The Death of Digital
Digital is no longer new. Dave Coplin from Microsoft looks at how we’re about to enter the third age of computing. We no longer program computers; we teach them and help them to learn. Everything is based on algorithms - which are essentially just statistical probabilities of getting what you asked ‘right’. Algorithms are reflections of who we are and our behaviours as humans. We are now the curators of our online experiences and are building the artificial intelligence each and every day.
So when Louisa phoned me up and said, "We'd love you to come back. Have you got a story for us," I'm like, "Of course, I've got a story for you. I'd be delighted to come back." "What's it called? Your story?" I don't know. "The Death of Digital." That sounds great. Right? It's weeks away. What could possibly go wrong?
So I'm here to tell you why, actually, I do believe it's time that we called it time on digital, and it's for these reasons. Number one, we live in incredibly interesting times, phenomenal times. It is a brilliant time to be around, as a marketer and a technologist. This is my favourite graph that shows this point in action. Can anybody tell me what kind of curve this is? It's an exponential curve. Thank you very much. This is a chart that shows the number of mentions of the phrase "exponential growth," over the last few decades. I don't need to say any more.
It's because of this, I actually think it's time for digital to die. I'd like to introduce you to a friend of mine. This is a friend called Eddie. We all know an Eddie. He works in our office. He's the IT guy, and he's always pretty pissed off. Right? You guys, you come in here with your fancy smart phones, your big ideas about engaging. What does that even mean, "engaging with people?" I'm talking about keeping you secure. I'm talking about managing your desktop. I'm talking about controlling your orbit. Don't worry your pretty little heads about the complicated technology stuff. You leave it all to me. Eddie has to go, because you no longer give a shit about how this stuff works.
The people that you care about, your audiences, your clients, they don't give a shit how this stuff works. They just want it to work, and our job is to make that happen. There are other reasons why digital must die. I give you exhibit A. It comes from the latest studies funded by a whole group of smart people, that shows digital adoption across our society. Put your hand up if you know anybody between the age of 8 or 80 that doesn't use a phone. Put your hand up if you know anybody between the age of 8 or 80 who doesn't use a computer, either professionally or personally. You do. Fan... You know my mom. That's fantastic.
This is my... We talk about this digital stuff like it's new. It's been around for decades. We use it. We don't even know that we use it. It's part of our everyday lives. I give you exhibit B, the iPotty. What in the name of all that is holy is this about? Now I know what this is about. Right? Because I'm a parent. I have been through potty training. Thankfully I did not have to deploy one of these, but I get why this would be a good idea. I get why a product designer would go, "You know what? It would be great. Right?" Because then we can just leave them to it.
In a world that thinks this is acceptable, in a world where actually somebody could even think, conceive of this as an idea, this, to me, says that the time for digital has come to an end. It is no longer new in our lives. But that's a bit of fun. There is actually a really important, serious reason why the term "digital" has to go. It has to die. It's because we're about to enter the third age of computing.
The first age of computing culminated, excuse me, roughly in the 18th century, 19th century, and it was a world of analogue computers, gears, cogs. Charles Babbage is a guy who really invented it, made this amazing differential analytical machine. He never finished it. Right? It took the Science Museum until 2006 to finish that device, but it gave us the concept of a computer.
From the 1940s onward, we've been in the second computer age, until today. This is the digital computer age. The microprocessor became available. We started using it. It started turning up on our desktops. We now carry it in our pocket. We have more power in our pocket than used to be on our desk five years ago. The problem with each one of these advances is we still work, as human beings, in exactly the same way throughout these ages.
We talk about... Who of you cares about millennial? Right? They're the sweet spot of our...18 to 35. Well, they're lovely. Oh, disposable. These people still work and live like they're in Victorian times, because they use technology in the old-fashioned ways. But the third computer age, the age that we are entering now, fundamentally changes this, because there's two substantial differences to what computers will do in the third age, to what they've done in the past.
The first is we no longer program computers. It's really important. Instead, we teach them. We help them to learn. Now computers actually... Are there any computer scientists in the room? There's one at the back. Please, just ignore everything I say because I'm making it up. Computers are actually really, really stupid. They're thick as anything you like. Right? Because you have to tell them explicitly what you want them to do.
