Business

We had amazing values at WeWork, they were distinct, they were cool and I'd never heard of them before, but there was no connection between those values and what all the employees saw on an everyday basis.

I believe that culture isn't a continuous act. At key inflexion points, it's vital to look at your culture – do our values really represent who we are today and who we want to be?

The silver lining of this pandemic in the last couple of years is we have realised that culture is not relegated to an office, it's agnostic of a physical office. It is how we work with each other.

Culture is much bigger than that. Culture goes beyond values. I define culture is three primary parts. The first part is behaviour. It's the behaviours of your employees that get embedded into all the processes we are already doing. The second part is processes. The third piece is practices.

I don't think culture is the bean bag or the Ping-Pong tables or the free food or the happy hours. Those are great opportunities to connect as individuals and have a little fun, but I do not think those things define what a culture really is.

Innovation is a skill, a teachable skill, just like management. If you focus on a handful of key principles, you can effectively drive innovation in any type of business.

Former President of Nintendo of America, led iconic console era

Innovative companies are not afraid of failure – they're willing to take risks, fail forward, learn from missteps, pivot, and keep going.

Former President of Nintendo of America, led iconic console era

Philanthropy is very much like business, there's not such a huge difference. In business you have a mission statement, in philanthropy you have a vision. I believe in philanthropy we want to do things that give back as much as we give, otherwise it doesn't have permanence.

Pioneering Software Engineer & Founder of Freelance Programmers Ltd

Remote work has turned the lights on in the room, it's allowing us to see the cracks and cobwebs, and we can never switch that light off again.

Harvard Business Review contributor & workplace dynamics expert

We're only just acknowledging the importance of those relationships. They're incredibly important because when they're positive, they're a source of joy, energy, productivity, and resilience. There's a lot of research that shows that when we have friends at work, we are more resilient, and we perform better.

Harvard Business Review contributor & workplace dynamics expert

I define disruption as being where the incumbent players and incumbents somehow deny what their customers are saying or want differently. A disruptor comes in, sees a problem more clearly, and in some cases has more freedom to attack the problem.

Co-Founder of Netflix & Former Redbox CEO

Social media has completely and seismically changed our industry in a way that is hard to express. Historically we would have largely been reliant on a few gatekeepers, but that has been completely flipped on its head with social media, in that anybody with a unique voice that is able to connect with an audience can be talent.

We see ourselves as the long term creative and strategic partners to our clients and that word – partner – is really important to us. We will put intellectual, human, financial capital around the ideas of our clients and make them happen. A manager is about somebody that has an opinion, who has the ability to take your dream from inside your head to a reality.

There is a certain kind of X factor that is really hard to define, but it is the thing that makes a person stand out when they walk into a room or makes you magnetically drawn to walk towards them at a party or a gathering. It is often about authenticity and being true to themselves, because I think most people are very good at reading what is and what is not authentic.

The tendency is to avoid the need for more options because anything that's unfamiliar, as human beings we tend to flee uncertainty. We naturally go towards what we already know because we know how to deal with something we have done before.

Co-Author of "Ideaflow" & Design Thinking Expert at Stanford

Business problems are idea problems because like most other problems we face, they do not have one answer. The reality is, for any of the problems we face, there are a thousand possible answers.

Co-Author of "Ideaflow" & Design Thinking Expert at Stanford