TEDGlobal 2012
Tim Leberecht: 3 ways to (usefully) lose control of your brand
Tim Leberecht: 3 måder til (nyttigt) at miste kontrollen over ens brand
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De dage (hvis de eksisterede) hvor en person, virksomhed eller brand nøje kontrollerede deres omdømme er forbi -- online snak og spin betyder at hvis man er relevant, er der en konstant, fri samtale i gang om en, som man ikke har nogen kontrol over. Tim Leberecht tilbyder tre store ideer om at acceptere tabet af kontrol, selv at udforme det -- og bruge det som en drivkraft til at vende tilbage til ens værdier.
Tim Leberecht - Business romantic
A humanist in Silicon Valley, Tim Leberecht argues that in a time of artificial intelligence, big data and the quantification of everything, we are losing sight of the importance of the emotional and social aspects of our work. Full bio
A humanist in Silicon Valley, Tim Leberecht argues that in a time of artificial intelligence, big data and the quantification of everything, we are losing sight of the importance of the emotional and social aspects of our work. Full bio
Double-click the English transcript below to play the video.
00:16
Companies are losing control.
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Virksomheder mister kontrollen.
00:19
What happens on Wall Street
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Det der sker på Wall Street
00:21
no longer stays on Wall Street.
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forbliver ikke længere på Wall Street.
00:23
What happens in Vegas ends up on YouTube. (Laughter)
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Det der sker i Vegas, ender på YouTube. (Latter)
00:27
Reputations are volatile. Loyalties are fickle.
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Omdømme er skrøbelige. Loyalitet er upålideligt.
00:31
Management teams seem increasingly
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Management teams virker til i højere grad
00:34
disconnected from their staff. (Laughter)
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at være fjernet fra deres personale. (Latter)
00:37
A recent survey said that 27 percent of bosses believe
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En nylig meningsmåling viste at 27 procent af chefer tror på
00:40
their employees are inspired by their firm.
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at deres personale bliver inspireret af deres virksomhed.
00:43
However, in the same survey, only four percent
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Men, i den samme meningsmåling, var kun fire procent
00:45
of employees agreed.
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af personalet enige.
00:48
Companies are losing control
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Virksomheder mister kontrollen
00:50
of their customers and their employees.
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med deres kunder og deres ansatte.
00:53
But are they really?
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Men gør de virkelig det?
00:56
I'm a marketer, and as a marketer, I know
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Jeg er markedsføringsmand, og som en markedsføringsmand, ved jeg
00:59
that I've never really been in control.
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at jeg aldrig i virkeligheden har haft kontrol.
01:02
Your brand is what other people say about you
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Ens brand er hvad andre mennesker siger om en
01:05
when you're not in the room, the saying goes.
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mens man ikke er til stede i rummet, ifølge talemåden.
01:08
Hyperconnectivity and transparency allow companies
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Hyperforbindelse og gennemskuelighed tillader virksomheder
01:12
to be in that room now, 24/7.
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til nu at være i det rum, 24/7.
01:15
They can listen and join the conversation.
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De kan lytte og deltage i samtalen.
01:17
In fact, they have more control over the loss of control
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Faktisk, har de mere kontrol over deres tab af kontrol
01:20
than ever before.
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end nogensinde før.
01:23
They can design for it. But how?
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De kan designe efter det. Men hvordan?
01:26
First of all, they can give employees and customers more control.
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For det første, kan de give ansatte og kunder mere kontrol.
01:29
They can collaborate with them on the creation of ideas,
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De kan samarbejde med dem i skabelsen af ideer,
01:33
knowledge, content, designs and product.
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viden, indhold, designs og produkter.
01:36
They can give them more control over pricing,
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De kan give dem mere kontrol over prisfastsættelse,
01:39
which is what the band Radiohead did
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som er det bandet Radiohead gjorde
01:41
with its pay-as-you-like online release of its album
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med deres betal-hvad-du-vil online release af deres album
01:44
"In Rainbows." Buyers could determine the price,
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"In Rainbows." Købere kunne bestemme prisen,
01:47
but the offer was exclusive, and only stood for a limited period of time.
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men tilbuddet var eksklusivt, og var kun gyldigt i en begrænset periode.
01:51
The album sold more copies than previous releases of the band.
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Albummet solgte flere kopier end tidligere udgivelser fra bandet.
01:55
The Danish chocolate company Anthon Berg
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Den danske chokolade virksomhed Anthon Berg
01:59
opened a so-called "generous store" in Copenhagen.
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åbnede en såkaldt "gavmild butik" i København.
02:02
It asked customers to purchase chocolate
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Den bad kunder om at købe chokolade
02:04
with the promise of good deeds towards loved ones.
