuesDay 26 january
nazar is the CEO of Forticom,
which is the world’s 3rd largest
soci al networki ng company
and the #1 social networking
company in Eastern Europe /
Russia / CiS. Forticom operates
the world’s leading Russian
social network (Odnoklassniki),
the #1 Polish social network
(nasza-kl asa), and the l argest
soci al networki ng brand i n
the Baltic states (OnE). Prior to
Forticom, nazar was at gold-
man Sachs, where he was the
Co-head of European internet
Coverage, and prior to goldman
he spent several years i n the
venture capital and management
consulting industry.
Marc started theladders.com
i n 2003 to make fi ndi ng a
professional job a lot easier, and
transformed the way $100k+
candidates and recruiters connect
onl i ne. A wi del y recogni zed
thought l eader on j ob search,
career management, recrui ti ng
and business, Marc is frequently
sought out by national media
outlets and organizations for his
expert commentary on employ-
ment and Entrepreneuri al rel at-
ed i ssues. Pri or to foundi ng
theladders.com, Marc was the
Senior Vice President of Finance
and Operations at hotJobs.com.
Previ ousl y, Marc was an asso-
ciate Vice President at the River-
si de Company, a new York-
based pri vate equi ty fi rm. Marc
hol ds an MBA wi th hi gh di s-
ti ncti on from harvard Busi ness
School, where he was named
a Baker Schol ar. he earned hi s
B.A. in political science at Yale.
Both in terms of
engagement and
in terms of mone-
tization, you can
derive much higher
value by focussing
locally.
Nazar Yassin
Forticom
Marc Cenedella
The Ladders.com
395
Dr. Stefan gross-Selbeck has
been CEO of Xing Ag since
January 2009. in this position he
is responsible for pursuing and
broadeni ng Xing’s growth strat-
egy through the openi ng up of
addi ti onal new busi ness fi el ds,
the ongoing enhancement of the
servi ces on offer to members
and continued internationalization.
Before taki ng up the post at
Xing Ag, he was general Man-
ager of eBay Deutschland and
prior to this, he was Managing Di-
rector at ProSiebenSat.1 Media
Ag. From 1997 to 2000 he worked
as a Management Consultant for
the Boston Consulting group. Dr.
gross-Selbeck studied law and
Political Economics at Universities
in Fribourg, lausanne, Montpellier
and Col ogne. he al so hol ds a
Master of Business Administration
(MBA), obtained from inSEAD in
Fontainebleau, France, in 1996.
Local networks have
a greater value to the
people than the broad
global reach.
then states: “We are on top of the
charts in time spent on the site, and
unique visitors because we have teams
that deliver local value to local users.”
Additionally, a higher level of local-
ized services enables more innovative
things on the advertisement front.
Nazar believes that life is basically
lived in two locations: at home and at
the offce. From a home perspective,
social networks are more natural. He
understands social networks as the
online manifestation and replication
of real life. Nazar considers Facebook
a great competitor and fgures that
ultimately the best company succeeds.
Marc notes that the advertisement is
more effective on professional net-
works as people are thinking about
their profession and career. He sug-
gests that it is most crucial to develop
an understanding of how people use
media: “There are general interest
sites and media properties with a
more targeted audience. The respec-
tive mindset of the customer leads to
different opportunities for advertis-
ing, engagement, and the tools you
can put in front of them.”
“Indeed, social networks are only a
refection of your life and, indeed,
90 percent of your life happens either
at home or at offce,” agrees Stefan,
and notes that the equation doesn’t
change online. To him, the actual
activities in a business network are
not completely different from the
activities on a social platform, but the
context is very different: “People firt
in offces, too. But still it makes a big
difference whether the context is the
offce or privately.”
lI nk Value DLD10
Stefan Gross-Selbeck
XING
396 DLD10 TuesDay 26 january
The actual activities in a business network are not
completely different from the activities on a social
platform, but the context is very different: People
firt in offces, too. But still it makes a big difference
whether the context is the offce or privately.
stefan gross-selbeck
xing
398 DLD10 TuesDay 26 january
Tech-Journalist Spencer Reiss (Wired)
holds an information-packed conver-
sation with Nikesh Arora (Google) in
this DLD 2010 spotlight. Enjoy the look
behind the scenes at Google:
Spencer: Way back in time, Eric
Schmidt was hired to be the grown-
up at Google. Do you consider your-
self as one of the grown-ups or as one
of the kids?
Nikesh: There’s a kid in every one of
us, isn’t there? At Google we encour-
age you to bring your kid along.
Spencer: You were 36 years old when
you joined Google. Many people have
famously worked most of their lives
there, so their perspective is limited.
Were there things at Google that
surprised you when you came in as
an outsider?
Nikesh: Yes, lots of them. I joined
Google from a large German telco
company. It’s fair to say that I had to
rewire my DNA when I got to Google.
I ran marketing and products all my
professional life and in a traditional
company it is very hard to talk about
products without having a sort of
business plan. At Google the equation
is “3 P’s to zero”: set price, promotion,
and placement to zero and the only
thing you have worry about is the
product. If you set your price to zero,
people’s expectations go down tre-
mendously. The moment you charge
people something, their perceptions
change. Looking at the Internet
successes, a lot of products had
been free and this way caught the
attention of the critical mass.
Spencer: When people talk about
free in the Internet, they really mean
ad-supported. You guys have become
something like a punching bag.
Traditional media entered digital
and thought they would make their
money with targeted advertising.
Now the problem is that the CPM’s
aren’t there. Is there hope for the
publisher’s world that targeting, data
and analytics are getting the CPM’s
up to the point where it can start to
support publication again?
Nikesh: In the history of existence,
content has always been monetized;
either by advertising, by subscrip-
tion, or by paper use. There are free
newspapers that are thoroughly ad-
supported, there are journals with ads
and with a pure subscription model.
You can monetize anywhere on that
curve. I think that the same curve is
going to be recreated in the Internet.
However, what you cannot do math-
ematically is to take your curve and
superimpose it on the Internet curve.
