[MUSIC PLAYING]
NOBU MATSUHISA: It used to be
that nobody could [INAUDIBLE]
like [? me. ?] Now
there's a lot of people
that's cooking like [? me. ?]
ROGER M. BUERGEL: We all know
that not every oil painting is
art, but maybe cooking can be.
FERRAN ADRIÁ: Good morning.
[SPEAKING SPANISH]
FERRAN ADRIA THROUGH
INTERPRETER: [SPEAKING SPANISH]
Good morning.
First of all, thanks
for coming out today.
Thanks for your time.
We're going to try to make it
as fruitful as possible for you.
We're here today to
talk about this book.
But it's no normal book.
The truth is this book is a
book to tell the story about how
we understand things.
I give about 500
talks every year.
And they always ask me
something about Google.
And it's strange today
because I'm here at Google.
And I always give the
example of Google's mission
being linking knowledge.
I don't know if that's
still on the website,
but the mission was
linking knowledge.
And the truth is, you've
really achieved that,
because Google is the
most wonderful place
in the world in which to
search for information.
But a company like
Google, and I know
this, because I know a
lot of you personally,
always wants to go further.
And the truth is, even today,
artificial intelligence still
has some limitations.
As you know much better than I.
So we're going to think
a bit about that now
through this book,
unlikely as that may seem.
The chef has given us a
wonderful introduction.
And I'm always being
introduced by lots of people.
And the truth is they
don't really understand
what it is that I've done.
They just go with the media
story and all of that.
But clearly, the chef has
understood it very clearly.
Why have I, and why has El
Bulli been so important?
Because we made people think.
It seems over simple.
But people didn't used
to think when they ate.
Nor did those who cooked it.
For about 60 years, more or
less, in the Western world,
it was just a matter of
reproducing, not creating.
And if you don't create, or
have the intention to create,
it's more difficult to think.
And if you just do the
same thing all the time,
reproducing,
reproducing, it's going
to be more difficult
for you to think.
And that's been
my entire career.
To be an agitator.
It's like what the
chef said about coffee.
If you go to one of those
fine dining restaurants.
And they give you coffee at
the beginning of the meal.
You would think that
they had lost their mind.
Right?
And it should be a cocktail
at least, not a cup of coffee.
And yet, at breakfast
the first thing
you have is the cup of coffee
and then you eat the eggs.
So if you understand that,
as he has understood it,
when you believe in
that, you're going
to create differently, because
you're going to be free.
In the end, knowledge,
as long as it
is as pragmatic
as possible, helps
you to create much better,
especially when knowledge
is linked.
And it's not just
me saying it, it's
99% of the neuroscientists
in the world who
work on things like creativity.
So this is what I have
attempted to do in my career,
to understand myself, and then
share all of this knowledge.
When we closed the restaurant,
and we began our foundation,
I gave myself the luxury of
2 and 1/2 year sabbatical,
because I wanted to
understand myself.
I wanted to understand
what I had done.
If you're interested in
what we've done at El Bulli,
there's a series right now on
Amazon Prime Video, a 15 hour
series--
you're laughing.
Because people
want to understand
El Bulli in just one hour.
Let me do the same
thing now with Google.
Because furthermore, you're
going to be surprised.
You're going to be
surprised, because you're
going to see things, and
say, this is El Bulli?
You know where Japan is, right?
Yeah?
Don't worry, 30 years ago, no
one had ever gone to Japan.
You have to know that
30 years ago, Japan
was the great unknown.
And even more so when
it came to gastronomy.
You just had the old sushi bars.
Nobu opened in 1994.
The first modern
Japanese restaurant
in the Western world.
But there had been no dialogue
between the haute cuisine
of Japan and that of
the Western world.
Why not?
Because from the West, we
always looked at Japan,
and just thought, oh, those
are just people who copy.
That's because we were stupid.
In our sector.
I traveled to Japan
with my team in 2002.
And it was like visiting Mars.
Not now, a lot of young
people go to Japan.
Japan is normal.
But eating with chopsticks
changes the entire cuisine.
Because eating with
chopsticks means
that everything has to come
out of the kitchen cut.
And that is a total
paradigm shift.
And I thought, this is amazing.
And it wasn't just soy sauce,
it wasn't just wasabi, youssou,
those are products,
but there are also
amazing products in the West.
It was the soul.
Once you understood Japan's
soul, you cooked differently.
And that's what El Bulli did.
