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.

We're living in a different world now in terms of employee needs, and companies have to offer alternative methods for getting the work done. Even under the most difficult circumstances you can have creative flexibility.

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

Not everybody is created equal, and it's important for companies to identify those high potentials and treat them differently, accelerate their development and pay them more. That process is so incredibly important to developing first-class leadership in a company.

I worked in sales. It was definable, it had a quantifiable approach to accomplishment that had a great deal of importance to me. It had a degree of clarity that I loved. And of course, it was core.

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

Who you are, what your values are, what you stand forthey are your anchor, your north star. You won't find them in a book. You'll find them in your soul.