From 600+ conversations with the world’s leading thinkers.
There's definitely a sense that regulators don't understand how firms operate and the practicalities of what they do- and hence that regulations won't help resolve the issues, such as governance issues, that are there.
I believe that culture isn't a continuous act. We talk about strategizing. We don't just talk about our strategy. I believe that we also need to review our culture, maybe not as much as our strategy, but at key points of a company changing. It is essential to also look at how we are working together.
The world is lying to you. It tells you that in 10,000 hours you can become excellent at what you do and that your strength will never wane. That is a complete, utter, falsehood. At some point, the greatness that came to define who 'you' are will wane.
I hesitate to respond bluntly but 'design' to many businesses is an invisible element somehow present without effort…like 'free wifi'. And, as my son says, to his generation, 'wifi is like air'––taken for granted and only notable when the quality is bad or (god forbid!) it is not there at all.
Until James DeGale won a World Title, no-one who'd won a gold medal for Britain in the Olympic Games had ever won a professional World Title, which is quite amazing when you think about that. Think of the guys that didn't even get to the Olympic Games like Naseem Hamed, Nigel Benn, Eubank, Joe Calzaghe, Tyson Fury, Ricky Hatton. Sometimes the greatest boxers get overlooked- or maybe it's because of whoever is picking the amateur team… or maybe there are politics involved…. Sometimes you may just come across guys who are hungrier!
Arguably, the biggest challenge we face right now as humans and as a society is climate change and the issues associated with our negative impact on the environment. So, this has become a key element of my business endeavours along with all surrounding technologies that help tackle this issue.
What I realised was, that in studying other manufacturing companies, in particular Toyota, I could see that their mechanism for distributing responsibility and pushing it far down the organisation turned them into a creative enterprise! This is the opposite of what most people think, which is that the purpose of manufacturing is to reliably produce the same thing over and over again.
The idea that Google or Meta weren't American companies was a fiction they liked to tell themselves. It just simply wasn't true. And I'll tell you why: physically, their servers are in actual places.
The things that get rewarded in those systems are things that provoke, divide and drive outrage – so we end up with a broken media economy that drives us all crazy and doesn't represent the best version of ourselves – that doesn't help us come to a common understanding of truth.
For large corporations, globalization opened up opportunities without the correlate responsibilities which usually travel with that- so things that banks must do at home (in terms of being carefully regulated) they didn't have to do abroad... This took globalization out of balance, into a vicious cycle – and we're now dealing with the consequences of that.
The opacity is the difference between profit and loss. If every airline seat that could be sold- were sold at the lowest possible price, the industry would lose billions. If every airline seat that could be sold- were sold at the highest possible price… It would make billions.
The mindset shift has to be from those one-off activations to seeing gaming as a holistic, integral part of your overall strategy — something that's always on, like social media. Because think about it: as a brand, there's never a day when you go, 'Well, today we're not doing anything on social.' That just doesn't happen, right? The same mindset needs to apply to gaming.