Quick experiment. Rob, could you humour me? Could you just go and walk through that door, please? Now let's talk about him while he's gone. Right? Thanks, Rob. Come back in. Now, Rob's a human being, more or less. Right? What he did is he interpreted my request, because he knows in order to walk through that door, he has to walk towards the door. When he reaches the door, he has to put his hand out. His hand has to touch the handle. His hand has to move the handle. Then he can more the door, and he can walk through. If I'd given a computer that instruction, what would a computer do? Anybody? Would walk straight through, wouldn't even open the door. It would just keep bashing against the door because computers are stupid, unless I tell them what to do.
The difference today is I no longer tell computers what to do. I will show them thousands, millions of videos of people walking through doors, and the computer will look at that just like a child and say, "Shit. What I've noticed is that every human that successfully goes through that door, they do the same thing. They walk up. They put their hand up, and they open the door, and they walk through." This very simple principle about learning is fundamentally important to us because it changes what the technology does and how we perceive it.
The text... I've used this slide before with you. Right? This is how algorithms work. Can you read the slide? Yeah? Very simple algorithmic principle happening there, because what you're doing is you're not calling on the rules that you were taught at school, the instructions you were given at school, things like "I before E, except after C." You're using a little pattern that you built. Every time you read something, you've made your own pattern. All of the millions of words you've ever read in your life create a pattern in your brain. That means that when you see something as ambiguous as this, you don't call on those school rules. You call on that pattern to reassemble the words. This is just how algorithms learn.
Then the second thing that makes the third computer age really, really important is that we are no longer in a world of binary. We are no longer in a world of yes or no. We're in a world of maybe. Everything you do that is based on an algorithm is based on probability. Nothing is certain. When Google or Bing suggest an option for you, we're quite sure. We're not really sure. Not even Google is really sure. We think this is the highest probability. When you type in a query to a search engine, all that's happening is it's a probability game. We say, "From the characters you've just typed in, against the billions of other characters that were just typed in, queries that were typed in to us today, the statistical probability of you going on to complete the sentence like this is 99%. So I'm gonna suggest that."
That change in probability versus the finite nature of binary is, again, the fundamental change. This fundamentally changes what the technology is gonna do for us, because it means we can start to do really interesting human things with technology. This is a project that Microsoft launched two weeks ago, working with some partners. One of them is at Tate Gallery. The Tate have a fabulous competition every year, called the IK Competition, which is how can we use technology to extend and enhance our interaction with the world of art.
What the Tate have is an archive of some 50,000 to 70,000 images in their archive. No human being on the planet, no curator in the Tate, can possibly hold all of their images in their head at once. That's a big problem when you're the Tate because you've got this incredible resource locked away from the public. So the winner of this year's IK competition was a company that used our technology to do a really interesting thing. What it did is it took the live photo stream from Reuters.
So what you see on the image on the left of the screen here is just a photo that's taken by Reuters, put out on their news channel. Then we use algorithms to look at elements of that picture and to match them to elements of art from the Tate's gallery. Now the really curious thing about how this works is it does some basic stuff. Right? So it looks at the metadata, the text, where was the photograph taken, who's in the photograph, but then it does some really interesting things.
We use algorithms to think about the composition of the picture. What are the angles that are in there? What are the colours that are being used? But best of all, we inject a human signal in there. Who's in the picture? What sex are they? What gender? What age are they? What emotion are they displaying? Are they happy? Are they sad? Are they frowning? All those things. An algorithm is interpreting those things and making a match out of the art gallery. No, it's not saying, "I can curate art better than any human being on the planet." It's helping human beings engage and discover art that they would never otherwise see.
We are putting human signals into the algorithms to deliver results that make the human experience better. This is the future of artificial intelligence, where we're going. But what it means...Back to this concept of the fact that we teach the algorithms how they work, is that the algorithms are essentially a reflection of who we are as human beings. They reflect our behaviour. When you see an ad on the Internet, it's because your behaviour has dictated that you would see this kind of ad on the Internet. When you go to a search dialogue box, and you enter in your query, it's a reflection of the previous searches that you've done.
Shit. On your smart phones, when you type a text message to your partner, to your kids, the text that you will see suggested to you is based on a personal reflection of you, uniquely you as an individual. We have to think about this because this nature of reflective humanity changes things, because we think that this is all being done for us. It's being... It's not. You are the curators of this experience. It means that we have to start thinking about the people who make the algorithms, who make the artificial intelligence, because we are human beings after all, even though we're computer scientists. I get that sometimes those things are fundamentally opposed.