El Bulli was the first
restaurant in the Western world
to engage in a face to face
dialogue with Japanese cuisine.
So we could spend this entire
talk just talking about Japan.
But I'm sure that 99%
of you in this room
did not know this about
Japan and El Bulli.
This thing you see up
here on the screen,
that is the china and the
flatware that you use to eat.
And you may not be able
to see them very well,
but some of them are square, and
some of them are rectangular.
Did you know that in
haute cuisine in the West
square and rectangular plates
had never been successful,
and in the year
2000, the El Bulli
team was joined by a designer?
Not someone we just outsourced
the design work to, no, he
was actually on our team.
In which the container and
the content came together.
Did you know that we have
one of the world's most
important design awards?
And you know why we have it?
I am not a designer.
But a small company,
a very small company,
can be like Google.
We can have our own design.
That also shifted the
paradigm of the relationship
of all the restaurants
of a certain level
with product design.
And if you don't
know this, everything
that I say in this talk
may be decontextualized.
And this happens to all of us.
It happens to me, too.
Of making superficial
judgments, and having
superficial opinions about
everything that's going on.
It is only when you devote
yourself to something
professionally, that
you think, oh, I really
need to learn this in depth.
But I've always been
interested in all these things.
Why don't the really great
creative people in the world--
why don't they want
to look to their past?
Why don't they want
to look at their past?
Why don't you think?
I don't know.
It's better to say you
don't know than to--
they weren't perfect at first.
Creation is never perfect.
Neither in the beginning nor at
the end, conceptually speaking.
They don't want to see
that they've been copied.
Even Picasso.
Picasso, one of the creative
artists par excellence.
Picasso really didn't care
the fact that he copied.
Because since he changed the
history of painting and art,
that concept was something
different to him.
But there's only one Picasso.
So it's very
important to realize
that your relationship
with creation
is always going to
be very complex.
Here we are today at Google.
You know what the search
engine really meant?
Let's say I gave you
the challenge of,
I want you to produce
something by next year that
was as innovative as a search
engine in the beginning.
And not just an
incremental innovation.
Something, quote,
unquote, "disruptive."
That's very difficult to do.
And it's different
for every sector.
The big problem of innovation
is wanting to unify things,
and to come up with the Ten
Commandments of this, or that.
Could you loan me your pen
for a moment, and your paper?
Signing it.
And I've just done
a drawing for you.
It took me one minute.
But Ferran's a cook, right?
Did you know that
I have exhibited
in 10 museums around the world?
In the drawing
center of Soho, there
was an exhibition on the
drawings of El Bulli.
Is it because I'm such
a good drawing artist?
FERRAN ADRIÁ: No.
FERRAN ADRIA
THROUGH INTERPRETER:
It's because I use drawings
in my creative process.
But I took one minute
to do that drawing.
And if I was a great artist, I
would have taken the same time.
What if we had to come
up with the vaccine
for the flu tomorrow, 100%
effective flu vaccine tomorrow?
It would not take us
a minute, would it?
And that is true to the
extent that there still
hasn't been invented this
100% effective flu vaccine.
And we want to talk
about innovation,
always at the same level.
And that's impossible.
And you have to understand
this vast quantity of varieties
across sectors and
across professions.
Imagine that you
were a sommelier,
and you were a cook
working in a restaurant,
and that is a sub sector of a
larger sector with bars and all
the rest.
You know about wine.
How can you innovate in
wine in a restaurant?
It's not that easy.
It can be done.
But it's not that easy.
And you as a cook, it would
be a bit easier for you.
If you were to study
in the world's best
gastronomy university,
the two of you
would not be able to
speak at the same level
in the same terms.
And that is the problem.
And either you
assume that problem,
or you will have trouble.
So within this entire
reflection process,
over those 2 and 1/2 years, I
sought to understand creation
and what it is that I had done.
I realized that creation
had to be linked
to innovation with creativity.
Three words we use all the time.
What's the difference between
those three, creation,
creativity, and innovation?
Not metaphorically.
Aren't we at Google?
One of the most innovative
companies in the world.
One of my companies of
reference in the world.
This should be the ABCs
of any employee coming
to work at Google.
They have to innovate at Google.
And thanks to
creativity and creation,
which are not
enough on their own,
because I've just created
something, haven't I?
Who would give her
$50,000 for this drawing?
Anyone?
Well, then we haven't
innovated, have we?
And my capacity to create in art
and painting is very limited.
