Investing in early childhood nutrition is a surefire strategy. The returns are incredibly high.

An important mark of a good leader [is] to know you don’t know it all and never will.

When I became CEO of Xerox 10 years ago, the company's situation was dire. Debt was mounting, the stock sinking and bankers were calling. People urged me to declare bankruptcy, but I felt personally responsible for tens of thousands of employees.

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

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.

When you have that window of opportunity called a crisis, move as quickly as you can, get as much done as you can. There's a momentum for change that's very compelling.

Whenever an earthquake or tsunami takes thousands of innocent lives, a shocked world talks of little else. I'll never forget the wrenching days I spent in Haiti last year for Save the Children just weeks after the earthquake.