I was frustrated for a long time with my colleagues in the business school world and with so many management authors who didn't really see themselves as innovators. They were glorified journalists.

Large organizations don't worship shareholders or customers, they worship the past. If it were otherwise, it wouldn't take a crisis to set a company on a new path.

All too often, legacy management practices reflexively perpetuate the past - by over-weighting the views of long-tenured executives, by valuing conformance more highly than creativity and by turning tired industry nostrums into sacred truths.

Today, no leader can afford to be indifferent to the challenge of engaging employees in the work of creating the future. Engagement may have been optional in the past, but it's pretty much the whole game today.

A successful entrepreneur can't be afraid of failures or setbacks. An initial setback can be a great opportunity to take a new and more promising approach to any problem, to come back stronger than ever.

I'd always assumed that by 40 I'd have at least a modicum of stability - a steady income, an established career, a bountiful fullness, like a pillow into which I could sink as I entered the second half of my life.

My intention of making acting a career was about being onstage.

Earlier, I thought it would be better for an actress to marry a businessman or a person from other profession, as it offers more stability. But then I realised that if I marry someone who doesn't belong to the same industry , he wouldn't understand my erratic schedules and also the norms of the glamour industry.