People ask my mother whether she had any idea that I'd be CEO of a company some day, and she would say, 'Absolutely not. Totally out of the realm of possibility.' There was certainly nothing that would have been very predictable in my upbringing.

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.

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

When parents are confident that their children will live, they have fewer of them. They invest more in each child's food, health and education.

Turnaround or growth, it's getting your people focused on the goal that is still the job of leadership.

Customers require the effective integration of technologies to simplify their workflow and boost efficiency.

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.