60 Minutes (1968) s45e14 Episode Script
Internet's Impact on the Media David Kelley | The Barcelona Soccer Team's Unique Training System
It's hardly news that the newspaper business is on the ropes.
Some papers have folded completely, others have reduced the number of pages.
Virtually an entire industry in free fall due mainly to easy access to the web, offering news practically as it happens.
The most recent casualty is the New Orleans Times-Picayune, an institution that's seen the city through good times and the worst of times, a part of the very fabric of a unique American city.
Last October, The Times-Picayune began publishing only three days a week-making New Orleans the largest American city without a daily paper.
Advance Publications, owned by the Newhouse family, decided on major surgery for the paper, before the economics of publishing killed it outright.
We visited New Orleans, just prior to the amputation.
There's no doubt New Orleans is a city like no other.
A wonderful ethnic cocktail, a place that dances to its own rhythms and a town devoted to its traditions, like The Times-Picayune, the legendary newspaper that had published every single day in New Orleans for 175 years.
Mitch Landrieu: The tradition of waking up in the morning and breaking that cup of coffee and opening up that paper, it seems to be going by the wayside.
When you take away a venerable institution like The Times-Picayune you really kind of take away a piece of the soul of a city.
Mitch Landrieu, the mayor of New Orleans, says the loss of a daily paper is a terrible blow to a city that has had more than its fair share of misfortune.
Mitch Landrieu: People in this city were worried that it was going to send a message to the rest of the country that we weren't a big league city because we're not going to have a daily paper.
Morley Safer: But the facts of life are that newspapers are folding all over the country.
It's a dying business.
Mitch Landrieu: It may be.
But that doesn't mean that people have to like it.
New Orleanians may be outraged that the paper now publishes only three days a week, but they still start those days with their coffee and beignets and their Times-Pic.
Established in 1837, it was called the Picayune because that's how much it cost -- one picayune -- an old Spanish coin.
The paper became a civic watchdog, a nemesis of corrupt politicians like Huey Long.
Classic American writers like O.
Henry and William Faulkner wrote for the paper.
It won several Pulitzer prizes, most recently for its reporting of Hurricane Katrina.
David Carr: It has a central role that newsmen like me dream of.
And it's hard to not have a crush on it.
David Carr, a reporter who covers all things media for the New York Times, says The Times-Picayune was one of the few things that worked in a city that generally doesn't.
David Carr: Schools aren't great.
Public housing doesn't go very well.
They have problems with their police.
They've always had a really good newspaper.
Morley Safer: If it works, how come it's going under? David Carr: Delivering a newspaper, like, making it thump on your doorstep, it's a really hard business.
It's an expensive business.
What the Newhouses did is said, "You know what? This only really works three days a week.
So, let's cut to those three days.
" That's when it pays.
As sad as it is to witness local newspapers die or slowly disappear, technology and the economic facts are inescapable.
The lumbering and expensive process of rolls of newsprint being fed into gigantic presses that spew out tons of newspapers which must be loaded on to trucks that drive into the night to ultimately deliver the paper to doorsteps, diners and newsstands.
It seems almost quaint when you consider that the same news, only fresher, can be dispatched at the speed of light to millions at a fraction of the cost and yet The Times-Picayune still showed a profit.
David Carr: I think that The Times-Picayune was making money but the trend lines for all of Newhouses' newspapers, including The Times-Picayune, was down eight to 10 percent every single year.
So it's sort of an existential threat.
So Steve Newhouse, chairman of the company's digital arm, announced a massive restructuring to build a viable future for the paper.
The focus would shift to the paper's 24-hour website.
A print edition would be published only Wednesday, Friday and Sunday/ More than 200 people would lose their jobs; press operators, copy editors, photographers and distinguished senior reporters.
The changes were called painful but inevitable.
Steve Newhouse declined to be interviewed.
He referred us to Jim Amoss, the highly respected long-time editor of the paper.
Morley Safer: Did you agree with the decision to start publishing only three days a week? Jim Amoss: Well, we'd been grappling, as all metro newspapers in this country have with what's happening to our industry.
And that is a steady decline in circulation, a steady decline in print ad revenue.
And the solutions there aren't many.
One is to act as though nothing were happening and continue business as usual.
And to me, that's presiding over a gradual irrelevancy and a gradual death.
Morley Safer: What you're saying is that the patient was dying and the only way to save it was to cut off all four limbs and replace it with an artificial one? Jim Amoss: The patient, and by that I would say the national patient has been in a lingering illness for a very long time.
And some of the doctors are standing by and wringing their hands.
And some are walking away and saying, "This is an incurable illness.
" And others are actually trying operations that have a good chance of succeeding.
The company is hoping that by reducing the number of publishing days at many of its 35 regional newspapers it will drive readers to their websites David Carr: They are determined, determined, to transform these newspapers into digital franchises.
But if you think of most newspapers are in the emergency room, right? They're all wounded one way or another.
And you pick The Times-Picayune, one of-- really, one of the stronger papers in America, and say, "Ah, we'll do major surgery on that one.
" Seems odd.
Morley Safer: Did they anticipate the kind of outrage that the announcement produced? David Carr: They knew they were going to get some blowback.
I don't-- I don't think they expected the gale force winds, the hurricane winds that came at them.
I mean, people were frantic.
Advertisers declared their objections.
Rallies were held for fired employees and "Save the Picayune" posters sprung up throughout the town.
The city council passed a resolution urging the owners to continue printing daily and an open letter was published where local worthies warned that the Newhouses were losing the trust of the community.
Anne Milling: If the Newhouses have given up on New Orleans as they have why not just sell it? Don't hold us hostage.
Anne Milling--a local philanthropist is one of several prominent New Orleanians who supported the protest.
She was joined by Gregory Aymond, archbishop of New Orleans and Lolis Elie, a writer and former Times-Picayune columnist.
Morley Safer: Why this outrage over a newspaper cutting back? Lolis Eli: Part of what happened-- particularly after Katrina was a sense of community.
And Times-Picayune was a big part of that.
The paper published - literally -- through hell and high water.
Dozens of reporters kept the world informed about what was happening while even their own homes were flooded.
In the aftermath, the paper became a beacon of civic solidarity.
Anne Milling: We've recovered a great deal.
But we still have a long way to go.
There's serious issues before us that we need that daily watchdog voice.
Morley Safer: Archbishop, this has more to do with Mammon than with God.
How come you got so deeply involved in it? Archbishop Aymond: I got deeply involved because I'm from New Orleans.
I was born and raised here.
I have a great love for the people in the city and our tradition.
But besides that I really am concerned about the elderly and the poor.
This puts them in a very disadvantaged position.
The reduced paper was portrayed as a bold step into the digital future but New Orleans is one of the least "wired" cities in the country with more than a third of the city without Internet access.
Anne Milling: That's huge in terms of the population in this community.
And you can say, "Well-- well, maybe these people don't read the newspaper.
" But I can promise you, you can see people black, white, young, old, Hispanic, Vietnamese buying newspapers at drug stores, grocery stores, sitting at coffee shops.
People read The Times-Picayune.
Morley Safer: Well, I think what the suggestion is that the future looks very bleak for the paper.
And like any business, they gotta look ahead.
Archbishop Aymond: But one of the puzzling things for me is that we know that there are others, specifically Mr.
Tom Benson who is willing to buy the paper.
Tom Benson, a local billionaire owner of the New Orleans Saints football team offered to buy the paper to keep it printing daily.
He was told that the paper was not for sale Morley Safer: If someone is foolish enough to want to buy a newspaper and you're in the business of showing a profit, you'd think you'd jump at the offer.
Jim Amoss: Well, I think our owners are also in the business of newspapering and journalism and care about the preservation of the news report that we are going to be able to deliver in this town.
I know that sounds terribly altruistic.
But I've just seen so much evidence of that being the case.
Morley Safer: Did you expect that this decision would be made with such outrage? Jim Amoss: Well I'm a product of this community.
