I learned how to be a learner. When you get in a job, the tendency is to say, 'I've got to know it. I've got to give direction to others. I'm in this job because I'm better and smarter.' I always took a different view, that the key was to identify the people who really knew and learn from them.

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.

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

If we could muster the same determination and sense of responsibility that saves a country like Japan - or a company like Xerox - then investing to save women and children who are dying in the developing world would be very good business.

You know a good board when you see one.