People underestimate their personal probability of encountering negative events. It is not so much that individuals believe that negative events will not happen, but rather that these events are relatively unlikely to happen to them.

I looked at it and thought, 'How can something this simple be so compelling?' It was compelling enough for me to take time out of the Consumer Electronics Show to go back and play over and over. I mean, I was hooked from the first time I played it. I couldn't explain what was going on.

Think about a rabbit sitting in a field. If that rabbit saw a hawk circling above and decided to wait for the back-propagation step before responding, it would be dead. The better you model the world, and the faster you can act on that model, the more likely your genes are to survive.

Salman Abedi, Khalid Masood, Khuram Butt, all of these people and the people in ISIS, Al Qaeda, Boko Haram, Al-Shabaab… We tend to think sometimes that they are extremism. But the reality is they didn't breed extremism. Islamist extremism bred them.

Strategy is, in large part, institutionalised belief. The question is whether your organisation has any mechanism for examining those beliefs — or whether they're just the water everyone swims in, invisible and unquestioned.

For me, it wasn't about creating a traditional business plan but rather channelling my 1960s mindset—I aimed to amaze and captivate people. I wanted passersby to wonder, 'Have you seen that? What's going on there?' Ultimately, this desire to make an impression has been the connecting thread in everything I've undertaken.

The only way for you to discover something new is to acknowledge the ocean of ignorance in which you are just an island. Experts have a problem with that – they want to get prizes, and get recognised by their colleagues and peers as being very smart.

Amazon is the archetype of a great brainy and brawny business because they do both so well but since every company is going to have to do those things, the skill set required of leaders will be different over the next couple of decades. In the old days, you could stay within a function, rise through that function, adding teammates to complement your skills…Today I talk about systems of leadership – and you need the ability to see the entire system.

We are all creative beings, but we're brought up being told not to colour outside the lines – but why? It's OK to be different…. It's more than OK to be different, and we need to encourage that.

Populism is the act of politicising and mobilising ignorance to the point of political and moral insanity.

Our vision statement was about elevating the world from a place of mediocrity to greatness.

Working class life has been important to me; it's not a question of pity or disaster- but of enjoying the comedy, warmth and generosity of spirit that you find there – alongside the use of language, dialects, and the stories of childhood and old-age.