Wisdom in fragments

The displacement that people face is now over generations not just years. The old model was to keep people alive until they go home. That model is broken, less than 3% of the world's refugees went home last year.

British Labour Politician & Former Foreign Secretary

In 2013, the International Rescue Committee were looking for a new CEO, and at the interview panel I said that I was applying for the job firstly because I thought some of the questions at the intersection of foreign policy and humanitarian aid were some of the most difficult questions in global public policy. How do you get aid into Syria? How do you educate kids in Afghanistan? How do you tackle sexual violence in the Congo? Those are difficult questions, and I like difficult questions.

British Labour Politician & Former Foreign Secretary

Ultimately, we want to make it unnecessary to be a B Corp – we want it to be just the norm of how all businesses are run, but that means we have to change the rules of the game and the role of business in society.

Co-Founder of Bridgewater Associates & Pioneer in Radical Transparency

In the midst of a global health and economic crisis, in the midst of a racial justice uprising, and in the absence of effective government, business leaders must take a stand on issues that matter to society and to their stakeholders!

Co-Founder of Bridgewater Associates & Pioneer in Radical Transparency

To be the CEO of a company, particularly of a B Corp, you require a set of transformational skills and the ability to think broadly, and over long time horizons. You need to be able to consider the interplay and interdependencies between the business and its various stakeholders.

Co-Founder of Bridgewater Associates & Pioneer in Radical Transparency

We need companies to play by a different set of accountabilities, not just those that are related to performance. It's about creating legal accountability around the creation of value for stakeholders, not just shareholders. That's what changes the conversation in the boardroom.

Co-Founder of Bridgewater Associates & Pioneer in Radical Transparency

Our theory of change is that you need credible, authentic leaders to drive systems change. Certified B Corporations are these leaders. They're setting the example by prioritizing people and the planet over profits. They're playing by a different set of rules! And they are doing so successfully.

Co-Founder of Bridgewater Associates & Pioneer in Radical Transparency

Systems change is slow because it requires consensus that there is a system failure to start with, as well as the presence of a viable alternative. This requires a combination of culture shift, behavioral change, and structural change to ultimately change the rules of the game.

Co-Founder of Bridgewater Associates & Pioneer in Radical Transparency

I love Mick and Bianca, but Jade's more my speed. I taught her how to colour and she showed me how to play Monopoly. She was four and I was forty-four.

Pop Artist Who Revolutionized Modern Art Through Mass Production & Celebrity Imagery

If I say to you 41, it's data. If I tell you 41 is the temperature in centigrade, that's information. If I tell you 41 is the temperature, in centigrade, of a human patient, that really is information – in fact, it's in danger of becoming knowledge because of the contextualisation it gives you.

Right now, it's a bit like the early stages of the universe. Lots of hot plasma gas everywhere, but structure takes time to emerge… We have the opportunity to re-imagine this, it's not a deal that's been done, and it's not too late to imagine a different way of organising, regulating, collecting, contributing and benefiting.

I remain a technical optimist… the problem is not artificial intelligence, it's natural stupidity. Through treaties, regimes and pressure we have at least stopped ourselves from the worst excesses in chemical, biological and nuclear science.

My fear has never been the machines waking up and deciding to do away with us, but rather that we- in our own bone headed way- deploy systems inappropriately, or without thinking through the unintended consequences that may occur.

We didn't just make technology, it made us. In the modern context, this phenomenon terrifies some people and excites others- but it's going to happen. We have to understand how humans and their tools and technologies blend at scale – it's going to be an absolutely fascinating journey.

I grew up in the age of space exploration, reading Asimov, Le Guin and Clarke, getting lost in the worlds they had created which were littered with aliens, robots and AI. For me, I think it was a combination of Star Trek, far too much Asimov and the niggling question of understanding ourselves better through computing technologies.

The future isn't written, and so whether it's too late to fix this is not determined but it has on many occasions this year in particular felt that we've crossed the point of no return. We need to be optimistic to do so, pessimism serves nothing.

Pioneer of Virtual Reality & Critic of Social Media