This is my hometown.
I think I know it well.
And I understand the sadness, I understand the anger, and we all have something in common.
And that is that we're driven by a passion for this city.
Lolis Elie, the former columnist, has the passion but doesn't believe the abbreviated paper will satisfy it.
Lolis Elie: How can half as many people cover the same amount of news with half as many resources? We fear for the quality of the journalism.
Though the owners promised an improved website and created new jobs to service it, Elie says it's geared toward fun and games rather than watchdog journalism.
Morley Safer: You feel that a newspaper online is a toothless watchdog.
Lolis Elie: It's not the same if I call you and I say, "Morley, I'm going to put this story online two weeks from now or, you know, three days from now.
" It's not the same thing.
Jim Amoss: There is no law of nature that says that kind of journalism is inextricably linked to ink on paper.
We fully intend to continue to produce the kind of public trust journalism for which they know us.
Morley Safer: New Orleans is a kind of reporters' delight.
Mitch Landrieu: Yeah.
Morley Safer: You'd have to agree, yes? Mitch Landrieu: Well, of course, it is.
Yeah.
We tell good stories down here.
Morley Safer: We tell good stories and-- Mitch Landrieu: Or we make good stories.
Morley Safer: There's a lot of hanky-panky goes on.
Mitch Landrieu: Yes, sir.
Morley Safer: Do you think that the city and state are going to suffer because the watchdog isn't on watch in quite the same way? Mitch Landrieu: Right.
I hope not.
The more robust press we have the better everybody is.
So I'm hoping that that is not going to suffer.
The great steel presses of The Times-Picayune are mostly silent now, reduced to working less than half the time.
The questions is: Will it become less than half of what it once was? And there are rumblings that an even larger Newhouse newspaper, The Cleveland Plain Dealer, founded in 1842 and with a circulation close to 300,000, could soon be next.
Tonight we're going to introduce you to one of the most innovative thinkers of our time.
He is a man who has had an enormous impact on our everyday lives.
David Kelley is the founder of the Silicon Valley global design firm IDEO.
His company has created thousands of breakthrough inventions including the first computer mouse for Apple, the stand-up toothpaste tube, and a better Pringle for Procter & Gamble.
IDEO may be the most influential product design company in the world.
Kelley was a longtime friend and colleague of Steve Jobs and he is a pioneer in something known as "design thinking" -- an innovative approach that incorporates human behavior into design.
David Kelley: The big thing about design thinking is it allows people to build on the ideas of others.
Instead of just having that one thread, you think about it, I come up with an idea, and then somebody from somewhere else says, "Oh that makes me think we should do this," and then we could do that.
And then you get to a place that you just can't get to in one mind.
If you follow David Kelley around IDEO, you can see how he has infused that thinking into the legendary Palo Alto firm he founded more than 20 years ago.
Breakthrough ideas happen every day here.
The key to unlocking creativity at IDEO may be their unorthodox approach to problem-solving.
They throw a bunch of people with different backgrounds together in a room.
[Charlie Rose: So you're in the business end? Man: Yes.
Woman: My background is in software engineering.
Woman.
Journalism.
Man: Aerospace engineer.
.]
Doctors, opera singers and anthropologists for example, and get them to brainstorm.
Charlie Rose: But you gotta have a certain culture.
You gotta have collaboration, you gotta have diversity, you gotta have an anthropologist, and a business person and an engineer and a computer scientist.
All of those kinds of-- David Kelley: You got it.
You got it.
That's the hard part is the cultural thing of having a diverse group of people and having them be good at building on each other's ideas.
They encourage wild ideas and visualize solutions by making actual prototypes.
But the main tenet is empathy for the consumer, figuring out what humans really want by watching them.
David Kelley: If you want to improve a piece of software, all's you have to do is watch people using it and see where they grimace and then correlate that to where they are in the software.
And you could fix that, right? And so the thing is to really build empathy, try to understand people through observing them.
Charlie Rose: In other words, their experience will communicate what you need to focus on.
David Kelley: Yeah, exactly.
It is a concept that had its genesis in 1978, when Kelley and some Stanford pals took the notion of mixing human behavior and design and started the company that would eventually become IDEO.
One of their first clients was the owner of a fast-growing personal computer manufacturer by the name of Steve Jobs.
David Kelley: He made IDEO.
Because he was such a good client.
We did our best work for him.
We became friends and he'd call me at Charlie Rose: At 3 a.
m.
? David Kelley: Yeah, we were both bachelors so he knew he could call me, right? So he'd call me at 3 o'clock and he'd just like, with no preamble, say, "Hey, it's Steve.
" First, I knew if it was 3 o'clock in the morning, it was him.
There was no preamble.
And he'd just start-- and he said, "You know those screws that we're using to hold the two things on the inside?" I mean, he was deep into every aspect of things.
Kelley's company helped design dozens of products for Apple, including Apple III and Lisa and the very first Apple mouse, a descendant of which is still in use today.
David Kelley: He said to us, "You know, for $17 make- I want you to-" He gave us that number $17.
"I want you to make a mouse we're gonna use in all our computers.
" So what happened here was we're trying to figure out how to make - so you move your hand and how you make the thing move on the screen.
So at first, we thought we gotta make it really accurate, you know? Like when we move the mouse an inch, it's gotta move exactly an inch on the screen.
And then after we prototyped it, we realized that doesn't matter at all.
Your brain's in the loop! The whole thing was make it intuitive for the human.
But even after they solved that monumental problem, Jobs still wasn't satisfied.
David Kelley: So he didn't like the way the ball sounded on the table.
So we had to rubber coat the ball.
Well rubber coating the ball was a huge technical problem because you can't have any seams.
You gotta get it just right.
And so, you know, it would be just one thing -- like that.
Charlie Rose: And suppose Steve had said to you "I'd like to have a ball that's not steel but rubber coated" and you said "No, you can't do that Steve.
" What would he say? David Kelley: Well the expletives that I would have- are probably are not good on camera, but it was basically, "I thought you were good," you know? Like, "I thought I hired you because you were smart," you know? Like, "You're letting me down.
" Since then, design thinking has led to thousands of breakthroughs from redesigning Zyliss kitchen tools so they're easier to use, to coming up with a heart defibrillator that talks to you during an emergency.
And they came up with TiVo's thumbs up, thumbs down button.
David Kelley: It makes your TV smarter because you give it thumbs up or thumbs down and the TV learns what you like and what you don't like.
It's why Steelcase, a company that has been building furniture for 100 years, turned to IDEO to reinvent the classroom chair.
David Kelley: This is one of my favorite things.
I want you to sit in this chair.
Charlie Rose: Oh I love this.
David Kelley: This is for kids, right? Charlie Rose: Well, I'm a kid so there you go.
David Kelley: That's right.
You're perfect.
So when we looked at that old wooden thing with the dog leg kind of stuff and if you just watch kids and see what they need.
What do they need? Well the main thing they need is a place to put their backpack.
Charlie Rose: Yeah right.
David Kelley: So you got a place to put your backpack.
Charlie Rose: Right there.
David Kelley: And then they need-- They're fidgety.
They want to move around.
So you put in wheels, right? And then you- getting in and out of it, you know, you need to do this-- Charlie Rose: It's not rocket science, it's what? David Kelley: It's empathetic.
Charlie Rose: Empathetic? David Kelley: It's empathetic to people.
Like really like try to really understand what they really value.
Now IDEO is working with clients all over the globe.
They're using that same intuitive human point of view to improve access to safe drinking water in India and Africa, redesigning school systems in Peru and helping North Face expand their brand into China.
Kelley has always been good at coming up with ingenious solutions to everyday problems.
His first job was at Boeing.
He was part of a team that designed the lights around the passenger windows, as well as a "milestone in aviation history": the lavatory occupied sign.
But he says the seeds of who he is today can be traced to his childhood in Barberton, Ohio, "the passenger tire capital of the world," where he learned the value of building with his hands.
