We have layer upon layer of novelty, and today we are in an era of hyper-novelty. The rate of change of the novelty we face is so fast that it has outstripped our evolutionary capacity to keep up.

When you've founded a business, the last thing you want to do is let-go. It's part of the psychology of most founders- but let-go you must, and if you handle it right, it can work extremely well.

I have never seen a good case for protectionism, but I can see a case for slowing down trade integration because it can be highly disruptive to domestic firms, markets and people's income in the short-run.

In my role, I assess new investments and innovations not just through financial lenses but also considering their societal and environmental impacts. This broader perspective is a key difference from the shareholder-centric approach. Another notable distinction is the focus in Silicon Valley on technological superiority, whereas in Japan, there's an intense emphasis on delivery quality and the customer and employee experience.

I have not been an urban investor in re-gentrification, which tries to change the character of a community and, candidly, is very speculative. Instead I look at revitalisation, which constitutes investing in existing densely populated and ethnically diverse communities and delivering the goods and services that are sought after but not provided.