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what Danny Hillis is really like, in person

He speaks like the way our eyes read poetry — a few words to a line, then a pause, then a few more words, then another pause. He always gets the beginning of the next thought out before pausing, so there's sort of a tease that more is to come.

There's something about Danny Hillis's voice that's different from every other high tech bigwig I've interviewed; he's not trying to convince me or win me over or spin me. I have found that Silicon Valley executives thrill on debates of the hair-splitting variety - they love Socratic interplay. Arguing is to the CEO brain what the whetstone is to the edge of the knife - it keeps it sharp, ready to make discriminating decisions. They don't answer my questions so much as debug them, correcting the mispresumptions inherent in the question.

Compare this with Danny Hillis. When the thread of our conversation had enough momentum that it could continue without eye contact or head-nodding affirmations, Danny often physically disengaged. We would keep talking, but he would go lie down on the floor and stare at the ceiling, maybe stretch his back.

He articulates wonderful metaphors and purposeful anecdotes, each one offered sort of as a gift to the air, floating in space like a cartoonized thought bubble. Danny Hillis likes to talk about solving world hunger, or how to achieve interactive storytelling, or which will last longer - Mickey Mouse or Walt Disney Incorporated? These are not solvable queries so much as they are koans to contemplate. Koans free the mind of the rule that everything has to make sense, allowing us to accept the world more for what it is, in all its contradictions.

The man who created the world's most valuable brand remains an elusive figure when not in his grotto, often shielded by the tinted windows of a personalised executive sleigh that serves as his mobile office. Friends say that money is not his motivation, even though he is apparently seeking now to sell off all or part of his privately held empire. Talking to the elves, seeing the children smile, guiding the creative side of Christmas, these are the things that drive him, he says.

Yet the owner of the trademark beard and belly-laugh is also a man shrewd enough to have grasped the money-making potential of Christmas when nobody saw it as a commercial enterprise at all, and many thought it doomed to merge with New Year. Santa Claus, a former bishop from Asia Minor, thought differently. He did not invent Christmas, he likes to say now, but he did re-invent it. Probably nobody has ever seen the link between reindeer and revenues more clearly. “Besides”, says one high-ranking elf, “he throws great parties.”

Santa's quirky management style, combining large quantities of mulled wine with a tight grip on the reins, has turned the ho-hum into the ho-ho-ho. Once just a two-day affair in churches and private houses, Christmas is now the biggest-spending item in most western countries after health care and defence. The logistics of that success require Santa to be in thousands of malls by day and down millions of chimneys by night. Advisers say he relies on a series of proprietary algorithms derived from Heisenberg's uncertainty principle, which allow him to be in an infinite number of places simultaneously so long as nobody believes he is really in any one of them.


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