Because we infer bias into everything we do, let me give you a really trivial example. How many of you are tea lovers in the audience? How many of you are British and are tea lovers? So as a British tea lover, who would you like to write the algorithm for making tea? Right? So I spend a lot of time in North America. I think about this problem a lot. Right? Because as a British person and a tea lover, the algorithm I would write would be, "There's a pot. It's warmed. There are teabags in the pot. The teabags get scorched by boiling water. It is left for three minutes to stew. It gets poured into a warm cup with a splash of milk." That's my algorithm for making tea.
As a North American, my algorithm for making tea is very different. It is a cup of lukewarm water, with a teabag and the milk already in, served straight away. Right? They're both cups of tea. Right? Perfectly valuable as cups of tea. But which one would you rather have as a Brit... So this is a stupid trivial example, but it's the same principle that's at play in the adverts that you see. As we use algorithms more and more, it's not just the adverts you see anymore. It's the texts that you type. It's not just the texts that you type anymore. It's about how you may find your potential partner. It's about how you may choose the school where your kids go to. Algorithms will power everything, and that's why we have to be careful about bias, and we have to be mindful of the humans that write it.
Because in a sense, we are all digital parents, and I get that's a bit patronising, especially if you don't have kids or are never planning to have kids. But everything you see that is fuelled by an algorithm, you have accountability for. So when you see an ad that you don't want to see, if you have an auto-suggestion that you didn't want to see, you have played some part in making that possible. Now I'm not putting all the responsibility onto you. We have to be open and transparent about how the algorithms are written, but we cannot be surprised when the algorithms come up with some interesting answers.
We have to think about what we do with that. We have to live in a world where our challenge now is how do we interpret what the machines are reflecting back to us. We have this challenge all the time, in search engine world. So let me give you a couple examples that have recently played through our industry. Number one is, "How do I, as a search engine, answer the question: how do I commit suicide, painlessly?" It's a really interesting, real problem. Legally, I can serve an answer to that question. Morally, should I? Now, we can all argue about the morals of what I should or shouldn't do. The answer, by the way, the industry standard, is actually you serve the answer, but you also have a link to the Samaritans.
Let me give you another example. [inaudible 00:14:23] how do I. Right? So we had a problem a few years ago. How do I join ISIS? Is that something that we should serve? Is that an answer that we should serve? We don't know. The government doesn't know. This is a problem that we've never before experienced. We have to figure out, in a world that is powered by algorithms, in a world where those algorithms reflect who we are as human beings, what do we want that reflection to be.
So we have to choose. We have to think about what we do. The final part of this relationship that we must get right, and we don't get right today, is we still think this is the terminator. Right? We still think this is a game where it's humans versus machines. The media play this. Right? It's really easy because you of all... Whatever your cultural heritage, you have all been steeped into this world of humans versus machines. If I say, "Artificial intelligence," I guarantee at least one of you will be thinking about 2001 and "Space Odyssey" and how, "I'm sorry, Dave. I can't do that."
If I talk about robots, I guarantee at least one of you will have an image of [inaudible 00:15:19] titanium robot army come to mind, and this is the problem because every time we see an article about algorithms and robots, that's the image that the press will put in front of you. This has never been the point of technology. The point of technology, from its creation to today, is about how do we augment human capability. How do we enable human beings to achieve more than they could do on their own? Not to replace them. Instead, it's not humans versus machines. It's humans plus machines, because we want a world of human outcomes.
I want, as a human being, to be able to engage with technology and have the technology understand who I am and what I want to do, because that's really what we're talking about when it comes to digital. Let me give you a trivial example to show how this doesn't work today. This is a photo I took in April of this year. It's in a place called Long Beach, on the west coast of Vancouver Island. That's my son that's standing there. The challenge was to get my son and my family to Long Beach in Vancouver Island. I had to jump through a whole bunch of technological hoops. We all do this. Right?
What happens when you book a holiday online? Well, first of all, you have to decide where are you gonna go. So there's an evening you're gonna waste on destination websites. Now you know where you're gonna go. How are you gonna get there? Well, there's another evening you're gonna spend looking at airline websites, Sky Scan, all that stuff. So now you know where you're gonna go, how you're gonna get there. Where are you gonna stay? That's another evening that you're gonna spend on hotel... Every one of these is a little hoop that the technology makes you jump through.