The user basis changed. There are 1.4
billion users connected on the Web.
Conceptually, you and I can launch
something that 1.4 billion people
can read.
Spencer: So you are saying that part of
the answer is reach?
Nikesh: I think that part of the answer
is to fnd out where your content falls
in that curve from free commodity
content to super premium content.
Rethinking in that perspective is
required: should I invest in rebuilding
that content or should I fnd a way to
syndicate the already built content?
Spencer: You guys are known as an
ad-machine even though it’s almost
entirely based around keyword search.
You are just starting with display.
Walk us through how you see display
and the difference to keyword search.
Nikesh: In some point of time in my
life, a lot of the usage is going to shift
to some form of online distribution.
Most of the marketing and advertis-
ing will shift into that direction and
create a new medium which allows
both interactivity and uniqueness.
I am very positive about the notion
of the video on the Web. A lot of
premium content owners shift their
stuff online in a very sensible way.
In my fve years at Google I learnt to never rule out
anything. Nikesh Arora
sPoTLIghT 
399
Spencer: Where do you think the
premium content material is going
to come from? TV budgets? Print
budgets?
Nikesh: A lot of the advertisers
became savvy and started to spend
money online and offine in an
intelligent way. In online you get a
lot more measurement capability.
Spencer: Are you answering my
earlier question now about where the
40 dollar CPM’s are going to come
from?
Nikesh: I think you will get the 40
dollar CPM’s from high-end premi-
um display. At the same time, another
shift is that we will stop buying sites
and start buying consumer groups.
You’ll be able to target the Web for
an 18 to 24 year old group in the UK,
for example.
Spencer: One of Google’s famous
competitive advantages is a very large
collection of data following particu-
larly the search activities of the users.
Are you going to leverage that for
instance in video?
Nikesh: Well, if people have regis-
tered with us on YouTube, and
allowed us access, we have the ability
to target that.
Spencer: Let’s talk about YouTube.
Eric Schmidt recently said that he
assumes it makes money. Was he
assuming right?
Nikesh: If he assumes, he must be
right. He is the boss.
Spencer: Again, there’s an interesting
difference between perception and
reality. Many people think of YouTube
as user-generated content. Interest-
ingly enough, you guys are creeping
into frst-run movies. You have got
lots of television deals going on. Is
that ad-supported?
Nikesh: We’ll see.
Spencer: You are starting to look like a
universal media machine.
Nikesh: If you look at video on the
Web, there’s a whole new category
of content that has emerged: the
short-form clip format. The ability
to monetize this is incremental to the
industry.
Spencer: Television broadly has three
revenue streams: ads, pay-per-view,
and subscription. Pay TV is certainly
the healthiest part of the TV eco-
system at the moment. Google right
now runs the ad-supported model
on YouTube; it has the pay-per-view
in an experimental phase. Could you
see Google going to a subscription
model?
Nikesh: In a few years it won’t really
matter if you get your video feed
through IP or a broadcast connection.
If you believe that, is there a distinc-
tion between whether the movie you
are renting is delivered to you by
some website with IP, or through your
broadcast network?
Spencer: From a consumer point of
view it doesn’t make any difference.
From the TV industry’s point of view,
it’s a magnitude nine earthquake. Are
you guys working together?
Nikesh: You can’t do that without the
content owners.
Spencer: How about the content
distributors?
Nikesh: Yes. In the UK we have a deal
with channel 4 and channel 5 where
they are distributors and aggregators
and we purely fgure as a mechanism
to deliver it. We will work with broad-
casters or original content owners
– depending on the digital rights.
spotlI ght DLD10
400 DLD10 TuesDay 26 january
ni kesh oversees al l revenue and
customer operati ons, as well
as marketi ng and partnershi ps.
Si nce j oi ni ng googl e i n 2004,
he has held several positions with
the company. Most recently, he
l ed googl e’s gl obal di rect sal es
operations. With a background
as an analyst, nikesh’s main areas
of focus have been consulting,
it, marketing and finance. Prior to
j oi ni ng googl e, he was chi ef
marketi ng offi cer and a member
of the management board at
t-Mobile. in 1999, he started work-
ing with Deutsche telekom and
founded t-Moti on PlC, a mobi l e
mul ti medi a subsi di ary of t-Mo-
bile international. nikesh holds a
master’s degree from Boston
College and an MBA from north-
eastern Uni versi ty, both of
which were awarded with distinc-
tion. he al so hol ds the CFA
desi gnation.
Spencer Rei ss wri tes about new
medi a, al ternati ve energy and
commerci al space travel for San
Francisco-based Wi red maga-
zi ne. he al so di rects the program
for the annual Monaco Medi a
Forum, as wel l for the Abu Dhabi
Medi a Summi t, debuti ng March
2010. A former newsweek cor-
respondent i n Afri ca, Asi a, the
Middle East and latin America, he
bel i eves absol utel y that tech-
nol ogy of al l ki nds i s the pl anet’s
best hope for a bri ghter future.
Change i s good. For hi s part he
enj oys l i vi ng wi th hi s wi fe, the
photographer Anne Day, and three
almost perfect children in the
del i ghtful woods of Sal i sbury,
Connecticut USA.
Spencer: When you look at a compa-
ny like Comcast that is part content
owner, part distributor, and part plain
old pipe, there are obviously three
levels on which you could conceivably
engage them on. Do you talk to them?
Nikesh: Yes, of course. We want to en-
gage with them on all three levels. We
want that people can access content
on their pipe and make sure that it’s
available on multiple platforms. If
you create content once and distrib-
ute it many times, the probability of
monetizing it is going to be much
higher than keeping it exclusively for
your own platform.
Spencer: Google is a very broad
company. Let’s move to the mobile.
Google is being pretty direct that it is
very disruptive that you move to mo-
bile both on an operating system level
and on the hardware level. In the US
typically both those things have been
very tightly wed to each other and
furthermore the sale model has been
tightly wed to contracts. You guys
come in and are basically throwing a
bomb into this thing.