The truth is, the
majority of people
like you that I talk to
can't answer this question.
And that's as strange,
at the very least.
And I'm sure you
will all agree that,
and I have said this publicly,
the Google lunch room
is one of the best in the world.
I'm saying it now,
I've said it always
in public, the first time
I went to a Google office
in San Francisco, I was shocked.
There are five star
hotels that do not
have the same level as
the Google restaurants.
And I was saying this because--
Yes, we were talking
about what is cooking.
Creation, innovation--
what is cooking?
Is making a coffee cooking?
Do you cook when
you make a coffee?
But before this
talk, you probably
would have said, no, it's
not, because right now I'm
making you question everything.
And in your subconscious, which
is very intelligent, in one
second, you've said, yes.
But it was your subconscious.
You didn't have time to
think about the answer.
You probably would
have said no before.
Because we always
think of cooking
as something associated
with all these complex
processes, and so forth.
And then I realized another
thing, that I was a cook,
but I was also an entrepreneur.
And I had to know
what budgets were.
I had to know what strategy
was, just like Google, even
though I was very small.
I'm an advisor to
big corporations
like PepsiCo, United Biscuits,
some 35 corporations.
And I know them as well as
I know the small restaurant
world.
The problem is a small
company has to work
the same as a big corporation.
The big corporation
has more resources.
But the small company
has to know its vision.
It has to know its mission, its
relationship with its brand,
its strategy, it's business
model in the exact same way.
On one hand I need
to know if this is--
if making coffee is
or is not cooking.
And if I want to
innovate, I have
to know what innovation
is, because I'm
a small entrepreneur, cook,
with an innovative attitude.
What's the problem here?
How do I link all this up?
Under what criteria,
under what methodology
can I link up all
of this knowledge?
My dream would be for
Google to someday--
to be able to go on
Google, and write,
I am a cook, entrepreneur,
innovative attitude,
and I want to have the
necessary knowledge
to be able to do my job,
and that Google separate it
for me by information,
knowledge, and linked
knowledge.
Wouldn't you all
agree that we need
to use organic,
natural products?
Wouldn't you all agree?
Does anyone not
agree that we need
to use organic natural products?
One, two.
You four are the only
ones who are right.
But let's see if your
reflection is true.
Why shouldn't we use
these ingredients,
natural and organic?
AUDIENCE: There isn't
enough of them for everyone.
FERRAN ADRIA
THROUGH INTERPRETER:
There's not enough for everyone.
AUDIENCE: I still like SPAM.
It's not that we
shouldn't use them,
it's we shouldn't only use them.
AUDIENCE: [INAUDIBLE] terms
about organic and natural
[? are kind of ?]
[? the same. ?]
FERRAN ADRIA
THROUGH INTERPRETER:
It's normal that
you not know this,
but this is one of
the main messages
that I give in my talks.
Aren't you all concerned
about climate change?
But yet you don't know
what it is to be natural.
That's amazing.
Natural is what nature creates.
What man creates is artificial.
And there can be no
debate about this.
We can debate whether
in the food industry,
calling it natural,
one way or another,
whether or not chemistry
can or can't be natural.
But the products
that we consume,
except for salt and water,
are all from living beings.
And living beings are
studied by biology.
And biology tells
us very clearly
that what man does
is artificial.
So we have a serious
problem here.
And it's obvious, isn't it?
And the problem is
that linking knowledge
is connected with your
ideology, with your beliefs,
with your way of thinking.
And that can't be.
But it's true that it's hard
to take it out of there.
We all have our own
way of thinking,
so I was thinking more and
more about all of these things.
I began to realize that
we're all connected,
everything's connected.
And in a very naive
way, I started
asking myself about all these
things, cooking, innovating,
coffee.
And I realized that
the way we do things
are by tasks, which
add up to processes,
which become flow charts.
And I begin working
in this, but I
had no idea what
flow charts were
and all those things, because
I do an artisanal activity, one
of the few remaining
artisanal activities.
In restaurants, we
don't use engineering.
There are machines, but
those are made by engineers.
So someone then
asked me, have you
ever read about the
general systems theory?
Who has read about the
general systems theory here?
Two.
And I was overwhelmed that so
few people knew about this.
And if I'm talking about
so few people at Google,
that's just amazing.
Another thing is to be a
systems engineer, not talking
about IT systems, just systems.
And then I began to discover
that from that systems theory
there's something
called systemic thinking
that many people have
developed and studied.
