I think what we really need to think about is how do we reimagine the management and movement of money in an era where everyone will have a smartphone.

In many ways, leadership is about defining reality and inspiring hope, but if you have these great people around you and they know that what they do is going to be recognized, it can be incredibly powerful.

I spent the first 18 years of my career at AT&T, and it was a wonderful place that kept me moving all the time. I mean, I started off as entry level a position as you can get at AT&T.

My mom pushed me in a baby carriage at Martin Luther King rallies. My grandfather was a union organizer. And to me, there is no room - no room - for discrimination of any kind. To me, it's just an anathema.

I love everything about football. You can learn so much from it, from leadership qualities to discipline. This sport involves every kind of emotion.

In 1986, Microsoft and Oracle went public within a day of each other, and I recall telling one of my colleagues that the software business will become big. So I started working with software companies in the mid-'80s and never turned back.

The center of gravity for an organization should be as close to what they make as possible. If you make cars, you need people in the factory. If you breed horses, be in the stable. If you make the Internet, live on the Internet, and use all the freedom and power it gives you.

Not long ago, in an excruciatingly remote village in the Australian Outback, I was startled to see a bartender in a cowboy hat measuring out a classically proportioned French 75 - something he'd picked up on the Internet, he told me.