From 600+ conversations with the world’s leading thinkers.
I don't believe there's a universal formula for success—I can only share what worked for me, which was driven by enthusiasm for new ideas. What I value most in people is enthusiasm—not passion, which I find overused—but genuine enthusiasm to see opportunities and act upon them.
Most people we have worked with who have accomplished great things have an other-centred purpose, and that's never just 'make a lot of money…' – it could be to make women's lives easier, to close the inequality gap, to change the world, it's something which isn't strictly personal and selfish.
The only way I can get truly invested in something is by doing it and understanding the full-stack of why and how it works, rather than playing a role in it- it's why I was so bad at working for other people… I learn through immersion.
In my role, I assess new investments and innovations not just through financial lenses but also considering their societal and environmental impacts. This broader perspective is a key difference from the shareholder-centric approach.
If you're going to be a city of love and compassion, you're going to have to develop economics infrastructure, capital planning and job creation policies, complementing them with education. For those who feel left out, we have to bring them in, and have that conversation with every company, every worker, and fight for them to be part of the more complicated world.
Empowering women to be decision-makers in their families and communities makes everyone safer, more successful, healthier, and more educated.
When you have good people, the culture naturally thrives on its own. Everyone in our team is remarkable, with strong moral values, which ensures everything runs smoothly.
Navigating complexity and uncertainty requires long-term thinking, not long-term planning. Long-term thinking requires accepting, even enjoying, the challenges of unpredictability, builds the flexibility required to navigate it, and rejects simplified narratives that lose the nuance of this reality.
Participants in each market, faced with threats, had to put competitive behaviour aside and realise the strength of collaboration.
Today's Coronavirus crisis is not a force-majeure, it is a biological phenomenon, the spread of which is an indictment, and commentary on the mediocrity global leadership. It should never have escaped Wuhan, and the fact it has shows a failure of leadership and now the very same people who are responsible for neglecting these issues are being invited to comment on it, and lead our way out.
We must not only use the emotional part of exploration, but also the state of mind of exploration which encourages us to get out of our bad habits, beliefs, everything we know, our comfort zone, and even our way of thinking. The mindset of exploration encourages us to find new solutions.
there are no good musicians who do not have a good ear, no artists without a great imagination, no writers without an excellent command of the language. The same goes for our trade. It is not enough to know how to use a calculator or build sound financial models. You need to have vision. You should look at a business process as if it were a living thing; you need to sense its music. You know, a good chess player does not need to spend a great deal of time calculating – sometimes one look at the chessboard is enough to know if a combination is good or bad…