Economics

If you look at the balance sheets of Fortune 500 companies 50 years ago and today, you can see that 50 years ago, 80% of the value was physical stuff. Today, more than 85% of the value consists of intangibles. Companies must become so much more now that their value comes from their ability to inspire, drive and organise human beings.

Editor of Fortune Magazine & Wall Street Journal columnist

At the time of the last great recession, something changed. It was a significant failure of the markets, and really did cause people to question market economics. It was the beginning of a time when everybody felt the need to put a modifier in front of the word 'capitalism,' it was clear the incumbent version wasn't working as well as it could.

Editor of Fortune Magazine & Wall Street Journal columnist

Education exponentially multiplies advancements in every other sector. And critically, it empowers communities with the skills to shape their own futures, build their own economies, and advocate for their own rights.

Nobel Peace Prize Winner & Yazidi Genocide Survivor Advocate

When China started its open-door policy, 40 years ago, it was a much different environment. There was nothing to work with! It was a communist system before that, a planned economy, no free market. People started building things from scratch.

We need to get out of the peacetime footing that we are on and we need to get onto a wartime footing against this climate crisis. During World War II, the US allocated 50% of GDP roughly to fighting, and I believe we need to get to 50% of GDP sustained over 5 to 10 years.

Partner at Andreessen Horowitz, early Bitcoin and cryptocurrency advocate

Markets are good at things that have prices, but certain things cannot have prices. Whenever you have situations where you can't have prices, it's not a question of a missing market, it's that you cannot fundamentally construct this market, and this is when government intervention is required.

Partner at Andreessen Horowitz, early Bitcoin and cryptocurrency advocate

The real scarcity today is attention to the importance of the question, to what end are we deploying this capital. The knowledge age economy is aspirational and that is where I believe we should aim for as we are clearly not there yet. We are in a limbo now, an interregnum phase and this is when everything is particularly unsettling.

Partner at Andreessen Horowitz, early Bitcoin and cryptocurrency advocate

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.

NFL Wide Receiver for Tampa Bay Buccaneers & Super Bowl Champion

Today, we have the worst of the 1970s, with multiple different types of negative supply shocks and not just one.

Economist known for predicting the 2008 financial crisis.

The high debt ratios also masked the zombie households, zombie corporates, zombie businesses, zombie banks, zombie shadow banks, zombie governments and zombie countries. They never went bankrupt.

Economist known for predicting the 2008 financial crisis.

Until now, we had an insolvency problem – but we didn't have a liquidity problem that could trigger that insolvency because interest rates were so low. Now they're rising, and the mother of all debt crises is going to occur.

Economist known for predicting the 2008 financial crisis.

We are facing the mother of all debt crises. When you look at the data on private and public debt, the debt to GDP ratio was near 200% of global GDP in 1999, today it's more like 350% and rising. In advanced economies, it's over 420% and in China, 330% and rising.

Economist known for predicting the 2008 financial crisis.

We believe that flexibility should exist, and that benefits earned should be portable and proportional to the amount of work you're doing on each platform. It's a tremendous opportunity for the global work-system.

We're creating a different type of work. The average Dasher dashes for about four hours a week, and very often they're trying to save-up for something and use it as a supplement to their income.

Nobody will fund innovation in perpetuity – you need to make money; you need to deliver value to your customers. When people ask me whether we want growth or profit, I say yes! Both!

The potential of wearable health monitoring is enormous, and under appreciated by a lot of society, because version-1 of wearables were – to put it politely – underwhelming. The health care industry spends a lot on curative costs… and if you shift the curative to the preventative, you can save a tonne of money and have better outcomes.