My dad was an editor and a writer, and that's actually what I aspired to be.

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

I'm not formal and I'm impatient. So I think my team would say that when she starts tapping her pen and the leg starts moving quickly, that it's time to move on. I'm not good at long, drawn-out kinds of sessions.

The hardware business is all about per-unit manufacturing cost and functionality. The services business is less asset-intensive and more dependent on people.

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.

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.

Employees are a company's greatest asset - they're your competitive advantage. You want to attract and retain the best; provide them with encouragement, stimulus, and make them feel that they are an integral part of the company's mission.