David Kelley: In my family, if the washer broke, you didn't go order the part, you went down, tore the washer apart, and tried to make a new part to fix it.
Because that was part of - that was part of the game - that you know, you were capable of fixing things.
Charlie Rose: And that was something that was part of you too.
You were a tinkerer who wanted to take it apart and put it back together? David Kelley: Yeah, one of the best stories my mother tells, I took the family piano apart but it wasn't that interesting to put it back together so it just kind of - the piano sat there with this big harp kind of thing hanging out for most of my childhood.
He was in his 20s, working unhappily as an engineer, when he heard about Stanford University's product design program.
What he learned there would transform his life as a design thinker.
Charlie Rose: And so what happened when you came to Stanford? David Kelley: So I get to Stanford and it was heaven.
Stanford was the synthesis of kind of art and engineering and it was wonderful.
It was shortly after that that Steve Jobs came into the picture.
For over 30 years they worked together and were close friends.
Charlie Rose: What's the biggest misconception about him? David Kelley: I think the big misconception is around that he was kind of like, you know, like malicious.
He was like, trying to be mean to people.
He wasn't.
He was just trying to get things done right and it was-- you just had to learn how to react to that.
He did some lovely things for me in my life.
Jobs introduced Kelley to his wife KC Branscomb.
And Steve Jobs was also there for Kelley when the unthinkable happened.
In 2007, Kelley was diagnosed with throat cancer - and given a 40 percent chance of survival.
Jobs, already suffering from his own deadly cancer, gave him some advice.
David Kelley: He came over and said, "Look, you know, don't consider any alternative - go straight to Western medicine.
Don't try any herbs or anything.
" Charlie Rose: Why do you think Steve said, "Don't look for alternative medicine, go straight to the hard stuff?" David Kelley: I think he had made- in his mind, he had made the mistake that he had tried to cure his pancreatic cancer in other ways other than, I mean, he just said, "Don't mess around.
" You know, when we both had cancer at the same time was when I got really close to him and I was at home, like sitting around in my skivvies, you know, waiting for my next dose of something and I think it was the day after the iPhone was announced.
And he had one for me, right? Charlie Rose: An iPhone? David Kelley: You know, your own iPhone, delivered by Steve Jobs, right after it comes out, was a lovely feeling.
Anyway, so he decides to hook it up for me.
So he gets on the phone to AT&T and he's gonna hook up my phone and it's not going well.
Charlie Rose: This is such good news for me.
David Kelley: And eventually he pulls the "I'm Steve Jobs card" you know, he says to the guy, "I'm Steve Jobs.
" I'm sure the guy on the other end says, "Yeah buddy, I'm Napoleon.
" You know, like get outta here.
But anyway-- so never did really get it hooked up.
Charlie Rose: He never hooked it up? David Kelley: No.
Not that day.
Charlie Rose: But he was close.
What did he teach you about living with cancer? David Kelley: Steve focused more on his kids, I think, than anything.
And it made me fight more to survive and so that focus on family you know was something that he taught me.
Charlie Rose: You care deeply that you watch your daughter-- David Kelley: Yes.
Charlie Rose: As she continues to grow.
David Kelley: It's about her-- what was her life gonna be like if I died? That's really motivating.
It was around that time that Kelley decided to commit himself to something even biggerand why he approached Stanford university and a wealthy client named Hasso Plattner with the idea of setting up a school dedicated to human-centered design.
David Kelley: He thought that was a great idea and he said he'd help me.
And I said, "Oh thank you" and then I went back to the development.
Charlie Rose: You had no idea what he meant? David Kelley: No, the development office at Stanford said, "When a billionaire says 'I'll help you' you should call him back right away.
" So turns out, Hasso funded the whole thing.
Charlie Rose: $35 million? David Kelley: Yeah, yeah.
He said, "How much do you need?" And I wish I had said $80 million.
He said yes to whatever I said I think.
Kelley now runs the groundbreaking and wildly popular Hasso Plattner Institute of Design at Stanford, the "d.
school.
" It is recognized as the first program of its kind dedicated to teaching design thinking as a tool for innovation -- not just to designers -- but to students from all different disciplines.
[David Kelley: I think you can follow your noses a little bit around that.
Where's the big idea? Where's the excitement?.]
Twice as many Stanford grad students want to take classes as are seats available.
The lucky 500 students in the program augment their master's degree studies in business, law, medicine, engineering and the arts by solving problems collaboratively and creatively, and immersing themselves in the methodology Kelley's made famous.
But there are no degrees.
It is something Steve Jobs talked him out of.
David Kelley: He said, "I don't want somebody with one of your flaky degrees," right? Charlie Rose: I don't want them working for me.
David Kelley: Yeah.
I don't want them working for me if they just have your flaky degree but if they have a computer science degree or a business degree and then they've come and have our way of thinking on top of that, I'm really excited about it.
Today his cancer is in remission.
He spends more time doing the things that he cares about most, including tinkering in his workshop with his 15-year-old daughter.
Charlie Rose: So Clara, tell me this, what happens here? Clara: Everything.
Really everything.
David Kelley: Yeah, so Clara and I come here to do projects together.
Our big project is right over there presently which is to make a 3D printer.
It's called a printerbot and it's a little machine that makes 3D objects like a printer that puts ink on a page, this makes something three dimensional.
His love of making things is as much a part of his DNA as his appreciation for the car which he calls the most important object in our lives.
Charlie Rose: So why do you like it? What does it mean to you? David Kelley: Well, you know, it's about the same vintage as me.
And it just, it just makes everybody smile.
[Charlie and David in car: "I like the sound of the motor - isn't it good? A little space Almost every day, you can find David Kelley driving his '54 Chevy pickup truck between Stanford and IDEO, inspiring the design thinkers of tomorrow and quietly shaping the future.
Charlie Rose: My theory is that sometimes life squeezes out the best of us.
David Kelley: I've never heard that but that really resonates with me.
Charlie Rose: So if I could write the first line of your epitaph it might be "David Kelley helped people find the confidence in their creativity.
" David Kelley: That would be lovely.
Charlie Rose: And changed the world.
David Kelley: Yeah.
Soccer is the most popular sport in the world and Barcelona's team, known as Barca, is arguably the best team in the world.
Over the last four years, it has won 14 out of a possible The secret? Many point to its youth academy which recruits boys often no more than seven years old, gives them a rigorous education and teaches them Barca's unique way of playing the game.
In some matches this season all the football academy.
And that's what the sport is called in every country except the United States: football, not soccer.
In the most contested football rivalry in the world, Barca playing its arch rival Real Madrid, some 400 million people are tuning in on six continents, and there's even more hot-blood flowing than when the Yankees play the Red Sox.
It's the biggest day of the year at Camp Nou, Barcelona's iconic stadium.
The match, Barca versus Real Madrid, called El Clasico.
John Carlin, who writes a weekly football column for a leading Spanish newspaper, says this is as good as the sport gets.
Bob Simon: I've heard Barca referred to as the best team in the world.
Do you believe that? John Carlin: Oh yes.
I mean, right at this particular moment in historical time, Barcelona Football Club is, without a shadow of a doubt, the best football team in the world.
And what is more, there are a lot of people, a lot of serious people in the game, who believe that this is the greatest football team that has ever been seen since the rules of the game were drawn up in a London pub in 1862 or three.
Bob Simon: And this is avoiding superlatives.
Walking into Camp Nou on a night like this is entering the cathedral of football.
Moments before the teams come on to the pitch, the crowd rises like a tidal wave.
Some 99,000 fans sing the Barca anthem.
"Som i serem.
" We are and we will be.
The guy walking in last is Lionel Messi.
He is the best player in the world.
Many say, the best ever.
Of the last 10 matches between the two teams, Barca has lost only two.
This is how they've done it.
Well, more than anything else, this is how Messi has done it.
[Here's Lionel Messi, still Messi.