Spencer Reiss
Wired
Nikesh Arora
Google
above:
the googl e-team hands out the DlD 2010 goodi es,
a nexus phone for each parti ci pant.
401
Nikesh: It is important to understand
where we came from on the android
platform. Larry and Sergy wanted to
build an operating system which is
open-source for mobile phones. If
you look at the mobile plain mate-
rials, 27 percent is software. It’s very
costly and eliminates the ability to in-
teroperate. We believe that the Nexus
One is a premium android device
experiment: a) it allows us to disrupt
the selling model and is available
online, and b), we want to raise the
bar for android phones.
Spencer: Is it reasonable shorthand
to say that you guys are trying to
recreate the open environment that
exists on the Web in mobile?
Nikesh: Totally. If you have a reason-
able common platform, it becomes a
lot easier for application developers.
You get more content really quickly,
it becomes much easier to constant-
ly develop the OS side, and it drives
more usage.
Spencer: Once upon a time when
I wanted to fnd a restaurant in
spotlI ght DLD10
There’s a kid
in every one of
us, isn’t there?
At Google we
encourage you
to bring your
kid along.
Munich, I would have gone to the
search engine. Now there are apps
and therefore I skip your product.
Does that worry you? In the last fve
years, you’ve seen the rise of a big
social network like Facebook that is
fundamentally not searchable at the
moment, and apps that make infor-
mation available outside of the static
web page. Is the value of a search
engine declining?
Nikesh: No. Back in the early days of
search I was happy fnding a website
on page three of the search results.
Today, people hate going past page
one.
Spencer: Do you guys track that?
Nikesh: We track everything! You
want to make sure that you are de-
signing a consumer experience that
is wonderful for the people. You’ve
got to see consumer behaviour to
innovate on their behalf. It’s the only
Internet business where you want
the users to fnd useful information
and get off your page as quickly as
possible.
Spencer: One of the ironies in market
systems is that the bigger you get the
more attention you get from critics.
What scares Google? You’ve got a lot
of people snipping at you!
Nikesh: I don’t think “scare” is an
appropriate word. Ten years ago it was
very unlikely that somebody would
have said Google is something they
worry about. What worries me is
what is coming up from the next two
guys in a garage.
Spencer: What about the French Par-
liament passing a tax on Internet ad
transactions?
Nikesh: It’s important to understand
that Google is part of the Internet
ecosystem, not the Internet itself. A
lot of the conversation with Google
happens in the mainstream. This is
going to be bad for everyone in the
Internet business. It’s a sea change for
advertisers as well.
Spencer: How about the ganging up
of German newspaper publishers?
I think that with a certain size it is
getting political. There are privacy,
copyright, and taxation issues. Is there
a certain way you handle this?
Nikesh: We are living in a digital
world where 1.4 billion people are
connected by mobile phones. Ev-
erywhere you go you leave a digital
footprint. All of the national policies
and laws are designed for a world that
didn’t anticipate this connectivity in a
digital way. Everything has to change.
It is not about publishers against
Google or the French Parliament, it’s
about all of us trying to fgure out
what we need to do to adapt to this
digital world. Whatever hurts the abil-
ity for the user to get what they want
is going to be a bad thing.
Spencer: So the chances that more
and more people working with David
Drummond on the policy side of
Google are high. Is there an opportu-
nity for Google to be more proactive?
In other words, do you think about
going out ahead instead rather than
waiting until the politicians come and
bite you?
Nikesh: We have helped to shape
some of the conversations around
privacy, cookie tracking, copyrights,
and advertising. But it’s going to take
the collective efforts of many other
people in the industry.
Spencer: We have Apple stores now.
I was told Microsoft stores are on
their way. Do we have Google stores
coming?
Nikesh: In my fve years at Google I
learnt to never rule out anything.
402 DLD10 TuesDay 26 january
nikesh arora
google
gabrIeLe PrIncess Inaara
The begum aga khan
405
It’s the creativity of the person which makes
the difference – not the certifcate from University.
The Begum Aga Khan
2015
the Begum aga Khan
“I’ve known Professor Yunus for
many years. He is my role model.
More than that, he is my hero.
Muhammad Yunus needs no intro-
duction. His work as the Founder of
Grameen Bank is known to all. To
date, thanks to the micro loan system
he pioneered, Grameen has helped
eight million of the world’s poorest
people – the majority of them being
women – to lift themselves and their
families out of poverty.
His frst loan was to a small group of
45 women. They were furniture mak-
ers in a small village in Bangladesh in
1976: 27 dollars for the purchase of
bamboo. None of the banks would
have given money to the women.
They had been dependent on a mon-
ey loaner that charged them a shock-
ing ten percent interest per week.
This kept the women at subsistence
level and therefore dependent on the
money lender’s rates. Professor Yunus’
loan enabled those women to stand
on their own feet to grow, to prosper,
and to live a life in dignity. From 27
dollars in 1976, Grameen’s loan book
is worth nine billion today.
The Grameen family of businesses is
active in 25 sectors including food,
textiles, IT, and energy. It is the role
model for micro loan initiatives all
over the world, including the Princess
Inaara Foundation. When Barack
Obama presented to him the US Pres-
idential Medal of Freedom in august
last year, he said: “Muhammad Yunus
was just trying to help a village but
somehow he managed to change the
world.”
The scale is global, the impact is
huge. Like so many of the digital
possibilities, the focus is personal,
individual, and human. Happily the
world has acclaimed his achieve-
ments: he has honorary degrees from
38 universities, he is on the board
of 45 companies and 66 advisory
committees. He has received 102 na-
tional and international awards and
honours including the Noble Peace
Prize in 2006. In fact, he is the only
banker to receive the Noble Peace
Prize and possibly the only banker
who ever will.
You can’t pick up a magazine without
seeing him voted and quoted as one
of the top hundred most infuential
people on the planet, as one of the
top 20 Entrepreneurs of all time, or
as one of the top 10 individuals that
world governments should listen to.
For me, you are not top 100, nor top
20, nor top 10. For me, Muhammad
Yunus is quite simply the most inspir-
ing man I have ever met!”
