The world is very disparate, in terms of the US using the most energy per person, and then the other rich countries - Europe, Japan, New Zealand - using about half of what we do, and then the world average being about a fifth of what we use, with China just now surpassing the world average.

We're focused on providing innovations in software, driving the continuous improvement for a much better experience, and there's a lot going on here that speaks to this decade and what's going to happen in this decade. We can kind of sum it up in terms of saying, "Yes, you can."

When I was growing up, my parents were almost involved in various volunteer things. My dad was head of Planned Parenthood. And it was very controversial to be involved with that.

In a system of capitalism, as people's wealth rises, the financial incentive to serve them rises. As their wealth falls, the financial incentive to serve them falls, until it becomes zero. We have to find a way to make the aspects of capitalism that serve wealthier people serve poorer people as well.

One thing people underestimate is how markets don't allow anyone to do anything except make better and better products. There's not much leeway. The world is a lot more competitive than most people think, particularly in a high-technology area. If a company takes its eye off improving its products, if it tries to do anything that would be viewed as an exercise of power, it'll be displaced very rapidly.

The most meaningful way to differentiate your company from your competitors, the best way to put distance between you and the crowd is to do an outstanding job with information. How you gather, manage and use information will determine whether you win or lose.

Sometimes we do get taken by surprise. For example, when the Internet came along, we had it as a fifth or sixth priority. It wasn't like somebody told me about it and I said, "I don't know how to spell that." I said, "Yeah, I've got that on my list, so I'm okay." But there came a point when we realized it was happening faster and was a much deeper phenomenon than had been recognized in our strategy.