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.

New York has arguably become the quintessential 1 percent city, a city that has been so given over to the rich that you now have to be rich to live here. Or not live here: New York's also a preferred destination for foreign money spent on vast, lifeless apartments in the sky that are occupied a couple of weeks a year at most.

I've had an exciting time; I married for love and got a little money along with it.

If I'm greedy and keep chasing the money, it's inevitable I will be beaten one day.

Good economic theory must give the people the chance to use their talents to build their own lives. We must get away from the traditional route where the rich will do the business and the poor will depend on private or public charity.