The inexpressible depth of music... easy to understand and yet so inexplicable, is due to the fact that it reproduces all of the emotions of our innermost being, but entirely without reality and remote from its pain.

Having a fiduciary duty implies an undivided loyalty to corporate interests, arguing that it's impossible to hold a fiduciary duty towards stakeholders since they are considered natural adversaries. Thus, according to the law, stakeholders are viewed as opponents.

Many people assume that they understand what stress truly is. Yet, I believe our collective definition might be somewhat misguided. Hans Selye, often regarded as the pioneer in stress research, characterized it as the body's non-specific response to any demand. Rather than categorizing stress as either good or bad, we should understand it as the body's reaction to any non-specific challenge.

When your business becomes a unicorn and heads for the stratosphere, there's a temptation to slide into the primary activity of the business being turning capital, and so customer focus can get lost. Once you stop putting customer first, the competition will destroy you.

When discussing consciousness with my three sons, I describe it as an emergent phenomenon. Imagine 80,000 people in a stadium, each one representing a neuron. The collective roar you hear when you approach the stadium might be likened to consciousness.

Slowly, over the course of a decade, we built relationships by proving we weren't there to destroy luxury's heritage and its 'unspoken codes of conduct,' but actually to protect them and enable this industry to thrive. We were fashion insiders, and we just happened to be coders too!

The most important thing a leader has to have is an idea on where they want to go and the ability to bring people with them. Most discussion about leadership is about styles and characteristics, but the most important thing is having a clear sense — and a right sense — of where you want to go.

Mental resilience comes from knowing, deep down, that you're supposed to be where you are. Confidence in your purpose is crucial. By focusing on the next step while keeping the big picture in mind, you can effectively accomplish the mission.

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.

I think the answer, really, in my view, is that we cannot control them because they are smarter. As simple as that, we only know that the smartest hacker in the room will always find a way through our defences. So maybe we should stop our arrogance for a minute.

The system we've built has been successful at lifting many people out of poverty, and at creating amazing products and technologies, but it's not solving many of the problems we face today – in fact, rules and culture of our economic have created many of those problems.

The plan is the lists, milestones and responsibilities- not the document that describes them.