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. It has been eliminated from the gene pool. The better you model the world, and the faster you can act on that model, the more likely your genes are to survive.

Digital technology and instant news cycles, together with the aggressive marketing of fear-mitigating products and services, are certainly driving fear in contemporary society. Today, fear is closely related to the problem of misinformation and disinformation, and to the erosion of trust in political institutions.

Having grown up and worked in this environment, I strongly believe there is a solution to everything as long as you are not willing to accept a status quo and constantly look for better results.

We're moving towards a world of increasing abundance. The poorest and wealthiest can access the same information because of Google; the same information Larry Page has! That same democratisation and demonetisation will occur in other critically important areas of our life.

A pervasive sentiment among high-performing organisations is the fear of failure. I sought the opinions of numerous high performers on who they admired or found interesting and surprisingly, none mentioned a business.

The area under the curve over time is greater if you keep your prices low than if you jack them up to maximise revenue. I'd get kicked out of a business school for saying something like that, but it's true.

I don't think about legacy, that's just not me. I think about what we're doing new every single day, across all the different areas we're involved in.

As a team captain, you have to figure out how people work, you have to make sure you say the right thing to the right person… you have to know when to shout, when to listen, when to be tough and when to be kind. You have to realise that being captain does not give you a license to order people around; if people follow you, they follow you because they've decided to, not because they have to.

He was just always looking for that hockey stick effect, and he would always tell me, and others, that you might get it 60% right, but go for the 100% right. And that might just be turning one other lever to the right or to the left.

I think transparency in this sense is a red-herring. A multi-strategy hedge fund could give an investor or the SEC it's daily trade blotter and accomplish 'transparency,' and the recipient would have no idea what to make of the trades.

Social synchrony is a big feature of human behaviour—it's a weird thing if you think about it, but we do things like marching in time and parading and singing in choirs in ways that are highly coordinated and synchronised.

Every failure has lessons it can give us- and knowing failure is possible and monitoring where you expect it to occur, allows you to divert your attention to the necessary observations and actions to carry out the positive.