And he has a classic in the Clasico.
A touch of brilliance from Lionel Messi!.]
Yes, Messi is Barca's superstar.
But there are others.
[Drifting.
Driving.
David Villa! 3-0! Game over!.]
What has made this Barca team so extraordinary? It all started in this 18th century farmhouse called La Masia.
In the 1970s it was transformed into a soccer training camp for children.
Barca scouts looked everywhere for talented kids.
Any boy over the age of 11 was eligible.
The lucky few came here, got a free education and soccer training.
The dream of every kid was to cross the street just a minute away to the Barca stadium.
Today 17 of the 25 players on Barca's first team came through the system.
The Masia moved to a sparkling new facility one year ago and now looks like any other international prep school: communal living, lots of carbohydrates, and after a long day at school, there's homework with tutors and training and more training and then, a little recreation, of a sort.
They don't get to bed before 11.
Cesc Fabergas came to La Masia when he was10 years old.
Bob Simon: What was it like being a 10-year-old in this place? Cesc Fabergas: I was very lucky and I'm not just talking about the football, I'm talking about manners, values, education at school.
The only thing is that you have to study a lot.
Bob Simon: Pretty strict huh? Cesc Fabergas: Yeah, they are very strict.
But it's worth it.
Bob Simon: What if you really like to have a good time and go out in downtown and -- Cesc Fabergas: You'll be out very, very quick.
But look at these kids when they are doing what they came here to do.
These tykes are eight years old.
They do not mess around.
They are being taught the Barca doctrine: keep passing that ball, caress it, learn to love it.
They are magicians in the making.
Here's a future goalie.
Always scores of soccer senioras in the stands.
Look Ma, I scored.
But I lost my shoe.
It seems like every boy's idea of fun, but it's very hard work, more seminary than summer camp.
Star defender Gerard Pique started here when he was eight.
Bob Simon: Masia has been called a football factory.
Is that unkind? Gerard Pique: I don't know, I think factory-- I don't really like this name.
No, because finally we are humans, we are people.
Bob Simon: Sure, but the objective of Masia is to create good football players.
Gerard Pique: Yeah, definitely, that's for sure.
And everyone knows that.
Because of the Masia system, these days Barca doesn't have to spend a fortune buying good players.
Barca breeds them.
Most have played together since they were kids.
They know each other's moves.
Here's Pique.
There's Cesc Fabergas.
Today when they pass, there's always someone there to receive because there's always been someone there.
And the goals? They come every which way making the commentators sound like they've just seen the messiah.
[Like a lightning bolt from Zeus's hand, off Alves's boot to the back of the net.
.]
[Gooooooooooooollllllll.
It starts way deep, but it's pure Barcelona.
.]
When Barca plays at its best, it's like watching a ballet.
Poetry in motion.
[Messi! Bueno bueno bueno bueno bueno bueno bueno bueno bueno bueno bueno!.]
John Carlin: Symphonies.
Beautiful paintings.
Whatever you like.
Absolutely.
I mean, I think that, you know, some of the plays will be viewed with aesthetic delight.
Not just decades hence but hundreds of years hence.
There will be museums, as there are now museums for Picasso here in Barcelona and people will ooh and aah.
[Messi, again takes the wall pass.
And again! Absolutely brilliant, that goal was a work of art!.]
Today's Picasso in Barcelona is that kid Messi.
He came to the Masia from Argentina at the age of 13.
Today they call him La Pulga, the flea.
No one can shake him off.
[Look at this from Messi.
Look at this run.
He leaves one, he leaves two for dead.
Takes on three, takes on four, beats the goalkeeper!.]
The ball often seems magically attached to his foot.
[This little man is an absolute genius.
.]
Like all geniuses, Messi makes it look easy.
Bob Simon: Now, when you score a goal today, are you just as happy as when you scored a goal when you were 11 years old? Lionel Messi: In the same way.
I enjoy football in the same way I did when I was a little kid.
And I love playing.
I love winning the games.
I love scoring.
And I keep loving it all.
Bob Simon: Yeah.
But when you score a goal today nobody's surprised.
Everyone expects you to score a goal.
When you first came here, when you started playing it was a big surprise when you scored a goal.
Lionel Messi: Yeah, that's true.
In that regard, it was a big change.
And Barca has changed from what was once something of a neighborhood club to a global franchise.
It boasts the second highest grossing Nike store in the world and it's worth an estimated at them.
Not some rich mogul.
It's a not for profit owned by the club's members -- 170,000 of them.
Each one with a vote.
Sandro Rosell was elected Barca's president in 2010.
He has belonged to the club since he was six years old.
Bob Simon: The slogan is "More than a club.
" What does it mean? Sandro Rosell: Well it's a feeling.
It's part of our lives.
It's within our heart.
It's something that is part of your culture.
And that's the reason it's more than a club.
It's not only 11 players playing against 11 players and winning or losing.
It's much more than this.
It's something that is within your blood.
Barca has been in Gerard Pique's blood for three generations.
Today, he's one of the pillars of the team.
He took us to a hallowed place in Camp Nou: the locker room.
Bob Simon: A lot of very famous people have been before you, huh? Gerard Pique: Yeah.
And every locker is a monument of sorts.
The names of players who came before are never erased.
Bob Simon: Let's see your locker.
Gerard Pique: You have Maradona, one of the best players in the world-- That's Diego Maradona, the great Argentine player from the 1980s.
Bob Simon: One minute.
When you go to your locker every day, you're looking at the name Maradona.
Gerard Pique: Yeah.
Some of football's most legendary figures have also booted up in this room.
The Dutchman Johan Cruyff.
The Bulgarian Stoichkov.
The Brazilian Ronaldinho.
But the club's most spectacular successes have been scored by today's crop.
Fourteen out of 19 competitions in the last four years.
Gerard Pique's debut season was 2008.
Gerard Pique: We won the league, we won the cup.
And this was the European Championship.
Bob Simon: Pretty good year.
Gerard Pique: The best year in the history of the club.
Never happens in the history that you win the three titles.
The road to every match leads through a long tunnel.
Some players stop here.
Gerard Pique So here we have, like, a little church.
And-- Bob Simon: A chapel in-- Gerard Pique: A chapel.
Some of the players-- before the game--they pray.
Bob Simon: How would you describe the atmosphere here before a game? Gerard Pique: A lot of nervous, a lot of tension.
Bob Simon: And it's pretty quiet here now.
I bet it isn't quiet when you walk out, huh? Gerard Pique: No, it's not.
It's incredible your first time here.
[This is heart stopping.
.]
If you think that's heart stopping, look at this from Gerard Pique.
[Xavi he has found Pique! And Gerard Pique finally break through the Inter barricades!.]
And remember, he's a defender.
Scoring goals is not normally a defender's job.
Great football.
But for Barca fans, so much more.
It is an affirmation of who they are: Catalans.
Barcelona is the capitol of Catalonia which, on the map, is a province of Spain.
But many here want to secede from Spain, form their own state.
The Barca players are their soldiers.
Sandro Rosell: What this club represents to us, it represents to be part of a country called Catalonia.
Then I would say, yes, we are quite different.
Bob Simon: Country called Catalonia.
It's not in the United Nations.
Sandro Rosell: Not yet.
Who knows.
Over the last few months Barca fans have been acting like they're at a political rally.
During every match the stadium erupts with cries for independence.
The politics may be particular to a piece of Southern Europe.
The football belongs to the world.
John Carlin: You go to a remote village in northern Madagascar, I bet you anything you like that you will find kids there wearing Barca shirts.
And if you ask people, "Who is Messi?" You know, a bunch of kids, everyone will raise their hand and start screaming and shouting so-- Bob Simon: They've never heard of Derek Jeter? John Carlin: I'm afraid not.
Americans will become Messi fans soon enough.
He is after all only 25 and just keeps on getting better.
[Messi has a decoy in Iniesta Iniesta back to Messi .
