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.

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.

Educated and productive young people are needed to help #‎ LIFT their countries out of poverty and create a wealthier, more secure world.

Good leadership is about the company's success, not your own.

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.

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.

Boards without women - blacklist those suckers. It's 2011. They've had the time - it's significant that they don't have women.