Something as simple as better breastfeeding could save a million children a year.

I left Xerox for the non-profit sector because it was clear to me that only public/private partnerships can pull off a turnaround plan at the scale we need to tackle global poverty.

When I became CEO of Xerox 10 years ago, the company's situation was dire. Debt was mounting, the stock sinking and bankers were calling. People urged me to declare bankruptcy, but I felt personally responsible for tens of thousands of employees.

One of the things we often miss in succession planning is that it should be gradual and thoughtful, with lots of sharing of information and knowledge and perspective, so that it's almost a non-event when it happens.

I got a journalism degree. I started doing journalism - I interned at 'Cosmopolitan' magazine in the 1970s, which probably wasn't the best place for me, and I spent six or nine months freelancing. Anyway, I wasn't that good at it.

By the time I stepped down as Xerox's CEO in 2009 - and as chairman in January 2010 - Xerox had become the vibrant, profitable and revitalized company that it still is today. What made the difference was a strong turnaround plan, dedicated people and a firm commitment from company leaders.

Employees who believe that management is concerned about them as a whole person - not just an employee - are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.