From 600+ conversations with the world’s leading thinkers.
Never was wealth the driver for me. – it was always hey, there's a cool idea here, let's make something of it. It was nice to be well rewarded, but the interesting part was working the problem, thinking about new things and how to bring them forward from being ideas to being products or new ways of doing things.
By the time he was still scrolling through his options, I simply showed him the answer on my phone. He was taken aback, admitting that this was a far superior approach. This experience exemplifies the revolutionary nature of answer engines.
The sleep revolution is finally hitting the workplace. The business world is waking up to the high cost of sleep deprivation on productivity, health care, and ultimately the bottom line. I expect the nap room to soon become as universal as the conference room.
The only way to innovate is to follow Aristotle's prescription. To create a future that is different to the past is to imagine possibilities and choose the one for which the most compelling argument can be made, not the one for which there is the most data. If companies want to innovate, they need to realise that data analytics is killing innovation yet is lauded and used increasingly.
You cannot expend more energy than you can consume. That's a fundamental law of physics. If you do, you starve, you die, and you remove yourself from the gene pool. Biological systems have therefore been under enormous selective pressure to develop highly efficient intelligence.
I think of creativity very broadly, for me it's about solving problems. A lot of people put creativity into the narrow bucket of artistic expression; including film-making, creative writing, music and so on- but there are many who understand that if you look at science and engineering, there are many very interesting problems that require creativity and you see a great outpouring of new ideas.
You cannot govern a 21st century globalised business with the management style of an 18th century trading firm. In the same way, the modes (and rationale) of governance must be brought up-to-speed with the nature of the citizens they are responsible for.
We all have the opportunity to be on the level of Da Vinci or Franklin because we all have access to so many different forms of knowledge. Those who study philosophy, the arts and sciences together can make connections at that very high level.
At one point, while working on the rotation routine, I was watching a piece rotate on the screen. It was then that the idea struck me—the game could be played in real-time. That was the very first important 'aha' moment for Tetris.
Bureaucracy may be humankind's most important innovation. Whether it's scientific innovation, the invention of the steam engine, locomotive, electric-motor, semi-conductor or antibiotics, none of these would have been possible without the understanding of how to work precisely and repeatably at scale; bureaucracy.
We've found that innovation really happens when you constrain a problem very specifically and then throw it out to the world to solve. It's a slightly different way of thinking.
By 1970, with a budding awareness of computers, I envisioned a future where the cumbersome administrative tasks of gaming could be offloaded to computers, transforming gameplay into something as visually captivating as television but with the added allure of interactivity. My vision was clear: to merge the engagement of gaming with the visual appeal of TV, thereby revolutionising how we play.