2015 DLD10
introduction
muhammaD yunus
grameen bank
gabrIeLe PrIncess Inaara
The begum aga khan
406 DLD10 TuesDay 26 january
407
For me, you are not top 100, nor top 20,
nor top 10. For me, Muhammad Yunus
is quite simply the most inspiring man
I have ever met!
Princess inaara received her MA in
law and Bar examination at the
University of Munich; 1990 she ac-
qui red her Doctorate i n inter-
nati onal law. Further she acted
as an honorary consul tant for
UnESCO (Paris) advising on gen-
der equality. 1998 she married
h.h. Pri nce kari m Aga khan iV
(the Aga khan). From 1998 –
2003 she was involved in various
educational, cultural and crisis
response projects of the Aga khan
Devel opment network (AkDn).
Comes 2004, she founded the
charitable Princess inaara Founda-
ti on. gabri el e Pri ncess inaara
the Begum Aga khan i s a phi l an-
thropist and activist for empow-
erment of women through mi cro-
fi nance and an advocate for
tol erance between di fferi ng eth-
ni c and rel i gi ous communi ti es.
She has al so l aunched appeal s
for support of mi cro-fi nance
proj ects i n Asi an countri es.
2015 DLD10
Gabriele Princess Inaara
The Begum Aga Khan
408 DLD10 TuesDay 26 january
sTePhanIe czerny
DlD FOUnDER & DiRECtOR
gabrIeLe PrIncess Inaara
The begum aga khan
409
muhammaD yunus
grameen bank
2015 DLD10
huberT burDa
hubert burda media
muhammaD yunus
grameen bank
411
muhammad YUNUS
“After that introduction it is very
risky to speak. Then the real Yunus
will come out. Thank you Inaara
Aga Khan.You are a true friend. True
friends always exaggerate.
As just mentioned we began really
modestly in one village and gradu-
ally grew over time. Right now, we
have over eight million borrowers in
Bangladesh of which 97% are women;
we land out a hundred million dollars
per month; the loans are averaging
less than two hundred dollars; and
the repayment rate is 98 percent.
The bank is owned by the borrowers:
If the bank makes proft, the proft
goes back to them as a dividend. We
also encourage their children to go
to school. The frst generation of
borrowers at Grameen Bank are all
illiterates. We wanted to see that the
same cycle of poverty doesn’t contin-
ue over and over again. We wanted to
break the cycle. One of the things we
wanted to do is let the children go to
school. Then we introduced higher
education loans so they don’t have to
worry if their parents can afford it.
Right now, we have more than 48,000
students in medical schools, enginee-
ring schools, and universities. Each
month, more and more students are
getting into higher education with
the loans. We wanted to see a whole
new generation coming out of it.
One of the questions they ask is how
to fnd jobs in Bangladesh. Hearing
it many times, I started telling them
a completely different thing: Forget
about jobs! Start thinking different-
ly! You should not worry but make
it a personal pledge: I am not a job
seeker! I am a job giver! Otherwise
you go to the routine to get a good
grade, a good degree, and a good job.
And that’s not what the whole world
is about. The world is about you. Your
mother owes a bank so why would
you worry about a job? Your problem
should be how to use the money the
bank has to lift yourself above your
conditions and lift your whole family,
the whole community, and the whole
nation. It’s the creativity of the person
which makes all the difference – not
the certifcate from university.
Many of the children are coming
to take loans from Grameen Bank
to start businesses alongside their
education. Along the way, we saw the
power of new Information Techno-
logy. How can the power be used for
the beneft of the poor people? When
the Bangladeshi government wanted
to give licenses in the mid-nineties to
set up private telephone companies,
we applied for one. The government
replied: “You lend money to poor
people, why would you need a license
for a telephone company?” “To bring
the telephone into the villages,” I
explained, “and put it in the hands of
a poor woman.” “Who is she going to
call?” they asked. “No,” I said, “she is
not going to call anyone. She is going
to set-up a business renting out the
telephone and she will make money.”
Finally, we persuaded the govern-
ment and got the license. We called it
Grameen Phone. Today, it’s the largest
telephone company in the country.
We have about 25 million subscribers
and 50 percent of the market share.
We started out working in 1997 and
gave loans to the poor women to buy
themselves a cell phone to start their
business of selling telephone services
in the village. It became a roaring
business. If you had a cell phone on
your hand, it was the quickest way
to get out of poverty. Soon we had
over 400,000 ‘telephone ladies’ all
over Bangladesh. The business of the
ladies disappeared as everyone started
having a phone.
I said, don’t worry! We’ll fnd a new
business model. The ‘telephone ladies’
will now become the ‘Internet ladies’.
They will fgure out how it operates if
it brings money. Impossible is not the
subject we should be chasing. There is
nothing called impossible. If we want
to expand and reach out, technology
can overcome everything. Today, the
businesses own all the technology
and they are directing the technology
to chase money themselves for proft
maximization.
Thank you Inaara Aga Khan.
You are a true friend.
True friends always exaggerate.
411 2015 DLD10
412 DLD10 TuesDay 26 january
413 2015 DLD10
414 DLD10 TuesDay 26 january
You must not forget there’s nothing called
impossible. It’s all a question of creativity
and commitment. All problems can be solved.
That’s where we went wrong: the con-
ceptualization of the economy itself.
That’s why we are creating a fnancial
crisis all the time. Our whole econo-
my is designed with the assumption
that human beings are born to chase
proft. The narrow interpretation of
the human being designing the archi-
tecture of economic theory created
this problem. Human beings are not
single dimensional beings. We are not
money making machines. Human
beings are multidimensional beings.
Still, other dimensions are comple-
tely forgotten in the architecture of
economics.
Selfshness is the element which is
used to build the architecture of busi-
ness. What about the selfessness in
us? All human beings are also selfess
beings. They are not allowed inside
economics. Is economics the subject
of the whole human being, or just the
subject of a partial human being?
