Our managers need to have a strong integration of managerial skills and technical understanding. One cannot substitute for the other.

To have strongly integrated managers who have a deep understanding of technology is a rare and difficult combination to build. You have to invest a lot in selecting and training these people.

You have got the right strategy, the right geography; you have got the right customers. You need to prioritise them better; we need to grow them better, mind them better. We need to give more value to them, and we need to execute a lot of areas in the organisation where we are not executing.

The principal challenge we face is to go up the value- and domain-skill chain and build a strong consultancy front end and, also, to globalize our leadership much more.

Our leaders must get to grips with the huge risk that carbon dioxide emissions pose to the economy and the environment. As we know, carbon dioxide is a long-lived gas. It hangs around.

Aren't we at the point where the closer we get to chaos, the more concern that there should be about coming to the table and compromising with Democrats? This is not leadership. This is almost like dictatorship.

If you look to lead, invest at least 40% of your time managing yourself - your ethics, character, principles, purpose, motivation, and conduct. Invest at least 30% managing those with authority over you, and 15% managing your peers.

I represent an emerging group of leaders within the Jewish community who are conservatives; not just fiscal conservatives, but social conservatives as well.