When Google (a very high IQ place!) looked into their highest performing teams, they found the hallmark of those teams was a sense of psychological and emotional safety.

GDP and GNP shouldn't be scrapped, they're of value, but they don't even give us an indication of economic well-being let alone individual well-being

At one point, while working on the rotation routine, I was watching a piece rotate on the screen. It was then that the idea struck me—the game could be played in real-time. That was the very first important 'aha' moment for Tetris.

I think that most of us, when we give to charity, hope that we ultimately help people live happier, less miserable lives. So we should measure what we care about.

I hate that moniker because it assumes or implies a reduction in yield. I typically think impact investing, on the whole, can generate better risk-adjusted yields than the alternatives.

An actor who isn't acting becomes a sort of non-person. If you're not acting, what are you?

I have argued, along with Nassim Taleb, that one of the sources of overconfidence in our ability to forecast the future is the great ease with which we find explanations for the past. That's a very significant mechanism that produces overconfidence.

When I play, I try to embody the most primal state I can- that's when you're strongest, at your most powerful, intuitive and convincing. Too much information and analysis can actually get in the way of how you would naturally understand and feel your way through the structure of a long, complex piece of music.

My aspiration, both pre- and post-accident, has always been to fully embrace life's offerings. For me, success isn't about the endpoint; it's about the journey – the growth from where I began and the rich stories gathered along the way. I'm passionate about setting ambitious goals, committing fully, and approaching them with courage and audacity.

Simply put, a great business will understand its customers, have a clear, sound strategy and a business plan that can deliver against it. In order to do this it is very important to have a management team who can execute that plan.

We're not really creating a specific artefact—we're setting a direction for a process. There's no upper limit to that process; we're simply saying we'll create something capable of becoming smarter and smarter.

You move faster with replication. There was a time I could finalize an acquisition of a $3 billion company within days, from hearing about it on a Thursday to announcing it publicly on a Sunday. Such speed is a testament to the value of a replicable process.