I started the idea that business should
be also built on selfessness. The
selfsh business is all about me; the
selfess business is about others and
nothing for me. People say, that’s not
the way how business works. I say,
that’s the way business should be wor-
king and works if you only allow the
chance. I started companies of which
many are now very popular. Gra-
meen Danone, a joint venture with
Danone, is a social business which is
dedicated to bring nutrition to the
children in Bangladesh. The country
has a big problem of malnutrition
among children. 50 percent of the
children are malnourished. We put
all the micronutrients which the
children are missing into this yogurt
and make it very cheap. If a child eats
two cups of this yogurt per week, it
will regain all missing micronutrients
in eight to nine months and becomes
a healthy child. It is a social business;
both Grameen and Danone agreed
right from the beginning that they
will never take a dividend out of the
company. The whole purpose of the
company is to address the malnutri-
tion of the children. It’s doing really
well: children love the yogurt, the
company is recovering the costs, and
the business expands.
Put this as an idea and many other
companies are coming. Grameen has
a joint venture with Veola, a French
water company, to solve the problem
of drinking water. Seeing this again
and again, I am totally convinced
that every single problem can be
addressed in a social business way.
The proft maximizing business will
not think about using business to solve
a problem because that’s not their
mandate. Their mandate is to bring
maximum return to the stakeholders.
They are glued to that objective. Why
don’t we create social businesses with
the power of Information Technology
– it just can blow away everybody!
Now we are moving into health.
Grameen Danone and Grameen Veola
are health care issues. Additionally,
we gave Adidas the challenge to adopt
the mission that nobody in the world
should go without shoes. As a shoe
company it is their responsibility to
make sure to produce shoes that are
affordable even to the poorest person.
Adidas liked the idea and started a
social business to produce very cheap
shoes. This is not for the comfort of
the foot. Again, it is for the health
dimension. Many of the diseases are
getting to the body through the skin
of your feet, especially parasitic dis-
eases. Tapeworm is a huge problem.
If we can cover our feet from the
beginning, we would have saved many
of these children from the terrible
disease which causes malnutrition
and other diseases.
We are bringing healthcare as a social
business to the villages of Bangladesh
and create health management centres.
The focus of the management centre
is to keep healthy people healthy. Pre-
vention becomes our major goal; early
detection and early treatment is our
second goal. We are trying to redesign
the diagnostics equipment. Today’s
diagnostic equipment is very impres-
415
Muhammad Yunus was born on
June 28, 1940 i n Bangl adesh
as the third oldest of nine children.
He is the Founder and Managing
Di rector of Grameen Bank whi ch
pioneered microcredit. As of June
2009, Grameen Bank has l ent
over USD 8.65bn to 7.95M bor-
rowers, 97 percent of whom are
women. The l oan recovery rate i s
96.68 percent. In October 2006,
Muhammad Yunus was awarded
the Nobel Peace Prize, along with
Grameen Bank, for their efforts
to create economic and social de-
velopment. Currently, Muhammad
Yunus focuses on spreading the
social businesses idea. Social
businesses are businesses whose
objective is to overcome poverty
while being financially sustainable.
The first social business, Grameen
Danone, was founded in 2006.
Muhammad Yunus i s marri ed to
Dr. Afrozi Yunus and has two
daughters.
sive, complicated, and very sophisti­
cated. The patients are impressed and
think the money they pay in hospitals
is worth it. Actually, it can be done
in a very small shoebox fashion with
one button operations. We are happy
that some of the diagnostic tools
manufacturers are collaborating with
us. Simple diagnostic tools should
come with a mobile gadget. Porta­
ble ultrasonic devices can simply be
taken to the women house by house
and women don’t have to come to
the clinic anymore. This is a lesson
we learned from Grameen Bank.
Our frst principle was that people
should not come to the bank but
the bank should go to the people
instead. We are trying to implement
the same idea in health care. The
patients don’t have to go to the clinic;
the physicians should go house by
house treating them. We take the little
portable machine and do the ultra­
sound for pregnant women and plug
it into the mobile phone instead of
going to wherever the specialist lives.
Specialists don’t want to come to the
villages. They stay in the capital city.
This way, healthcare never gets out of
the capital city. The problem of the
doctor­patient distance is solved.
It disappears because technology
solves the problem. Intimacy between
the doctor and the patient still
retains via the phone but the distance
is forgotten.
We can redesign the whole health
care system in an affordable way so it
becomes a social business rather than
a money making business. A bulk of
the Bangladeshi population does not
have access to the state­run healthcare
system because it is ineffcient and
corrupt. They do not get healthcare
from the private sector because they
are too busy making money on the
top that they don’t go to the bottom.
That’s a space for social business; a
non­loss, non­dividend company
can solve this problem. In a social
business, you only need to design the
concept of how to make it happen for
fve to ten people. If you know how
to do it for ten people, all you have
to do now is to replicate it a million
times and you have all the people cov­
ered. It’s not the size of the operation
which is the impressive part; it’s the
design of the programme.
Begum Aga Khan mentioned that we
started with 27 dollars in one village.
There’s no news in that. Who cares
about 27 dollars? But it defed all the
rules of the conventional banking and
created a system in one village that
today is a global phenomenon. You
must not forget there’s nothing called
impossible. It’s all a question of crea­
tivity and commitment. All problems
can be solved.”
2015 DLD10
Muhammad Yunus
Grameen Bank
416 DLD10 TuesDay 26 january
“In the 1960s, the Beatles and I dreamt
the Internet. Now that it’s here these
days, it became clear to me that the
social web is the new sixties.
Quite frankly, simply said: we felt that
the information which songwriters
put in their songs in the sixties was
very important. It was a communi-
cations explosion, and we rode the
wave through television and radio.
Now that the social web is here, take
heart everyone, the young songwrit-
ers will be joining your revolution.
I have a special invitation song to
sing Steff asked me for. Closing the
conference, go back to the world and
tell everybody that the news is out:
communications is the message. The
digital man!”
The social web is the new sixties!