In economics, Peter Senge
with the "Fifth Discipline,"
a book of reference for any
business management program.
And again, I'm a cook, OK?
And I never went to college.
You don't have to be
a nuclear physicist
to understand this
thing about systems.
To make things simple, as
to whether this is true,
or it makes sense, I
wanted to simplify it.
I want people to understand it.
It was hard for me to understand
the general systems theory.
It's a very complex level.
So here I have attempted
to simplify it.
Anything that you
wish to understand
is contained in what I'm
going to explain to you now,
as long as we're not talking
about spiritual stuff.
I am a Catholic.
I may believe in God,
but I can't explain
anything else about that.
I can understand religions.
Or wine-- who likes wine?
Terroir-- the whole
thing about Terroir.
You look down and see a
bunch of dirt and rocks,
and say, where's the Terroir?
Either you believe
in it, or you don't.
So starting from a very
pragmatic standpoint,
understanding everything
is a gray area.
What's important
is to understand
the white and the black to
be able to really understand
the gray area.
So here we have--
we have the big bang, and from
that, we have the solar system.
This is very complex
because we're still here.
It's a very slim
chance that we're here,
because with just a few degrees
in one way, or the other,
the sun would roast us to death.
And no one has been
able to explain that.
For now, it is a very
strange stroke of luck.
And it's not me who's
saying it, it's the expert.
But then we have
the solar system
connected, and within
that solar system, Earth.
Earth, a great system.
Everything works.
There are times at
which it does not work.
And we have hurricanes, we have
volcanoes, and all of that.
But the system, even so,
is still self-regulating.
Human beings are
changing the system.
It's true that nature
is also changing it.
Because a big meteor came along
and wiped out an entire world
millions of years ago.
So we have Earth,
which is where we are.
On Earth, at some time, no one
knows why, something very small
emerged, and that was
the genesis of life.
And for millions of
years, this genesis
became millions of
species, and created
a system that was
much more complex
than anything we can imagine.
If you see the number
of animals that exist,
and you analyze their bodies.
Do they all have eyes?
No.
Sea urchins do not have eyes.
And they've all evolved
in a certain way,
and it's all amazing.
So there is a symbiosis between
the non-living and the living
parts of the earth.
And more or less,
things went along OK.
And then what happened?
One of those animals
went outside the system,
and became human beings 2
and 1/2 million years ago.
Homo habilis emerged.
And this Homo habilis
gradually developed.
The brain achieves a very
important landmark, creation,
language, and all
the rest of it.
And this is more or less
stabilized because there
are a few human beings.
The system still
worked at that time.
10,000 years ago, with the
Neolithic age, we settled down.
And we began to create
villages, cities, civilizations.
And we begin to develop
a great number of actions
and activities, but that can
be summed up in very few.
Sleeping, cleaning yourself
up, taking medicine,
feeding yourself, transporting,
communicating, entertainment.
12 or 14 activities [INAUDIBLE].
And thousands and
thousands of things
were created for
those activities.
Tonight, when you go to
bed, look back on your day.
Or just look around your bedroom
and see how many objects there
are.
Chimpanzees don't
have this much stuff.
And they do the same thing
that you're going to do,
which is to go to sleep.
So there's thousands of
things, and it's all connected.
What do governments do?
What do cities do?
And what humans do?
We organize ourselves.
At home, we have a
family organization.
And in a city, or in a
country, we have departments.
And they are the ones in charge
of linking all this stuff up.
In order to carry out all these
activities, we have companies,
we have foundations, we have
administrations, all connected.
Anything you want to
understand will be there.
And the same is true for coffee.
What is coffee?
It's a plant.
So that's biology, agriculture.
Then we harvest this seed,
apply technology to it,
in order to get the coffee
beans that you have.
Then, companies
like [INAUDIBLE],,
who are the ones who process
these beans in their plants.
The plant is
connected to thousands
of other sites and places around
the world who get the coffee.
These beans are sent out to
different areas, supermarkets,
restaurants.
And with all of that,
you elaborate things.
And in my sector, that of
restaurants, I get the coffee.
Then I have to incorporate
it into what my company does.
And if I want to
innovate, I also
have to place it in a place
where I can innovate with it.
Obviously, I'm
oversimplifying things.
We don't have
enough time to go--
But this is all
down to one fact,
and that's because
step by step we've
created taxonomic categories.
I'm sure there's an
expert in the room who
could explain taxonomy better
than I. Wikipedia to me
is a miracle.
