How often are you really realigning yourselves on strategy? And does it need to be faster, based on how quickly your market actually changes? The answer is usually yes.

Bureaucratic advancement means fewer peers, more span of control, generally an increasing information-pump function, and increased distance from the actual implementation of whatever it is the organization does.

By providing clear objectives for your team, and setting guardrails for how they get there, you will set them on the path to success.

The 20th century was all about hierarchies: if you want to create something, if you want to start a country, create a product, whatever it is. Your goal is to create a highly efficient hierarchical model, scale it, because that's what the competition's doing.

He has missed the finest lesson of culture and experience who has not learned how to enjoy without owning.

The most important lesson of New Labour is this: Every time we made progress we did it by challenging the conventional wisdom.

We're passing on something of ourselves to others. I feel that's what makes our life full of meaning. It's hard to have meaning in a closet, encapsulated by nothing. I think you really have to expand yourself and your life and do what you can for other people.

The ultimate lesson from my entire experience is you cannot prejudge human beings. You just can't. I don't care who they are, what their behavior, or what you've heard about. You have to be able to meet the person and talk with them, and even then, that's not even enough to prejudge them.