Donovan
TransformIng
musIc
Donovan
MUSiCiAn
418 DLD10 TuesDay 26 january
419
I am the digital man,
she’s the digital woman, Steff,
people all over the land
love the digital man...
left:
Donovan procl ai ms
the new si xti es
the l egendary fol k-rockpop
troubadour Donovan began hi s
career as an i ti nerant fol k mu-
sician and created acoustic hits
l i ke Catch the Wi nd, Col ours,
Mel l ow Yel l ow, Uni versal Sol di er
and Atl anti s. Dr. Donovan lei tch
i s a green-Acti vi st and has re-
cei ved a Dr. of letters, an honor-
ary medal as ‘Officer of Arts &
letters’ by the French govern-
ment, and has been named BMi
icon i n 2009. Donovan was one
of the few arti sts to col l aborate
on songs with the Beatles, con-
tri buti ng l yri cs and vocal s to the
song Yel l ow Submari ne. Donovan
influenced Paul McCartney, John
lennon, and george harrison in
their guitar styles, and duri ng hi s
career pl ayed wi th fol k musi c
greats Joan Baez and Bob Dylan,
as wel l as rock musi ci ans Ji mmy
Page of led Zeppel i n, and Bri an
Jones of the Rol l i ng Stones.
transformI ng musI c DLD10
Donovan
Musician
420 DLD10 TuesDay 26 january
marceL reIcharT
DlD FOUnDER & DiRECtOR
421 fI nale DLD10
sTePhanIe czerny
DlD FOUnDER & DiRECtOR
Publisher’s
Lunch
sponsored by GE & Google
After three inspirational days,
Hubert Burda invites the DLD friends
to an informal Get-Together at the
Schumann’s Bar.
1
1 Jyri Engeström Entrepreneur & Investor // Rodrigo Sepulveda-Schultz vpod.tv 2 Dirk Ippen Münchner Zeitungsverlag 3 Menu
4 Alain Rappaport Microsoft // David Gelernter Yale University 5 Stefan Gross-Selbeck XING // Philipp Pieper Proximic 6 Lunch and
Food for Thought 7 Hubert Burda DLD Chairman // Inaara Begum Aga Khan
2 3 4 5
Publisher’s Lunch @ Schumann’s // Munich DLD10 6 7
1
2
Publisher’s Lunch @ Schumann’s // Munich DLD10
1 Andrea Schöller Schöller & von Rehlingen PR 2 Michael Schindler Google // Marcel Reichart DLD Founder & Director
3 Donovan Musician // Mel Rosenberg Tel Aviv University 4 DavidGelernter Yale University // Hubert Burda DLD Chairman
5 Mitchell Baker Mozilla 6 David Sifry Technorati
3
4
5
6
DLD Nightcap
sponsored by Mercedes-Benz
Hubert Burda, Yossi Vardi and DLD had
the pleasure to invite DLD friends to the
Burda DLD Nightcap on the occasion of
the World Economic Forum’s 2010 annual
meeting at the Belvedere in Davos,
Switzerland
DLD Nightcap // Davos DLD10
1 2 3
5 6 7
4
8 10 9
1 Paulo Coelho Author with friends 2 Flo Riedl Musician 3 Matt Cohler Benchmark Capital // Sean Parker Founders Fund LLC //
Randi Zuckerberg Facebook 4 Suhas Gopinath DoRef // Jimmy Wales Wikipedia // Debbie Berebichez Physicist Financial Analyst
5 Chad Hurley YouTube 6 Megha Mittal Escada 7 Udo Jürgens Musician 8 Silvana Koch-Mehrin Politician 9 Jürgen Grossmann
RWE 10 Jonathan Harris Author // Stephanie Czerny DLD Founder & Director // Philipp Welte Hubert Burda Media // Nikolaus von
der Decken Hubert Burda Media
Imp ressions
Location // HVB Forum // Kardinal-Faulhaber-Str. // Munich DLD10
food @ DLD10
Participants DLD10 2 1
4
3
5
1 Dan Dubno CBS 2 Hazel Ahamer XING
3 Monja Leingruber Mercedes-Benz
4 Jack Hidary Global Solar Center 5 Yossi
Vardi DLD Chairman // Miri Chais Artist
1 2 3 4 5
Participants DLD10 6 7 8
1 Paul-Bernhard Kallen Hubert Burda Media // David Kirkpatrick ‘The Facebook Effect’ 2 Christian Thiele Playboy // Christoph
Schlingensief Director, Festival Opera House in Burkina Faso 3 Lisa Souni Sonay Ltd. 4 Mayolove 5 Itay Talgam with a friend
6 Nora Abousteit Burda Style Group 7 Adam Bly Seed 8 Barathunde Thurston The Onion // Marshay Mitchell
Facts & Figures
130
+

speakers
850
+

participants
180
JournaLists
Food Facts
4300 
coFFees-to-go
2150 
cans oF
red Bull
8100 
Bottles oF
Water
1000
pounDs of
fruit
12
haunches of
serrano
ham
400 
shots oF
Virgin mary
aFter a long
dld starnight
69% europe incl. Russia
21% americas Canada, USA,
Central and South America
  7%  middle east and israel
  3%  asia
Diversity by region of participants
69% europe incl. Russia
21% americas Canada, USA,
Central and South America
  7%  middle east and israel
  3%  asia
Diversity by region of participants
receiveD visitors
on the DLD viDeo
pLatform from
70
countries
viDeo
top 10 countries accessing the DLD viDeo pLatform
usa germany russia austria sWitzerland
israel Finland uK italy netherlands
access on the neW 
dld moBile Video 
platForm
92
cities
63
mobiLe
carriers
 produced 
 Video
 27 
hours
or
1660 
 minutes
Partners
An international conference of this format
can not be performed without strong and
trustful partners. We want to thank them
for their engagement and commitment that
made DLD 2010 the outstanding event it is.
Deutsche Post DHL
Mercedes-Benz
XING // HP // 3ality
Thomson Reuters // bene // gettyimages // XING // yasssu // tcho
0roße veräuderuuueu lauueu klelu au:
lu luteruet surleu uud
erueuerbare lueruleu uutzeu.