And but, from that, we
can understand everything
there is to know
about specialization.
And the Wikipedia page
in Spanish for asparagus,
it's under the medicinal
plant classification.
Who decides what
category something is in?
Because an asparagus
can be-- for example,
for whom is the asparagus?
Is it for the administration?
Is it for the health care,
the agriculture, farmers,
geneticists, for
restaurant owners?
Is it for supermarkets?
There are 70 criteria by which
we could classify one asparagus
on Wikipedia.
So no one has created
this taxonomy.
Each sector, and each
sub-sector is different.
Technology for Google
is not the same
as technology for the
restaurant industry.
All of this is not so easy.
And that is the great
challenge we face.
And how do I end up always?
Google has to
solve this problem.
And I say this--
I really mean it,
because if there
is a company that can
fix this, and that
works for this every
day, it's Google.
But as you know, it's not easy.
Because it's very
difficult to order--
it's a matter of ordering
what's already ordered.
But if it's not
ordered-- that's easy,
but if it's not ordered
yet, it's very difficult.
That's what this book is about.
It's an experimental project.
We're working with
Lavazza on something
that is apparently simple.
It's like an encyclopedia
with 35 volumes
called the Bullipedia.
And this is a very
experimental project.
If you on Google,
you'll see that it's
very rare to find a
35 volume thematic
encyclopedia about anything.
It's not normal.
I thought there would be for
medicine, or engineering,
but no, it's not normal.
And why do we do
it in hard copy?
Because we're incapable of
putting it online in our first
go.
Once we have all 50,000 pages,
we'll be able to link it up.
Now, I'd be happy to
take your questions.
You can ask about food
as well, no problem.
AUDIENCE: With your recent
partnerships with Telefonica
and [? Cache ?] [? Bank ?]
that you're also looking
at innovations in the
general hospitality space,
so I was wondering, with so many
areas to innovate in so many
sectors in limited time,
how do you decide what
you're interested in doing?
FERRAN ADRIÁ: Today?
FERRAN ADRIA
THROUGH INTERPRETER:
You mean, like, now, today?
AUDIENCE: Yeah.
FERRAN ADRIÁ: A challenge.
FERRAN ADRIA
THROUGH INTERPRETER:
I'm looking for a challenge.
I have to do things that
I don't know how to do.
I'm lucky enough to have seen
my dreams come true 1,000 times
over.
And so now I'm only interested
in very difficult challenges.
And if they're things
that already exist,
I'm not interested.
And that's why I
closed the restaurant.
You can imagine I
receive offers every day
to open new restaurants, and
I always say the same thing,
I'm never going to
do anything better
than what I did at El Bulli.
What we've spoken about,
judging from your faces,
I have a lot of
experience doing this,
you've been interested in it.
And as I've said, I am a cook.
And I am here today at
the number one company
in the world in innovation.
So this is a challenge for me.
To make this interesting
for you is a challenge.
To make you think
and ask yourself,
do I have it as clearly
as I thought I did?
AUDIENCE: Hi.
You mentioned you went to Japan
to study Japanese cuisine.
Have you ever thought about
studying Chinese cuisine?
FERRAN ADRIA
THROUGH INTERPRETER:
I've been to China
about 10 times.
And without a doubt, it
is the next revolution.
Chinese civilization is
thousands of years old.
And we have no idea
whatsoever about all that
in the Western world.
Japan, a wonderful
country, has limitations.
It's small.
And if you've been to Japan,
you can have a pretty good idea
of its cuisine.
But China, everything
has yet to be discovered.
So it's going to be amazing.
AUDIENCE: You mentioned, the
first time you saw a Google
cafe, you were impressed.
Can you talk a little
about what you found
impressive, or interesting?
FERRAN ADRIA THROUGH
INTERPRETER: The quality.
If you're going to eat
in a company like Google,
it has to be good quality.
And they try to make
things for you fresh.
Don't you go to hotels
from time to time?
Five star hotels.
The breakfast at
a five star hotel
is not better than
what I've seen here.
What problem is there?
The problem is that
you think it's normal.
If I worked here, I would go
and thank the chefs every day.
AUDIENCE: I just
want to clarify,
in case that sounded bad,
I love the cafes here.
AUDIENCE: Thank you for coming.
Appreciate the talk.
One thing you mentioned
earlier was that you took time
to take a sabbatical.
