As a large company CEO, I believe one of the most critical roles is driving innovation and transformation. In fact, the CEO has to be the 'Discoverer in Chief.' Over time, a divide often forms between the discovery people and the delivery people. The language of discovery is imaginative and poetic—'imagine if,' 'what if we tried this?'—while the language of delivery is pragmatic and data-driven—'prove it to me,' 'show me the numbers.'

As I progressed in my career, there were always moments where I asked myself whether I was good enough for that next challenge. I was often the youngest person in the room, and typically the only brown face in the room. I took the fact that I felt I wasn't good enough as a challenge.

Global investors were awash in cash due to current account surpluses in emerging economies and easy monetary policies. Investors from emerging economies first invested their rapidly rising wealth in risk-free Treasuries, but once they had their fill of Treasuries they looked for higher yield in what they thought was the next safest thing, U.S. residential mortgages.

Over this 99.9% of human existence, when technology advances, population advances and counterbalances any potential increase in human prosperity. Suddenly once technological progress reaches a tipping point, families start to invest in education, they economise on the number of children, and technological progress is converted into richer people rather than into more people.

I often describe a Grand Slam as a marathon, not a sprint. It involves enduring extremely long matches, seven times over two weeks. In tennis, those who sprint don't make it to the finish line.