The first one is to believe in the 'otherisation'. The otherisation states that anybody who is looking at the world through their lens is on one group, and everybody outside of this world view is another. And they are different and separate.

You have to understand, for instance, that in my lifetime until I was fifty or so- I had not witnessed any period without inflation of twenty or thirty percent, and sometimes one hundred percent.

The absolute biggest risk out there I can identify would be if something went really wrong with China as it is so important to the BRIC and global economic future. Luckily, I think it is a small risk.

Germany for example, has decided to close-down its nuclear industry. That creates a huge electricity deficit, and there is the potential to produce a large amount of renewable energy in Greece and export it to countries like that.

Games are a potent medium for crafting artificial experiences, offering an unparalleled avenue for exploration and learning. This realisation cemented my ambition to create games, driven by the belief in their profound capacity to encapsulate and convey experiences.

Architecture has the power to democratize space - to create environments where all people, regardless of their background, can participate in civic life.

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.

A lot of that feeling of alienation that you see in The Office, Dilbert, and so-forth is driven by people feeling that they don't understand context, and ultimately decisions don't make sense.

There is a phrase, tell me what you pay attention to, and I will tell you who you are. That is how I would see the quest for authenticity.

Most leaders are running human organisations, not financial organisations. This means they need to understand how to motivate, inspire and organise people first rather than capital first. This requires a set of skills that traditionally have not been taught in business schools.

You can't say, 'I want to change things, I want to lead!' and then say, 'I never want to be wrong, and I never want to fail…' There's no easy answer other than the fact that you have to see the conflict in your own mind and make your own choice.

Our envy of birds certainly helped drive our will to fly, however I think Leonardo was probably held back by trying to emulate the flapping of birds; that doesn't work with human muscles. We had to free ourselves of the perception that you need to flap your wings.