As a human being, all you want to do is you want to go on holiday. I want to take my family to Vancouver. So I want a world where I can say to the technology, "Do you know what? I want to go to Vancouver in April, and I want to take the family. You know who I am. You know who my family is. You know where Vancouver is. You know the things I like to do. You know the airlines I fly. You curate the experience for me on my behalf." This is a world where we're going. Max talked about it this morning. Jeremy's talked about it this afternoon. I'm gonna show you how we think it's gonna play out. Microsoft call it "conversations as a platform." It is the next generation of how we think brands will engage with individuals.
Now I'm about to show you a video, and the video, I'm afraid to say, has a couple of caveats. The main caveat is that this video was put together by the cream of Microsoft's marketing talent. The best marketers in the organisation, and I would argue on the planet, by the way, created this video. The problem is they're North American. So to say this video is perky is a massive understatement. Right? On a scale of naught to 10, this is at least a 12. This video is so perky, it should come with Microsoft-branded sick bags. Right? But please, separate out the perkiness from the message. I'll play the video, and then we can talk about it.
Oh, there is... The video has been taken away. Thank you very much. There was two slides. They both looked the same. One had the video, and one didn't. So there's this one, and then there's one... You've taken the slide out. Isn't it great when you have that brilliant comedic setup? Can I plug my laptop in? Is that... Yeah. All right. Talk among yourselves. I'll be back in two minutes. See? And they said Facebook needs an editor. Right? Fuck's sake. I'm not done yet. They've just edited my slides for me. So I'm just putting them back in.
[inaudible background discussion]
Have they got a cable? Video? Or HDMI?
[inaudible background discussion]
Yeah. Yeah. We'll just wait and see if I've got you or not.
Jackpot. Right. So sorry about that, ladies and gentlemen. I'll tell you a quick funny story about that. Last time this happened to me, I was doing a gig in Manchester, funnily enough, and the guy coming in after me was a guy from YouTube, like Google, bad news. Right? What I didn't know was the poor guy was a bit worried about whether his presentation was gonna work. So [inaudible 00:20:24] everybody [inaudible 00:20:25] walking up on stage. He's badgering the AV guys at the back [inaudible 00:20:28]. The computer blue screens. Right? So introducing Dave Copplin from Microsoft, to a blue screen. Best entrance of my life. Anyway.
This video better bloody work, after all this time. Let me tell you. So look. Remember where we were. We were perky video. We were conversations as a platform. These are things that the algorithms are gonna do on your behalf. Please, God, let this work. It's okay. I'll play it off my Surface Pro 4. Do you see what I did there? Yeah? That's why I got the job I got.
[transcript resumes at 00:21:58]
Excellent. So listen. That's obviously how I spend all of my weekends, with that kind of thing. This is where we are going. Right? We're used to asking search engines for help with these things. We're not gonna do that anymore. The algorithms are gonna be doing it on our behalf, and it might be Cortana. It might be Siri. It might be Google Now. It might be Alexa. It might be a whole host of different people. We have to get ready for that world.
The good news is that humans actually are really adaptable. We do like to change. There's a few examples running through our society right now. My favourite one is how you react to this situation now, because I would guarantee the way you react to this situation on this slide here is very different to the way you would have reacted to it about six months ago. This is a world of contact-less payments. Who loves contact-less payments? Who was surprised that they would love contact-less payments after a while? Because if you were like me, about six months ago, even though it'd been out since about 2008, I'm, "Sounds a big dodgy to me," even as a technologist. I'm thinking, "That's never gonna catch on." Right?
Now what happens? You go around. You view that first little [inaudible 00:23:21]. Do you remember the first time you tried contact-less payment? I do. Yeah. It's like my first kiss. I told you I was a geek. Right? I'm there. I'm like, "I don't know. I feel really weird. What do I do? Do I tap..." Do you have the flourish now that people have when they... You know? All that sort of stuff. That's there. Now I walk up, and I pay.
This is a really good indication for how we change as human beings, because that thing took a long time to come. Right? It took about six years for us to get used to it. Now we're at a point. How do you react when you approach this poor person here? As you get your card, and you're all ready with your flourish to do the tap, and they say, "I'm sorry. We don't do contact-less payments." You're kidding me. Right? You're shitting me. What is this like? It's the 19th century. Jesus Christ. I'm gonna have to type in four digits. I start kicking off. Right? Because this is how quickly we change as human beings. We evolve. We think about it differently.