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med løftet om gode gerninger mod deres kære.
02:08
It turned transactions into interactions,
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Det vendte transaktioner til interaktioner,
02:11
and generosity into a currency.
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og generøsitet til en valuta.
02:13
Companies can even give control to hackers.
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Virksomheder kan endda give kontrol til hackere.
02:16
When Microsoft Kinect came out,
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Da Microsoft Kinect udkom,
02:19
the motion-controlled add-on to its Xbox gaming console,
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den bevægelses styrede udvidelse til deres Xbox spillekonsol,
02:23
it immediately drew the attention of hackers.
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tiltrak det med det samme hackernes opmærksomhed.
02:26
Microsoft first fought off the hacks, but then shifted course
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Microsoft bekæmpede først hackerne, men skiftede så kurs
02:30
when it realized that actively supporting the community
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da de blev klar over at der var goder ved aktivt at støtte
02:32
came with benefits.
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fællesskabet.
02:34
The sense of co-ownership, the free publicity,
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Den følelse af medejerskab, den gratis omtale,
02:37
the added value, all helped drive sales.
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den tilføjede værdi, hjalp med at drive salget.
02:40
The ultimate empowerment of customers
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Den ultimative bemyndigelse af kunder
02:43
is to ask them not to buy.
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er at bede dem om ikke at købe.
02:46
Outdoor clothier Patagonia encouraged prospective buyers
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Udendørs klædehandleren Patagonia, opfordrede sine potentielle kunder
02:50
to check out eBay for its used products
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til at kigge på eBay efter deres brugte produkter
02:53
and to resole their shoes before purchasing new ones.
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og til at sætte en ny sål i deres sko inden de købte nye.
02:56
In an even more radical stance against consumerism,
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I en endnu mere radikal holdning imod forbrugerisme,
03:00
the company placed a "Don't Buy This Jacket"
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indsatte virksomheden en "Køb Ikke Denne Jakke"
03:02
advertisement during the peak of shopping season.
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annonce i shopping sæsonens højdepunkt.
03:05
It may have jeopardized short-term sales,
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Det satte måske korttidssalget på spil,
03:08
but it builds lasting, long-term loyalty
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men det bygger varende, langtidsloyalitet
03:11
based on shared values.
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baseret på fælles værdier.
03:13
Research has shown that giving employees more control
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Undersøgelser har vist, at at give de ansatte mere kontrol
03:16
over their work makes them happier and more productive.
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over deres arbejde gør dem lykkeligere og mere produktive.
03:20
The Brazilian company Semco Group famously
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Den brasilianske virksomhed Semco Group
03:23
lets employees set their own work schedules
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lader deres ansatte sammensætte deres eget arbejdsskema
03:25
and even their salaries.
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og selv deres løn.
03:27
Hulu and Netflix, among other companies,
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Hulu og Netflix, blandt andre virksomheder,
03:30
have open vacation policies.
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har en åben feriepolitik.
03:32
Companies can give people more control,
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Virksomheder kan give mennesker mere kontrol,
03:35
but they can also give them less control.
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men de kan også give dem mindre kontrol.
03:39
Traditional business wisdom holds that trust
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Den traditionelle virksomheds visdom fortæller at tillid
03:42
is earned by predictable behavior,
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oprettes ved forudsigelig adfærd,
03:45
but when everything is consistent and standardized,
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men når alt er jævnt og standardiseret,
03:47
how do you create meaningful experiences?
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hvordan skaber man så meningsfulde oplevelser?
03:50
Giving people less control might be a wonderful way
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At give mennesker mindre kontrol er måske en vidunderlig måde
03:54
to counter the abundance of choice
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at modvirke overfloden af valgmuligheder
03:56
and make them happier.
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og gøre dem lykkeligere.
03:58
Take the travel service Nextpedition.
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Se på rejse servicen Nextpedition.
04:01
Nextpedition turns the trip into a game,
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Nextpedition gør rejsen til et spil,
04:04
with surprising twists and turns along the way.
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med overraskende twists og drejninger hen ad vejen.
04:07
It does not tell the traveler where she's going
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Det fortæller ikke den rejsende hvor hun skal hen
04:09
until the very last minute, and information is provided
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før det sidste minut, og information bliver leveret
04:12
just in time. Similarly, Dutch airline KLM
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lige i tide. På samme måde, lancerede det hollandske flyselskab KLM
04:16
launched a surprise campaign, seemingly randomly
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en surprise kampagne, der tilsyneladende vilkårlig
04:19
handing out small gifts to travelers
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delte små gaver ud til rejsende
04:22
en route to their destination.