Hlt Hlllloueu Heuscheu uud der 0eutscheu 1elekou vlel errelcheu: lu luteruet surleu, lHalls
verschlckeu uud teleloulereu - ult reueueratlver luerule. 0euu Wlr setzeu lu 0eutschlaud Strou
aus wasser, wlud uud Solaraulaueu elu. So köuueu Sle ueuelusau ult uus das Kllua schoueu.
ooo‘eaddagf]f¥^Yf_]f¥Yf‘\]
215x285_DTAG_GrStrom_DLD10_RZ_39L.indd 1 09.04.2010 17:53:52 Uhr
The conference is covered and attended by numerous
medias well as distributed via its own video network,
YouTube, Bigthink and Sevenload. DLD has obtained
a constant national and international media coverage.
More than 100 international journalists are reporting
from DLD.
Covera g   e
Coverage // Clippings DLD10
Coverage // Clippings DLD10
Coverage // Clippings DLD10
Participants at DLD
thank you so much 
for hosting us at 
dld – the 3 days in 
munich were the 
highlight of our trip 
– we felt instantly 
in the family of 
friends who are 
curious, creative, 
open-minded, kind 
and fun. your magic 
made this happen!
Dimitar Sasselov, Harvard University
Hi , j ust to l et you know I arri ved safel y back i n Mal i bu, and wi thout a hi tch.
Thank you so much. It was a real pl easure at the conference i n every way,
and hope my contri buti on was meani ngful ...
Al Seckel, Illusionist
Vielen Dank noch einmal
für die Einladung zum DLD
und der gelungenen Veran-
staltung. Das war definitiv
eines der Highlights in 2010!
Ich freue mich schon jetzt
auf 2011 :-). Lieben Gruß
aus Hamburg, Nils
Nils Holger Henning
thanK you so much. 
i had a terriFic time 
and Would loVe to Be 
a part oF this again. 
Tim Kring, Executive Producer & Creator Heroes
thanks it
was a great
experience.
thanks for
inviting me.
Mike Anderson
Dear Steffi Czerny and Marcel
Rei chert, Let me thank you and
especi al l y Dr. Hubert Burda and
my dear fri end Yossy for havi ng
the possi bi l i ty to take part on
DLD10 i n Muni ch. The toppi cs
and the presentati on were ex-
cel l ent and gi ve you i ncenti ves,
about where we are and where
we are goi ng to go i n future,
personal l y and as a soci ety.
Woul d enj oy to stay i n contact
wi th you, maybe we see us at
DLD11. Wi th the best wi shes
for a good 2010, sincerely yours.
Oskar G. Waas
Hello dear DLD
team – thanks for
the Follow Up, but
mainly, I’d like to
thank you for a
cool program ...
very interesting
thoughts, innova-
tions, people ... an
exciting, buzzing
atmosphere as al-
ways ... And an ex-
cellent organisation
!! Thank you all.
Hope to be there
again next year...!
Tom Sperlich
thanks so much for inviting me!!!!
i enjoyed every single minute of 
the dld (of course the ‘summer-
time in wintertime’ duet with randi 
was a high point for me person- 
ally...) steffi, thanks so much for 
inviting me to the restaurant, i man- 
aged to sing with donovan at the 
piano, he has always been a huge 
hero of mine, hope to see you   
soon (i will be back in munich next 
month, so will check whether any-
thing is going on) best, mel.
Professor Mel Rosenberg
You had a great
event. I l earned
much, and met
some amazi ng
peopl e. Thanks
so much for al l
your efforts.
Warm regards,
Avi Elias
THAnkS YoU foR
An AMAzIng EvEnT !!!!!
AnD !!!!! AgAIn Ron Yachini
Thank y  ou
Thanks for this! As ever the DLD was
energizing, fun, and stimulating. Please
keep inviting me! Andrew Robertson
Thank you so much
to the entire DLD
team – truly enjoyed
the conference – was
absolutely interesting
and fabulous – hope
to make it again next
year! Claudia Bergmann
Liebes DLD10 Team, auch von mir ein
recht herzliches DANKESCHÖN über
die Einladung, die via Anna Henckel-
Donnersmarck zu mir kam. Für mich
waren die 3 Tage eine riesige Quelle
der Inspiration. Ganz viel Zeugs was
man so im Kopf vor sich hin ausbrütet
wurde ausgesprochen. Viel mühsam
im Netz zusammengesuchte Theorien,
konzentriert auf den Punkt gebracht.
Barbara Hallama
MAnY THAnkS, DEAR STEffI, MARCEL
AnD TEAM, foR YET AnoTHER STELLAR
EvEnT!!! kInDEST REgARDS
Sven Kielgas
Dear STeffI, Marcel, YoSSI
& DlD TeaM... Thank YoU! &
happY bIrThDaY Mr. hUberT
bUrDa Igor Skunca
Sehr geehrte Frau Czerny, in
Namen von Tamad (Tel-Aviv
Museum of Art Deutschland)
Vorstand und auch persönlich
möchte ich mich bei Ihnen für
das einmalige DLD-Erlebnis
bedanken. Seit über einer Woche
sind die Kongresseindrücke noch
immer bei mir lebendig. Die
Vielfalt der Themen und die in-
teressante Vorträge und Teilneh-
mer haben mich sehr beeindruckt.
Hava Sandler
i am very very thankful to all the dld team for give me a  
opportunity to attend this amazing conference in January 2010. 
i met many amazing people like hubert Burda, Jimmy Wales  
and many other amazing and inspiring people. dld is just a 
liFe changing conference to me.
