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.

I don't like to be rushed. I plan my outfits for the week in advance. I find the appropriate outfit for each occasion, try it on, make sure it is in good condition and have it all ready with shoes, handbag and accessories laid out in my dressing room. Fashion is such a huge part of my career, I have to think ahead.

As you go through your career you learn what works for you and what doesn't and you pick things up with experience.

I majored in screenwriting and playwriting in school - and wanted to make films as a career. But when I directed my first short in college - which was called 'Extras' - I lost thousands of dollars and made an unsatisfying and incomplete film.

I grew up in a very high-achieving family. I have a brother who's a Harvard-educated cardiothoracic surgeon. My other brother is a two-time Olympian, fifth-round draft pick for the Philadelphia Eagles, and an entrepreneur and philanthropist.