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på vej til deres destination.
04:24
U.K.-based Interflora monitored Twitter
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Det engelsk baserede Interflora overvågede Twitter
04:27
for users who were having a bad day,
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for brugere der havde en dårlig dag,
04:30
and then sent them a free bouquet of flowers.
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og sendte dem så en gratis blomsterbuket.
04:34
Is there anything companies can do to make
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Er der noget virksomheder kan gøre for at få
04:36
their employees feel less pressed for time? Yes.
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deres ansatte til at føle sig mindre tidspresset? Ja.
04:39
Force them to help others.
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Tvinge dem til at hjælpe andre.
04:42
A recent study suggests that having employees complete
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En nylig undersøgelse foreslog at hvis man sørgede for at de ansatte
04:45
occasional altruistic tasks throughout the day
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af og til udførte en altruistisk opgave i løbet af dagen,
04:48
increases their sense of overall productivity.
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stiger deres samlede produktivitets følelse.
04:52
At Frog, the company I work for, we hold internal
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Hos Frog, firmaet jeg arbejder for, afholder vi interne
04:56
speed meet sessions that connect old and new employees,
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korte møder der forbinder gamle og nye ansatte,
05:00
helping them get to know each other fast.
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der hjælper dem med hurtigt at lære hinanden at kende.
05:03
By applying a strict process, we give them less control,
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Ved at bruge en striks process, giver vi dem mindre kontrol,
05:07
less choice, but we enable more and richer social interactions.
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færre valg, men vi sørger for flere og rigere sociale interaktioner.
05:11
Companies are the makers of their fortunes,
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Virksomheder er skaberne af deres formuer,
05:14
and like all of us, they are utterly exposed to serendipity.
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og ligesom os alle, er de total udsat for lykketræf.
05:18
That should make them more humble, more vulnerable
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Det burde gøre dem mere ydmyge, mere sårbare
05:22
and more human.
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og mere menneskelige.
05:25
At the end of the day, as hyperconnectivity
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I sidste ende, som hyperforbindelse
05:28
and transparency expose companies' behavior
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og gennemskuelighed afslører virksomheders opførsel
05:30
in broad daylight, staying true to their true selves
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i fuldt dagslys, er det at vre sande overfor deres sande selv
05:34
is the only sustainable value proposition.
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den eneste levedygtige værdiholdning.
05:37
Or as the ballet dancer Alonzo King said,
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Eller som ballet danseren Alonzo King sagde,
05:40
"What's interesting about you is you."
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"Det der er interessant ved dig er dig."
05:43
For the true selves of companies to come through,
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For at virksomheders ægte selv kan skinne igennem,
05:46
openness is paramount,
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er åbenhed altafgørende,
05:49
but radical openness is not a solution,
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men radikal åbenhed er ikke en løsning,
05:52
because when everything is open, nothing is open.
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fordi når alt er åbent, er intet åbent.
05:55
"A smile is a door that is half open and half closed,"
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"Et smil er en dør der er halvt åben og halvt lukket,"
06:00
the author Jennifer Egan wrote.
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skrev forfatteren, Jennifer Egan.
06:02
Companies can give their employees and customers
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Virksomheder kan give deres ansatte og kunder
06:05
more control or less. They can worry about how much
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mere eller mindre kontrol. De kan bekymre sig om hvor meget
06:08
openness is good for them, and what needs to stay closed.
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åbenhed er godt for dem, og hvad der skal forblive lukket.
06:12
Or they can simply smile, and remain open
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Eller de kan bare smile, og forblive åbne
06:16
to all possibilities.
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for alle muligheder.
06:18
Thank you. (Applause)
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Tak. (Bifald)
06:22
(Applause)
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(Bifald)
ABOUT THE SPEAKER
Tim Leberecht - Business romanticA humanist in Silicon Valley, Tim Leberecht argues that in a time of artificial intelligence, big data and the quantification of everything, we are losing sight of the importance of the emotional and social aspects of our work.
Why you should listen
In his book The Business Romantic: Give Everything, Quantify Nothing, and Create Something Greater Than Yourself, Tim Leberecht invites us to rediscover romance, beauty and serendipity by designing products, experiences, and organizations that "make us fall back in love with our work and our life." The book inspired the creation of the Business Romantic Society, a global collective of artists, developers, designers and researchers who share the mission of bringing beauty to business. Now running strategy consulting firm Leberecht & Partners, he was previously the chief marketing officer at NBBJ, a global design and architecture firm, and at Frog Design. He also co-founded the "15 Toasts" dinner series that creates safe spaces for people to have conversations on difficult topics.
More profile about the speakerTim Leberecht | Speaker | TED.com