.
Goal 86!.]
Last month, he broke the world record for scoring the most goals in a calendar year.
Some papers have folded completely, others have reduced the number of pages.
Virtually an entire industry in free fall due mainly to easy access to the web, offering news practically as it happens.
The most recent casualty is the New Orleans Times-Picayune, an institution that's seen the city through good times and the worst of times, a part of the very fabric of a unique American city.
Last October, The Times-Picayune began publishing only three days a week-making New Orleans the largest American city without a daily paper.
Advance Publications, owned by the Newhouse family, decided on major surgery for the paper, before the economics of publishing killed it outright.
We visited New Orleans, just prior to the amputation.
There's no doubt New Orleans is a city like no other.
A wonderful ethnic cocktail, a place that dances to its own rhythms and a town devoted to its traditions, like The Times-Picayune, the legendary newspaper that had published every single day in New Orleans for 175 years.
Mitch Landrieu: The tradition of waking up in the morning and breaking that cup of coffee and opening up that paper, it seems to be going by the wayside.
When you take away a venerable institution like The Times-Picayune you really kind of take away a piece of the soul of a city.
Mitch Landrieu, the mayor of New Orleans, says the loss of a daily paper is a terrible blow to a city that has had more than its fair share of misfortune.
Mitch Landrieu: People in this city were worried that it was going to send a message to the rest of the country that we weren't a big league city because we're not going to have a daily paper.
Morley Safer: But the facts of life are that newspapers are folding all over the country.
It's a dying business.
Mitch Landrieu: It may be.
But that doesn't mean that people have to like it.
New Orleanians may be outraged that the paper now publishes only three days a week, but they still start those days with their coffee and beignets and their Times-Pic.
Established in 1837, it was called the Picayune because that's how much it cost -- one picayune -- an old Spanish coin.
The paper became a civic watchdog, a nemesis of corrupt politicians like Huey Long.
Classic American writers like O.
Henry and William Faulkner wrote for the paper.
It won several Pulitzer prizes, most recently for its reporting of Hurricane Katrina.
David Carr: It has a central role that newsmen like me dream of.
And it's hard to not have a crush on it.
David Carr, a reporter who covers all things media for the New York Times, says The Times-Picayune was one of the few things that worked in a city that generally doesn't.
David Carr: Schools aren't great.
Public housing doesn't go very well.
They have problems with their police.
They've always had a really good newspaper.
Morley Safer: If it works, how come it's going under? David Carr: Delivering a newspaper, like, making it thump on your doorstep, it's a really hard business.
It's an expensive business.
What the Newhouses did is said, "You know what? This only really works three days a week.
So, let's cut to those three days.
" That's when it pays.
As sad as it is to witness local newspapers die or slowly disappear, technology and the economic facts are inescapable.
The lumbering and expensive process of rolls of newsprint being fed into gigantic presses that spew out tons of newspapers which must be loaded on to trucks that drive into the night to ultimately deliver the paper to doorsteps, diners and newsstands.
It seems almost quaint when you consider that the same news, only fresher, can be dispatched at the speed of light to millions at a fraction of the cost and yet The Times-Picayune still showed a profit.
David Carr: I think that The Times-Picayune was making money but the trend lines for all of Newhouses' newspapers, including The Times-Picayune, was down eight to 10 percent every single year.
So it's sort of an existential threat.
So Steve Newhouse, chairman of the company's digital arm, announced a massive restructuring to build a viable future for the paper.
The focus would shift to the paper's 24-hour website.
A print edition would be published only Wednesday, Friday and Sunday/ More than 200 people would lose their jobs; press operators, copy editors, photographers and distinguished senior reporters.
The changes were called painful but inevitable.
Steve Newhouse declined to be interviewed.
He referred us to Jim Amoss, the highly respected long-time editor of the paper.
Morley Safer: Did you agree with the decision to start publishing only three days a week? Jim Amoss: Well, we'd been grappling, as all metro newspapers in this country have with what's happening to our industry.
And that is a steady decline in circulation, a steady decline in print ad revenue.
And the solutions there aren't many.
One is to act as though nothing were happening and continue business as usual.
And to me, that's presiding over a gradual irrelevancy and a gradual death.
Morley Safer: What you're saying is that the patient was dying and the only way to save it was to cut off all four limbs and replace it with an artificial one? Jim Amoss: The patient, and by that I would say the national patient has been in a lingering illness for a very long time.
And some of the doctors are standing by and wringing their hands.
And some are walking away and saying, "This is an incurable illness.
" And others are actually trying operations that have a good chance of succeeding.
The company is hoping that by reducing the number of publishing days at many of its 35 regional newspapers it will drive readers to their websites David Carr: They are determined, determined, to transform these newspapers into digital franchises.
But if you think of most newspapers are in the emergency room, right? They're all wounded one way or another.
And you pick The Times-Picayune, one of-- really, one of the stronger papers in America, and say, "Ah, we'll do major surgery on that one.
" Seems odd.
Morley Safer: Did they anticipate the kind of outrage that the announcement produced? David Carr: They knew they were going to get some blowback.
I don't-- I don't think they expected the gale force winds, the hurricane winds that came at them.
I mean, people were frantic.
Advertisers declared their objections.
Rallies were held for fired employees and "Save the Picayune" posters sprung up throughout the town.
The city council passed a resolution urging the owners to continue printing daily and an open letter was published where local worthies warned that the Newhouses were losing the trust of the community.
Anne Milling: If the Newhouses have given up on New Orleans as they have why not just sell it? Don't hold us hostage.
Anne Milling--a local philanthropist is one of several prominent New Orleanians who supported the protest.
She was joined by Gregory Aymond, archbishop of New Orleans and Lolis Elie, a writer and former Times-Picayune columnist.
Morley Safer: Why this outrage over a newspaper cutting back? Lolis Eli: Part of what happened-- particularly after Katrina was a sense of community.
And Times-Picayune was a big part of that.
The paper published - literally -- through hell and high water.
Dozens of reporters kept the world informed about what was happening while even their own homes were flooded.
In the aftermath, the paper became a beacon of civic solidarity.
Anne Milling: We've recovered a great deal.
But we still have a long way to go.
There's serious issues before us that we need that daily watchdog voice.
Morley Safer: Archbishop, this has more to do with Mammon than with God.
How come you got so deeply involved in it? Archbishop Aymond: I got deeply involved because I'm from New Orleans.
I was born and raised here.
I have a great love for the people in the city and our tradition.
But besides that I really am concerned about the elderly and the poor.
This puts them in a very disadvantaged position.
The reduced paper was portrayed as a bold step into the digital future but New Orleans is one of the least "wired" cities in the country with more than a third of the city without Internet access.
Anne Milling: That's huge in terms of the population in this community.
And you can say, "Well-- well, maybe these people don't read the newspaper.
" But I can promise you, you can see people black, white, young, old, Hispanic, Vietnamese buying newspapers at drug stores, grocery stores, sitting at coffee shops.
People read The Times-Picayune.
Morley Safer: Well, I think what the suggestion is that the future looks very bleak for the paper.
And like any business, they gotta look ahead.
Archbishop Aymond: But one of the puzzling things for me is that we know that there are others, specifically Mr.
Tom Benson who is willing to buy the paper.
Tom Benson, a local billionaire owner of the New Orleans Saints football team offered to buy the paper to keep it printing daily.
He was told that the paper was not for sale Morley Safer: If someone is foolish enough to want to buy a newspaper and you're in the business of showing a profit, you'd think you'd jump at the offer.
Jim Amoss: Well, I think our owners are also in the business of newspapering and journalism and care about the preservation of the news report that we are going to be able to deliver in this town.
I know that sounds terribly altruistic.
But I've just seen so much evidence of that being the case.
Morley Safer: Did you expect that this decision would be made with such outrage? Jim Amoss: Well I'm a product of this community.
This is my hometown.
I think I know it well.
