If you're a global company you are going to have jobs overseas. The reality is if we start taxing those jobs at a rate that makes them noncompetitive in those markets, the reality is that we're going to lose business.

My dad was an editor and a writer, and that's really where I would have liked to have gone. But the genetic link was not intact there, so I wound up going into business. But I love to write, still. I'm not a great writer, but I enjoy it.

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.

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.

There is an explosion of information happening, yet people demand quick access to relevant content that cuts through the clutter.

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.

You have to live the mission... love what you do.