I give all of you permission whereby, if I change the way I behave, my beliefs, the way we are going, I give you permission to hit me in my face, you need to bring me back to reality.

We go to war not because we ignore the costs, but because we know there are costs, but we are willing to pay those costs because we get something from the war which we wouldn't get otherwise.

For me, one of the big gaps is youth entrepreneurship. There are a high number of young people who want to set-up businesses, but there is a huge gap between their aspirations/intentions and the actual delivery of setting up a business.

I define disruption as being where the incumbent players and incumbents somehow deny what their customers are saying or want differently. A disruptor comes in, sees a problem more clearly, and in some cases has more freedom to attack the problem.

Working with the world's best athletes forced us to build the most accurate technology, and not to cut any accuracy or performance corners. Pro athletes helped to remove the stigma around health monitoring and make it something aspirational instead. Technology that's on your body 24/7, it starts to play a role in your identity!

As a collective, we tend to look at progress as being linear, especially where it concerns women's rights. This is a huge mistake and breeds complacency because we risk losing the hard-won gains.

With superintelligence, that whole panoply of physically possible technologies could be realized in short order, since the inventing would happen on compressed timescales. We could experience a telescoping of the future—where developments that once seemed millennia away arrive soon after the transition to the era of machine intelligence.

My learnings came not only from our successes, but a lot of the key learnings came from failures. When you do experience failure rather than to run away from it, you have to sit down and do a good post-mortem and learn from your failures.

Management that is forced into near time results and paybacks is not tuned for the sort of messages that design has to offer––those of long term customer relationships, of innovative approaches to creating desirable uniqueness.

Adversity, I believe, is vital. It's the crucible where strength is forged. Without struggle, without battles to face, we remain static, unable to grow.

Top-tier companies, Toyota being a prime example known for its operational excellence, are well-acquainted with the value of slack. A fundamental lesson taught to MIT Sloan students in operations classes is that in any system with variability, it's not ideal to operate at 100% capacity utilisation.

You cannot expend more energy than you can consume. That's a fundamental law of physics. If you do, you starve, you die, and you remove yourself from the gene pool. Biological systems have therefore been under enormous selective pressure to develop highly efficient intelligence.