And I understand the sadness, I understand the anger, and we all have something in common.
And that is that we're driven by a passion for this city.
Lolis Elie, the former columnist, has the passion but doesn't believe the abbreviated paper will satisfy it.
Lolis Elie: How can half as many people cover the same amount of news with half as many resources? We fear for the quality of the journalism.
Though the owners promised an improved website and created new jobs to service it, Elie says it's geared toward fun and games rather than watchdog journalism.
Morley Safer: You feel that a newspaper online is a toothless watchdog.
Lolis Elie: It's not the same if I call you and I say, "Morley, I'm going to put this story online two weeks from now or, you know, three days from now.
" It's not the same thing.
Jim Amoss: There is no law of nature that says that kind of journalism is inextricably linked to ink on paper.
We fully intend to continue to produce the kind of public trust journalism for which they know us.
Morley Safer: New Orleans is a kind of reporters' delight.
Mitch Landrieu: Yeah.
Morley Safer: You'd have to agree, yes? Mitch Landrieu: Well, of course, it is.
Yeah.
We tell good stories down here.
Morley Safer: We tell good stories and-- Mitch Landrieu: Or we make good stories.
Morley Safer: There's a lot of hanky-panky goes on.
Mitch Landrieu: Yes, sir.
Morley Safer: Do you think that the city and state are going to suffer because the watchdog isn't on watch in quite the same way? Mitch Landrieu: Right.
I hope not.
The more robust press we have the better everybody is.
So I'm hoping that that is not going to suffer.
The great steel presses of The Times-Picayune are mostly silent now, reduced to working less than half the time.
The questions is: Will it become less than half of what it once was? And there are rumblings that an even larger Newhouse newspaper, The Cleveland Plain Dealer, founded in 1842 and with a circulation close to 300,000, could soon be next.
Tonight we're going to introduce you to one of the most innovative thinkers of our time.
He is a man who has had an enormous impact on our everyday lives.
David Kelley is the founder of the Silicon Valley global design firm IDEO.
His company has created thousands of breakthrough inventions including the first computer mouse for Apple, the stand-up toothpaste tube, and a better Pringle for Procter & Gamble.
IDEO may be the most influential product design company in the world.
Kelley was a longtime friend and colleague of Steve Jobs and he is a pioneer in something known as "design thinking" -- an innovative approach that incorporates human behavior into design.
David Kelley: The big thing about design thinking is it allows people to build on the ideas of others.
Instead of just having that one thread, you think about it, I come up with an idea, and then somebody from somewhere else says, "Oh that makes me think we should do this," and then we could do that.
And then you get to a place that you just can't get to in one mind.
If you follow David Kelley around IDEO, you can see how he has infused that thinking into the legendary Palo Alto firm he founded more than 20 years ago.
Breakthrough ideas happen every day here.
The key to unlocking creativity at IDEO may be their unorthodox approach to problem-solving.
They throw a bunch of people with different backgrounds together in a room.
[Charlie Rose: So you're in the business end? Man: Yes.
Woman: My background is in software engineering.
Woman.
Journalism.
Man: Aerospace engineer.
.]
Doctors, opera singers and anthropologists for example, and get them to brainstorm.
Charlie Rose: But you gotta have a certain culture.
You gotta have collaboration, you gotta have diversity, you gotta have an anthropologist, and a business person and an engineer and a computer scientist.
All of those kinds of-- David Kelley: You got it.
You got it.
That's the hard part is the cultural thing of having a diverse group of people and having them be good at building on each other's ideas.
They encourage wild ideas and visualize solutions by making actual prototypes.
But the main tenet is empathy for the consumer, figuring out what humans really want by watching them.
David Kelley: If you want to improve a piece of software, all's you have to do is watch people using it and see where they grimace and then correlate that to where they are in the software.
And you could fix that, right? And so the thing is to really build empathy, try to understand people through observing them.
Charlie Rose: In other words, their experience will communicate what you need to focus on.
David Kelley: Yeah, exactly.
It is a concept that had its genesis in 1978, when Kelley and some Stanford pals took the notion of mixing human behavior and design and started the company that would eventually become IDEO.
One of their first clients was the owner of a fast-growing personal computer manufacturer by the name of Steve Jobs.
David Kelley: He made IDEO.
Because he was such a good client.
We did our best work for him.
We became friends and he'd call me at Charlie Rose: At 3 a.
m.
? David Kelley: Yeah, we were both bachelors so he knew he could call me, right? So he'd call me at 3 o'clock and he'd just like, with no preamble, say, "Hey, it's Steve.
" First, I knew if it was 3 o'clock in the morning, it was him.
There was no preamble.
And he'd just start-- and he said, "You know those screws that we're using to hold the two things on the inside?" I mean, he was deep into every aspect of things.
Kelley's company helped design dozens of products for Apple, including Apple III and Lisa and the very first Apple mouse, a descendant of which is still in use today.
David Kelley: He said to us, "You know, for $17 make- I want you to-" He gave us that number $17.
"I want you to make a mouse we're gonna use in all our computers.
" So what happened here was we're trying to figure out how to make - so you move your hand and how you make the thing move on the screen.
So at first, we thought we gotta make it really accurate, you know? Like when we move the mouse an inch, it's gotta move exactly an inch on the screen.
And then after we prototyped it, we realized that doesn't matter at all.
Your brain's in the loop! The whole thing was make it intuitive for the human.
But even after they solved that monumental problem, Jobs still wasn't satisfied.
David Kelley: So he didn't like the way the ball sounded on the table.
So we had to rubber coat the ball.
Well rubber coating the ball was a huge technical problem because you can't have any seams.
You gotta get it just right.
And so, you know, it would be just one thing -- like that.
Charlie Rose: And suppose Steve had said to you "I'd like to have a ball that's not steel but rubber coated" and you said "No, you can't do that Steve.
" What would he say? David Kelley: Well the expletives that I would have- are probably are not good on camera, but it was basically, "I thought you were good," you know? Like, "I thought I hired you because you were smart," you know? Like, "You're letting me down.
" Since then, design thinking has led to thousands of breakthroughs from redesigning Zyliss kitchen tools so they're easier to use, to coming up with a heart defibrillator that talks to you during an emergency.
And they came up with TiVo's thumbs up, thumbs down button.
David Kelley: It makes your TV smarter because you give it thumbs up or thumbs down and the TV learns what you like and what you don't like.
It's why Steelcase, a company that has been building furniture for 100 years, turned to IDEO to reinvent the classroom chair.
David Kelley: This is one of my favorite things.
I want you to sit in this chair.
Charlie Rose: Oh I love this.
David Kelley: This is for kids, right? Charlie Rose: Well, I'm a kid so there you go.
David Kelley: That's right.
You're perfect.
So when we looked at that old wooden thing with the dog leg kind of stuff and if you just watch kids and see what they need.
What do they need? Well the main thing they need is a place to put their backpack.
Charlie Rose: Yeah right.
David Kelley: So you got a place to put your backpack.
Charlie Rose: Right there.
David Kelley: And then they need-- They're fidgety.
They want to move around.
So you put in wheels, right? And then you- getting in and out of it, you know, you need to do this-- Charlie Rose: It's not rocket science, it's what? David Kelley: It's empathetic.
Charlie Rose: Empathetic? David Kelley: It's empathetic to people.
Like really like try to really understand what they really value.
Now IDEO is working with clients all over the globe.
They're using that same intuitive human point of view to improve access to safe drinking water in India and Africa, redesigning school systems in Peru and helping North Face expand their brand into China.
Kelley has always been good at coming up with ingenious solutions to everyday problems.
His first job was at Boeing.
He was part of a team that designed the lights around the passenger windows, as well as a "milestone in aviation history": the lavatory occupied sign.
But he says the seeds of who he is today can be traced to his childhood in Barberton, Ohio, "the passenger tire capital of the world," where he learned the value of building with his hands.