This brilliant example. Some of you will have seen this, but it's such a good story. I have to play it. Did you see the story about the guy who ordered Domino's to be delivered to a train? Right? Here he is. He's a DJ. He's travelling from Glasgow or Edinburgh, down to Sheffield. He gets on the train. He thinks, "Oh, shit. I forgot to get anything to eat. I got nothing to drink. The buffet [inaudible 00:24:27]. What do I do? Well, hey. I'm a DJ. I got a big following. I'm gonna ask social. Hey, social. Who's on the platform in any of the stations I'm gonna be passing through? Who wants to buy me a sandwich?" Funnily enough, nobody.
But then he thinks, "Hang on a minute. This is the 21st century. I wonder. Could I order a pizza and have it delivered to my train as it passes through the station?" Because his train has live time. Domino's has live delivery. Fantastic. He orders a pizza. He figures out, "I'm gonna get it delivered at Darlington." He gets his message. He's getting excited. Now he's hungry, man, and he's thinking this is gonna work. This is gonna... Look at him. He's so excited.
He gets a text back to say it's on its way. He's approaching the station. What does he do? Oh, my god. The train is slowing. The brakes are going on. Now the genius of this story is not the story. The genie of this story is a normal human being, not a geek, not a weirdo. Well, he's a DJ. So maybe. I don't know. Right? He thought it must be possible, today, to order a pizza on the fly and have it delivered to my train. He had that thought. Every one of your customers, every one of your audiences, are having the same thought. All it takes is for us to have one good experience, and it transforms our expectation for everything else we do.
The minute that you got contact-less payment and it worked, how many of you now think, "30 quid? That's not enough. It needs to be more. I want more." Right? This is what's happening. It ripples through our society. Our job in the industry... There he is with his pizza. I would be that smug. Right? If that had just happened to me, I would be that smug. But we have to play this game. It's a bit like those desk toys that your dad used to have, the Newton's Cradle, because we have job as an industry. I have a job in my industry. You have a job in your industry. Every now and again, we need to give our customers a gentle nudge, and it needs to be that gentle.
We have to show them this is what's possible. Then we have to do something that's really important. We have to deliver value to them. Because if we do that, and we deliver value, guess what happens. After a while, they give us, "That's great. I want more." This is our job. But if we're gonna get this right, the experience has to work. It can't be shit.
Does anybody know what this is? It's a train ticket. More specifically, it's my train ticket. Here's an example of a world where this is not gonna happen. Right? Now, I'm lucky. I have a lovely train. I love my train. [inaudible 00:27:12] railways. Do you know what happens if I choose to engage with them, digitally, to buy this ticket? I have to go to their website or a mobile app. I have to figure out which day I'm travelling, where I'm going. I have to look at probably 10 different ticket options. I have to choose which one I have. I pay, put my credit card details in. I go to the station. I go turn up at the station. I've got my coffee and a bacon sandwich, and I can't go to the human being.
I have to go to the machine, and the machine says, "Brilliant. We know it's you because you put in the same credit card that you paid for the ticket. Could you give us the eight-digit code?" "What eight-digit code?" "The one we emailed you last night." "Okay. Look. The train's coming. I've got a bacon sandwich and coffee." I'm there like some [inaudible 00:27:50] juggler, trying to get all this. This is digital experience. Meanwhile, there is a lovely lady who sits at the ticket booth at my station [inaudible 00:27:57] station. My real experience should be that I walk up to her. I say, "Do you know what? I'd like a travel car to London, please." I talk to her. I have one conversation with her. She knows the right ticket for me. She gives me the right ticket. I give her my card once, and I'm done. This is bad digital because it adds no value to the process. So you have to add value.
So what can you do? If you want this to work with your brands, if you want this to work with your own organisation, there are a few steps I want you to think about. Number one is about the power of purpose. What is it that you, as a company, or you in terms of your client... What is the point of them? Not what they do, why they do it. I'll give you a couple of examples.
Microsoft's purpose is to empower every person and every organisation on the planet to achieve more. Now I love that. Right? Because you can be a cynical Brit, and you can say, "What does that even mean? Achieve more? Achieve more of what? She's telling me I've got one minute left. Yeah, I'm just gonna smile and wave and ignore that. Okay." Right? The genius of that is it puts the focus on how we do...why we do what we do. Our job is to empower customers to do different things.
