There is a famous Iraqi idiom which states that if you think your opponents can eat you for dinner, then you'd better eat them for lunch. If your opponent is too big and powerful to eat you right-now, you'd better eat them for lunch before they eat you. Commitment problems from our opponents lead us to act, and that's another reason why rational man can go to war.
— Christopher BlattmanEntrepreneurship is about taking risks and having the audacity to commit and persevere through all the obstacles and hurdles we have to overcome.
Music is often better than speech at conveying and understanding emotion, because music has a kind of openness and ambiguity to it. Words, on the other hand, tend to put things into boxes. If I say, I'm happy, but also a bit sad, nervous, winsome, and tired, those words are still boxes. But if I play you a passage of music — maybe something by Elgar — you might think, Yes, that's exactly how I feel.
The skills that get them to one point won't carry them the rest of the way. We talk about the ticking time bomb. The ticking time bomb is these very characteristics — when you're trying to scale, and things are getting more complex, and you have to work through other people — they blow up.
Nothing happens by accident, everything is connected, and there are no coincidences: that is the essence of conspiratorial thinking.
The head of the Bank of England, Mervyn King, privately criticised David Cameron and George Osborne before the election for their lack of experience, the lack of depth in their inner circle and their tendency to think about issues only in terms of their electoral impact.
Our inner desire to start something new and make it big has been one of the most catalysing factors behind our collective evolution as a species. Our quest to explore and develop markets has persisted since the time humans have been trading goods.
Despite these needs, the reality is that more than half of the estimated 2.7 billion working age adults globally are excluded from formal financial services. Poor families, as far as access to financial services is concerned, are doubly penalised. They need financial access more than we do, but they only have access to inferior informal services.
So many people say, 'Jacqueline, I would love to change the world- but I don't know my purpose yet…' Purpose doesn't come to people sitting at the starting blocks and thinking about purpose. You have to live it.
Salman Abedi, Khalid Masood, Khuram Butt, all of these people and the people in ISIS, Al Qaeda, Boko Haram, Al-Shabaab… We tend to think sometimes that they are extremism. But the reality is they didn't breed extremism. Islamist extremism bred them.
Since we started really living these tools, we are now better at uncertainty than we were even two years ago. You can't go back to believing that it's too risky, you've got to keep going.
Managing in the age of outrage is not the same as managing outrage. Managing outrage is crisis management—you can turn it over to a part of the organization that's pro at it and then get on with your day. It's firefighting.
The defining feature of our era is that the next generation are bona fide digital natives. They're backed by technology, making them tech-empowered. Thanks to social media, they can sway vast audiences in mere moments. They possess a crystal-clear agenda about the environment, justice, equality, and beyond just financial markets, they're reshaping social and political narratives.