Do you think you could
have continued working
and come up with the
ideas you have today
as a result of this [? talk? ?]
FERRAN ADRIA
THROUGH INTERPRETER:
No, I could not have, but it
was not just 2 and 1/2 years.
We had a problem.
One of the projects that
we have, if you go here--
This is the side
of the restaurant.
An amazing location in the
middle of a natural park.
And it's opening next year.
It's going to be a center
for reflection on innovation.
More in the basic than
in the applied sense.
That is the luxury.
And here we've had tons of
problems with the works.
And it has been
delayed by four years.
And that is the best gift
we could have ever received.
It's impossible to do what I
have done without having time
to think, because I
devote my entire life
to innovating and creating.
Understanding things is not
necessarily linked to creating.
You can create and
understand, more or less,
but that's because
we don't have time.
When they give you a certain
time to think at Google,
that is a great
attitude to have,
but you know full well that
you need more time to think.
We don't have enough
time to think.
There's a great documentary
that I saw about Einstein.
He came up with the
theory of relativity
just by thinking,
like pure thinking.
A bit like meditation,
but the truth
is that is the great luxury that
we're lacking, time to think.
How to solve it?
Having a lot of people working.
But when we're small,
we can't do that.
And that is why in a
company like Google
you can participate
more at that level.
Yes, please.
AUDIENCE: Yeah.
So my question is
about, do you think
that you would have been as
successful if you had done
another thing that is
related to what you did,
like something
creative, or something--
FERRAN ADRIA THROUGH
INTERPRETER: Something like?
AUDIENCE: I don't know,
just something that
is creative, or
requires [INAUDIBLE]..
FERRAN ADRIA
THROUGH INTERPRETER:
One of my life
philosophies is don't worry
about things you can't change.
You can reflect about
it, think about it,
but I don't know the answer.
I think the answer to
your question is no.
But there is a great
debate right now as
to whether creativity is
innate, or you acquire it.
And there is not
a consensus on it.
My opinion is that
you are born with it
and that you can train it.
I'll give you a good example.
You might play basketball,
and you might train a lot,
but you're never going
to be Michael Jordan.
This aspirational idea
that everyone can create
is very nice if you play
in the farm leagues.
But if you're playing
for the Lakers,
no, because you have
to win every day.
You can train-- let me
show you a video now.
Let's have Marcello--
Director of Innovation
for Lavazza.
And we've been working
together for 20 years.
We've spoken of the theory.
Now, we'll see some practical
applications of how all of this
works.
We'll watch the video
and then we'll continue.
[VIDEO PLAYBACK]
[MUSIC PLAYING]
[END PLAYBACK]
This video is a good way
to answer your question,
because the truth is I'm not
an expert in communication.
I'm not the number one
communicator in the world.
But it is true that
interdisciplinary things
are very important.
If you're just
focused on product,
you're going to be
lacking something, right?
I think it's good
for all of us to be
interested in other disciplines.
One is art.
You always have to be
surrounded by artists,
because artists are the
highest expression of creation.
You know what the difference is?
Here and at any
other company, first,
you want to make money,
and then be creative.
And that's fine, because
that's what companies do.
It's not true for art, real art.
Real art first creates
and then sells.
And science, we must always
be surrounded by science,
because that brings us
order, patience, research.
And you must understand this.
Because having to do
everything by tomorrow--
and what about philosophy?
It's just a matter of thinking.
You can complicate it
as much as you want,
but it's just about thinking,
having a way of thinking.
And the business world.
Even if you are the highest
level of a creative person,
and you think you
don't care, you
do have to care about
what a business is.
If you work for a
big corporation,
they told me that there are
10,000 people working here.
Imagine a restaurant
with 50 people.
So all of these things will
have a different magnitude.
I'd like to know
how things work,
how Google works, a restaurant,
an artist, a scientist,
and then understanding
how it all works
and how it's all connected.
Marcello, how long have
you worked at Lavazza?
MARCELLO: 30 years.
20 years that we
worked together.
FERRAN ADRIA
THROUGH INTERPRETER:
So going back to
your question, we
try to be multidisciplinary
with the belief
that it was so important
to learn from other fields
and disciplines.
In my opinion-- now,
this is subjective,
what I'm going to say--
you don't have to know
everything about everything.
The important thing is to know
people who know about stuff.
SPEAKER 2: Please join
me in giving Ferran
a big round of applause, please.
MARCELLO: Thank you very much.
[APPLAUSE]