I work with another company called Michelin Butlers. They have a brilliant purpose. The chairman of Michelin Butler sat down with me, and he said, "Dave, what I figured out is, after 100 years, that I'm actually not in the pub and restaurant business. I'm in the entertainment business, because if you come to one of my places and you don't have a good time, what's the point of me?
Those two statements are genius because everybody can rally around those statements. Everybody can think about, "What is it that we need to do to support that purpose?" If you try and do anything without the context of that purpose, you will fail because you'll be thinking about yourself. You'll be making your products better. You won't be making the experience better. You got to digitise your business. You cannot do this without being in the cloud. You have to live, breathe, and exist in the cloud. Every asset of your business needs to be a digital asset, such that you can build it into your solution. I don't just say that because I work for technology that sells...a company that sells this stuff. I work that because I am a technologist. To exist is to be in the digital world. If you want to deliver a seamless experience to your customers who live in the digital and analogue world simultaneously, you have to be there simultaneously too.
We have to start to light up the data that exists in our organisations. Anybody know what this is? Take a guess. Sorry? It's [inaudible 00:30:07]. It's fitness data. Anybody know whose fitness data it is? It's actually one of my dogs. Now, this is a cheeky little humble brag way of me just saying I've got a FitBit on my dog. Right? But in reality, this is genius. Right? Because I've actually got two dogs. They're different ages, and they both have different medical conditions. Using the data that was always there... My dog has always pretty much had a heart rate. Right? It's always been there. It's just I could never see it. Now, thanks to this device, I can see it. I can choose to change my behaviour, change their behaviour, as a result.
The same analogy works inside your organisation. Shit. How many of you wear a Fuel Band or a FitBit or whatever? You're doing exactly the same thing. So as a company, what's your health data? What is it that happens inside your organisation? How do you interact with your clients? Where does the money go? Where does the information go? If you understand that, if you can make that visible, you can build stuff with it.
You got to think about the experiences that you deliver. I'm not gonna dwell on this because I'm running out of time. People have already said a lot about this already. But you got to focus on the crucial part of the digital experience. Now who of you are old enough to know who these people are? Yeah. There's a couple of smiles in the face. [inaudible 00:31:16]. Right. This was the best of the pop world in the '80s, and it was based on an old song called "It Ain't What You Do. It's The Way That You Do It." This is the fundamental principle of digital, because if you think digital is about the products and services that you sell, you are wrong. It's all about the way in which those products and services are delivered. It's the experience that you want as a consumer.
The problem that we have, every organisation pretty much on the planet, whatever they do, whatever they make, whatever they sell is a commodity, even companies like Microsoft. You can buy productivity software from lots of different places. What makes us special is the way in which we provide that service. It's the engagement you get with me and my colleagues. It's the things that we do around it. That's the bit that will make you come back. So your focus in digital should not be on the product. It should be on the experience that you deliver.
You have to think about your brand as a service. How will you empower people to go about their daily business? Think about my train example. How is my railway line making my life any easier as a human being in my digital experience? It's not. It's not facilitating that at all. It's thinking about itself and its own processes. You have the same potential.
You have to know and understand that we're moving into a world where human language will be the new user interface. We won't be programming. We'll be teaching. When we teach, we'll be able to talk. When we talk, we'll be able to have human conversations. I'll be able to engage in an incredibly different way. As a brand, you have to be... You have to get your customers, your clients, aware and ready for them to be able to have those conversations.
We also have to think about being open and transparent. This only works in a world where the algorithms are reflections of who we are as humans. This only works if we can inspect how the algorithms work. How did you come to the assumption that I would say this? Because when we can inspect it, we can tweak it. We can improve it. We can make it better.
So my final plea is don't let this be our future. Don't let this be a world of shiny things, where we run around, and me and Eddie get really excited about the latest technology developments, because it doesn't matter. Does it? How many of you looked at the new iPhone and went, "Yay." How many of you went, "Yeah, of course. It's brilliant. I love it. Let's move on." This is the world that we live in.
So I don't want a world where we respect and we worship the world of digital, because it's dead. I want a world where we respect the humans, where we think about the human experience. I call it "The Rise of the Humans," which is simply this place where we use technology to extend the reach of human capability. Whether it's engaging with brands, whether it's living our lives, it doesn't matter. We have a collective responsibility. You have the ability to make this real, and that's what I'm asking you to do today. So help me build this amazing world. Ladies and gentlemen, thank you.