Karthik Naralasetty
Ich zi ti ere ei nfach mal von mei nem
Bl og: Ich war di eses Jahr zum zwei-
ten Mal auf der DLD. Und es war
wi eder tol l . Ja, es gab ei n Nexus
One. Ja, man sah sämtl i che Verl ags-
chefs verei nt. Ja, di e Vorträge si nd
tol l . Ja, es gi bt super Networki ng-
mögl i chkei ten. Und j a Atmosphäre
und Organi sati on si nd perfekt. Aber
geht es darum? Mei n DLD10 Moment
war ei n ganz anderer: Ich stand am
Sonntag neben der Bühne, l auschte
erst Hel en Fi sher und dann der Ver-
l ei hung des Aenne Burda Prei ses. Ich
drehte mei nen Kopf nach rechts und
neben mi r stand pl ötzl i ch Martti Ahti-
saari , Fri edensnobel prei sträger und
ehemal i ger Fi nni scher Präsi dent. Ei n-
fach so. Und genau darum geht es
wi rkl i ch! http://www.whi tewhal e.
de/2010/01/31/mei n-dl d10-moment/
Ihr i nspi ri ert mi ch dazu sol che Mo-
mente für andere zu schaffen.
Tobias Kaufman
it’s the Biggest Brain-
storming-meeting eVer!
Carsten Frederik Buchert
I attended DLD 2010 by invita-
tion from Hubert Burda Media
and was impressed by the quality
of speakers and attendees.
Andreas Schwabe
Vielen danK Für ein Wahnsinnig spannendes und inspirierendes 
dld 2010! Bis ganz Bald! lieBe gruesse aus Berlin, marKus 
Marcus Miessen
G.R.A.L. GmbH is a full service agency
with high reputation, covering the
whole event sector for its top-class
clients. The spectrum ranges from in-
centives, gala performances, roadshows,
product presentations, conferences, and
fair performances up to b2b events,
promotions or public events. G.R.A.L.
stands for creativity, professionalism,
and transparency. Besides the compe-
tence in the sector of unique locations,
the Munich-based agency (worldwide
active) distinguishes itself through its
own marketing department with its
excellent contacts to potential spon-
sors and cooperation partners. Not for
nothing, the acronym G.R.A.L stands
for Gründliche Realisierung Allgemei-
ner Lebensfreude, meaning “sound
implementation of lust for life”.
dld starnight serVice agency
Kofer & Kompanie’s main area of ex-
pertise is conceptualizing and executing
exclusive catering services nationally
and internationally. At Kofer & Kom-
panie, the focus is on dynamic, sporty
and healthy food and service. A touch
of international cuisine combined
with original and creative components
promises just the right balance between
innovation and tradition for a unique
and memorable experience.
dld conFerence caterer
DLD is working with a
couple of trusted contractors
who are helping us to make
the DLD experience special.
DLD thanks to all of you
for the good partnership
and excellent support.
Production Partners
Thank y  ou
MAYOLOVE is a multidisciplinary
design studio based in Munich,
working for commercial and institut-
ional clients across various medias.
They are driven by analytic thought
to obtain hightest quality and
unique solutions for every client.
MAYOLOVE was founded in 2006
by Franz Hartung and Amir Suf.
artdirection
NIGHTFROG is a devoted flm pro-
duction company with high profle
content ranging from committed
documentaries to elaborate fction pro-
ductions. We also provide the technical
and editorial setup for multi camera
productions like concert recordings,
discussion panels or press conferences.
For Video on Demand, Live Stream-
ing or Broadcast. Based in Munich,
Germany, the NIGHTFROG GmbH
thus provides under the leadership
of owner and CEO Benedict Mirow the
framework for all kinds of creative
people in the art of flmmaking. Online
and OnAir.
We are proud to serve DLD since
2007 through the development and
realization of Documentaries, Fea-
tures, Interview setups and multicam-
era recordings for the DLD Video
Channel. Directed by Melanie Landa
and Benedict Mirow.
Video production & editorial 
adVisor
sevenload is a leading global Social
Media Network for WebTV, videos and
photos. The sevenload community,
which can be found online at www.
sevenload.com, enables users to explore
an extensive entertainment package
flled with free premium TV content,
music videos as well as interactive Web
TV shows. Advertising clients beneft
from engaging users with branded
entertainment, viral video seeding and
video advertising within the site’s ad-
relevant environment. The company’s
B2B side of the business develops
white label solutions, such as IPTV-
platforms, media libraries, video
portals and online communities
based on the sevenload technology.
Video technology
TOMORROW FOCUS Technologies
GmbH (TFT) operates as a technical
and creative services provider offering
Web-based IT solutions. TFT focuses
on Web business performance and pro-
vides a range of solutions and services
designed to maximize both the tech-
nical and the commercial success of its
customers on the Web. TOMORROW
FOCUS Technologies (TFT) is a wholly-
owned subsidiary of TOMORROW
FOCUS AG, one of Germany’s leading
listed Internet media groups. The
principal shareholder of TOMORROW
FOCUS AG is Hubert Burda Media.
WeB deVelopment
From the beginning in 2005, UMES
EVENTSERVICE & TECHNIK GmbH
has been partner for implementing
the DLD conference – from providing
a concept for stage, lighting and audio
design to booth building to overall
technical supervision. Christoph
Uzuber, CEO of UMES EVENTSER-
VICE & TECHNIK GmbH, gained
experience in the event business in
more than 20 years of coordinating
and realizing events. Two years ago he
founded the UMES EVENTSERVICE
& TECHNIK GmbH which has con-
stantly grown to a competent partner
for events with a wide range of high
quality technical equipment as well as
an experienced team.
conFerence technics & 
stage design
DLD Team
www.dld-conference.com
http://video.dld-conference.com
http://m. dld-conference.com
www.facebook.com/DLDConference
www.xing.com/net/dld
www.twitter.com/DLDConference
Stay   in Touch
saVe 
the date:
dld11
January
23rd-25th
Management & Concept:
Stephanie Czerny & Dr. Marcel Reichart
Implementation:
© 2010 Hubert Burda Media
DLD Media & Ventures
Editing:
Lukas Kubina
Design:
Patricia Urban
Christin Schneider, Annette Jung, Michel Karamanovic
(Final Artwork & Image Editing)
Cover:
Image courtesy of Aaron Koblin
Production:
Sabine Schmid
Printing:
megapac offset KG, Unterschleißheim
Photo Credits:
Getty Images, Flo Hagena, Daniel Grund, Sabine Brauer, Alexandra Pauli
Imp rint

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