David Kelley: In my family, if the washer broke, you didn't go order the part, you went down, tore the washer apart, and tried to make a new part to fix it.
Because that was part of - that was part of the game - that you know, you were capable of fixing things.
Charlie Rose: And that was something that was part of you too.
You were a tinkerer who wanted to take it apart and put it back together? David Kelley: Yeah, one of the best stories my mother tells, I took the family piano apart but it wasn't that interesting to put it back together so it just kind of - the piano sat there with this big harp kind of thing hanging out for most of my childhood.
He was in his 20s, working unhappily as an engineer, when he heard about Stanford University's product design program.
What he learned there would transform his life as a design thinker.
Charlie Rose: And so what happened when you came to Stanford? David Kelley: So I get to Stanford and it was heaven.
Stanford was the synthesis of kind of art and engineering and it was wonderful.
It was shortly after that that Steve Jobs came into the picture.
For over 30 years they worked together and were close friends.
Charlie Rose: What's the biggest misconception about him? David Kelley: I think the big misconception is around that he was kind of like, you know, like malicious.
He was like, trying to be mean to people.
He wasn't.
He was just trying to get things done right and it was-- you just had to learn how to react to that.
He did some lovely things for me in my life.
Jobs introduced Kelley to his wife KC Branscomb.
And Steve Jobs was also there for Kelley when the unthinkable happened.
In 2007, Kelley was diagnosed with throat cancer - and given a 40 percent chance of survival.
Jobs, already suffering from his own deadly cancer, gave him some advice.
David Kelley: He came over and said, "Look, you know, don't consider any alternative - go straight to Western medicine.
Don't try any herbs or anything.
" Charlie Rose: Why do you think Steve said, "Don't look for alternative medicine, go straight to the hard stuff?" David Kelley: I think he had made- in his mind, he had made the mistake that he had tried to cure his pancreatic cancer in other ways other than, I mean, he just said, "Don't mess around.
" You know, when we both had cancer at the same time was when I got really close to him and I was at home, like sitting around in my skivvies, you know, waiting for my next dose of something and I think it was the day after the iPhone was announced.
And he had one for me, right? Charlie Rose: An iPhone? David Kelley: You know, your own iPhone, delivered by Steve Jobs, right after it comes out, was a lovely feeling.
Anyway, so he decides to hook it up for me.
So he gets on the phone to AT&T and he's gonna hook up my phone and it's not going well.
Charlie Rose: This is such good news for me.
David Kelley: And eventually he pulls the "I'm Steve Jobs card" you know, he says to the guy, "I'm Steve Jobs.
" I'm sure the guy on the other end says, "Yeah buddy, I'm Napoleon.
" You know, like get outta here.
But anyway-- so never did really get it hooked up.
Charlie Rose: He never hooked it up? David Kelley: No.
Not that day.
Charlie Rose: But he was close.
What did he teach you about living with cancer? David Kelley: Steve focused more on his kids, I think, than anything.
And it made me fight more to survive and so that focus on family you know was something that he taught me.
Charlie Rose: You care deeply that you watch your daughter-- David Kelley: Yes.
Charlie Rose: As she continues to grow.
David Kelley: It's about her-- what was her life gonna be like if I died? That's really motivating.
It was around that time that Kelley decided to commit himself to something even biggerand why he approached Stanford university and a wealthy client named Hasso Plattner with the idea of setting up a school dedicated to human-centered design.
David Kelley: He thought that was a great idea and he said he'd help me.
And I said, "Oh thank you" and then I went back to the development.
Charlie Rose: You had no idea what he meant? David Kelley: No, the development office at Stanford said, "When a billionaire says 'I'll help you' you should call him back right away.
" So turns out, Hasso funded the whole thing.
Charlie Rose: $35 million? David Kelley: Yeah, yeah.
He said, "How much do you need?" And I wish I had said $80 million.
He said yes to whatever I said I think.
Kelley now runs the groundbreaking and wildly popular Hasso Plattner Institute of Design at Stanford, the "d.
school.
" It is recognized as the first program of its kind dedicated to teaching design thinking as a tool for innovation -- not just to designers -- but to students from all different disciplines.
[David Kelley: I think you can follow your noses a little bit around that.
Where's the big idea? Where's the excitement?.]
Twice as many Stanford grad students want to take classes as are seats available.
The lucky 500 students in the program augment their master's degree studies in business, law, medicine, engineering and the arts by solving problems collaboratively and creatively, and immersing themselves in the methodology Kelley's made famous.
But there are no degrees.
It is something Steve Jobs talked him out of.
David Kelley: He said, "I don't want somebody with one of your flaky degrees," right? Charlie Rose: I don't want them working for me.
David Kelley: Yeah.
I don't want them working for me if they just have your flaky degree but if they have a computer science degree or a business degree and then they've come and have our way of thinking on top of that, I'm really excited about it.
Today his cancer is in remission.
He spends more time doing the things that he cares about most, including tinkering in his workshop with his 15-year-old daughter.
Charlie Rose: So Clara, tell me this, what happens here? Clara: Everything.
Really everything.
David Kelley: Yeah, so Clara and I come here to do projects together.
Our big project is right over there presently which is to make a 3D printer.
It's called a printerbot and it's a little machine that makes 3D objects like a printer that puts ink on a page, this makes something three dimensional.
His love of making things is as much a part of his DNA as his appreciation for the car which he calls the most important object in our lives.
Charlie Rose: So why do you like it? What does it mean to you? David Kelley: Well, you know, it's about the same vintage as me.
And it just, it just makes everybody smile.
[Charlie and David in car: "I like the sound of the motor - isn't it good? A little space Almost every day, you can find David Kelley driving his '54 Chevy pickup truck between Stanford and IDEO, inspiring the design thinkers of tomorrow and quietly shaping the future.
Charlie Rose: My theory is that sometimes life squeezes out the best of us.
David Kelley: I've never heard that but that really resonates with me.
Charlie Rose: So if I could write the first line of your epitaph it might be "David Kelley helped people find the confidence in their creativity.
" David Kelley: That would be lovely.
Charlie Rose: And changed the world.
David Kelley: Yeah.
Soccer is the most popular sport in the world and Barcelona's team, known as Barca, is arguably the best team in the world.
Over the last four years, it has won 14 out of a possible The secret? Many point to its youth academy which recruits boys often no more than seven years old, gives them a rigorous education and teaches them Barca's unique way of playing the game.
In some matches this season all the football academy.
And that's what the sport is called in every country except the United States: football, not soccer.
In the most contested football rivalry in the world, Barca playing its arch rival Real Madrid, some 400 million people are tuning in on six continents, and there's even more hot-blood flowing than when the Yankees play the Red Sox.
It's the biggest day of the year at Camp Nou, Barcelona's iconic stadium.
The match, Barca versus Real Madrid, called El Clasico.
John Carlin, who writes a weekly football column for a leading Spanish newspaper, says this is as good as the sport gets.
Bob Simon: I've heard Barca referred to as the best team in the world.
Do you believe that? John Carlin: Oh yes.
I mean, right at this particular moment in historical time, Barcelona Football Club is, without a shadow of a doubt, the best football team in the world.
And what is more, there are a lot of people, a lot of serious people in the game, who believe that this is the greatest football team that has ever been seen since the rules of the game were drawn up in a London pub in 1862 or three.
Bob Simon: And this is avoiding superlatives.
Walking into Camp Nou on a night like this is entering the cathedral of football.
Moments before the teams come on to the pitch, the crowd rises like a tidal wave.
Some 99,000 fans sing the Barca anthem.
"Som i serem.
" We are and we will be.
The guy walking in last is Lionel Messi.
He is the best player in the world.
Many say, the best ever.
Of the last 10 matches between the two teams, Barca has lost only two.
This is how they've done it.
Well, more than anything else, this is how Messi has done it.
[Here's Lionel Messi, still Messi.
And he has a classic in the Clasico.
A touch of brilliance from Lionel Messi!.]
Yes, Messi is Barca's superstar.
But there are others.
[Drifting.
Driving.
David Villa! 3-0! Game over!.]
What has made this Barca team so extraordinary? It all started in this 18th century farmhouse called La Masia.
In the 1970s it was transformed into a soccer training camp for children.
Barca scouts looked everywhere for talented kids.
Any boy over the age of 11 was eligible.
The lucky few came here, got a free education and soccer training.
The dream of every kid was to cross the street just a minute away to the Barca stadium.
Today 17 of the 25 players on Barca's first team came through the system.
The Masia moved to a sparkling new facility one year ago and now looks like any other international prep school: communal living, lots of carbohydrates, and after a long day at school, there's homework with tutors and training and more training and then, a little recreation, of a sort.
They don't get to bed before 11.
Cesc Fabergas came to La Masia when he was10 years old.
Bob Simon: What was it like being a 10-year-old in this place? Cesc Fabergas: I was very lucky and I'm not just talking about the football, I'm talking about manners, values, education at school.
The only thing is that you have to study a lot.
Bob Simon: Pretty strict huh? Cesc Fabergas: Yeah, they are very strict.
But it's worth it.
Bob Simon: What if you really like to have a good time and go out in downtown and -- Cesc Fabergas: You'll be out very, very quick.
But look at these kids when they are doing what they came here to do.
These tykes are eight years old.
They do not mess around.
They are being taught the Barca doctrine: keep passing that ball, caress it, learn to love it.
They are magicians in the making.
Here's a future goalie.
Always scores of soccer senioras in the stands.
Look Ma, I scored.
But I lost my shoe.
It seems like every boy's idea of fun, but it's very hard work, more seminary than summer camp.
Star defender Gerard Pique started here when he was eight.
Bob Simon: Masia has been called a football factory.
Is that unkind? Gerard Pique: I don't know, I think factory-- I don't really like this name.
No, because finally we are humans, we are people.
Bob Simon: Sure, but the objective of Masia is to create good football players.
Gerard Pique: Yeah, definitely, that's for sure.
And everyone knows that.
Because of the Masia system, these days Barca doesn't have to spend a fortune buying good players.
Barca breeds them.
Most have played together since they were kids.
They know each other's moves.
Here's Pique.
There's Cesc Fabergas.
Today when they pass, there's always someone there to receive because there's always been someone there.
And the goals? They come every which way making the commentators sound like they've just seen the messiah.
[Like a lightning bolt from Zeus's hand, off Alves's boot to the back of the net.
.]
[Gooooooooooooollllllll.
It starts way deep, but it's pure Barcelona.
.]
When Barca plays at its best, it's like watching a ballet.
Poetry in motion.
[Messi! Bueno bueno bueno bueno bueno bueno bueno bueno bueno bueno bueno!.]
John Carlin: Symphonies.
Beautiful paintings.
Whatever you like.
Absolutely.
I mean, I think that, you know, some of the plays will be viewed with aesthetic delight.
Not just decades hence but hundreds of years hence.
There will be museums, as there are now museums for Picasso here in Barcelona and people will ooh and aah.
[Messi, again takes the wall pass.
And again! Absolutely brilliant, that goal was a work of art!.]
Today's Picasso in Barcelona is that kid Messi.
He came to the Masia from Argentina at the age of 13.
Today they call him La Pulga, the flea.
No one can shake him off.
[Look at this from Messi.
Look at this run.
He leaves one, he leaves two for dead.
Takes on three, takes on four, beats the goalkeeper!.]
The ball often seems magically attached to his foot.
[This little man is an absolute genius.
.]
Like all geniuses, Messi makes it look easy.
Bob Simon: Now, when you score a goal today, are you just as happy as when you scored a goal when you were 11 years old? Lionel Messi: In the same way.
I enjoy football in the same way I did when I was a little kid.
And I love playing.
I love winning the games.
I love scoring.
And I keep loving it all.
Bob Simon: Yeah.
But when you score a goal today nobody's surprised.
Everyone expects you to score a goal.
When you first came here, when you started playing it was a big surprise when you scored a goal.
Lionel Messi: Yeah, that's true.
In that regard, it was a big change.
And Barca has changed from what was once something of a neighborhood club to a global franchise.
It boasts the second highest grossing Nike store in the world and it's worth an estimated at them.
Not some rich mogul.
It's a not for profit owned by the club's members -- 170,000 of them.
Each one with a vote.
Sandro Rosell was elected Barca's president in 2010.
He has belonged to the club since he was six years old.
Bob Simon: The slogan is "More than a club.
" What does it mean? Sandro Rosell: Well it's a feeling.
It's part of our lives.
It's within our heart.
It's something that is part of your culture.
And that's the reason it's more than a club.
It's not only 11 players playing against 11 players and winning or losing.
It's much more than this.
It's something that is within your blood.
Barca has been in Gerard Pique's blood for three generations.
Today, he's one of the pillars of the team.
He took us to a hallowed place in Camp Nou: the locker room.
Bob Simon: A lot of very famous people have been before you, huh? Gerard Pique: Yeah.
And every locker is a monument of sorts.
The names of players who came before are never erased.
Bob Simon: Let's see your locker.
Gerard Pique: You have Maradona, one of the best players in the world-- That's Diego Maradona, the great Argentine player from the 1980s.
Bob Simon: One minute.
When you go to your locker every day, you're looking at the name Maradona.
Gerard Pique: Yeah.
Some of football's most legendary figures have also booted up in this room.
The Dutchman Johan Cruyff.
The Bulgarian Stoichkov.
The Brazilian Ronaldinho.
But the club's most spectacular successes have been scored by today's crop.
Fourteen out of 19 competitions in the last four years.
Gerard Pique's debut season was 2008.
Gerard Pique: We won the league, we won the cup.
And this was the European Championship.
Bob Simon: Pretty good year.
Gerard Pique: The best year in the history of the club.
Never happens in the history that you win the three titles.
The road to every match leads through a long tunnel.
Some players stop here.
Gerard Pique So here we have, like, a little church.
And-- Bob Simon: A chapel in-- Gerard Pique: A chapel.
Some of the players-- before the game--they pray.
Bob Simon: How would you describe the atmosphere here before a game? Gerard Pique: A lot of nervous, a lot of tension.
Bob Simon: And it's pretty quiet here now.
I bet it isn't quiet when you walk out, huh? Gerard Pique: No, it's not.
It's incredible your first time here.
[This is heart stopping.
.]
If you think that's heart stopping, look at this from Gerard Pique.
[Xavi he has found Pique! And Gerard Pique finally break through the Inter barricades!.]
And remember, he's a defender.
Scoring goals is not normally a defender's job.
Great football.
But for Barca fans, so much more.
It is an affirmation of who they are: Catalans.
Barcelona is the capitol of Catalonia which, on the map, is a province of Spain.
But many here want to secede from Spain, form their own state.
The Barca players are their soldiers.
Sandro Rosell: What this club represents to us, it represents to be part of a country called Catalonia.
Then I would say, yes, we are quite different.
Bob Simon: Country called Catalonia.
It's not in the United Nations.
Sandro Rosell: Not yet.
Who knows.
Over the last few months Barca fans have been acting like they're at a political rally.
During every match the stadium erupts with cries for independence.
The politics may be particular to a piece of Southern Europe.
The football belongs to the world.
John Carlin: You go to a remote village in northern Madagascar, I bet you anything you like that you will find kids there wearing Barca shirts.
And if you ask people, "Who is Messi?" You know, a bunch of kids, everyone will raise their hand and start screaming and shouting so-- Bob Simon: They've never heard of Derek Jeter? John Carlin: I'm afraid not.
Americans will become Messi fans soon enough.
He is after all only 25 and just keeps on getting better.
[Messi has a decoy in Iniesta Iniesta back to Messi .
.
Goal 86!.]
Last month, he broke the world record for scoring the most goals in a calendar year.