A company needs to have good business reflexes, to be able to marshal its forces in a crisis or in response to any unplanned event.

We need to look at less obvious paths, things like the wind in the jet stream, which is very high up. The material science of what type of kite string you would need to connect up to that. That's still at the basic research level.

We [Corbis] make it so easy to call up images, whether art or people or beaches or sunsets or Nobel Prize winners.

When I was in my 40s, Microsoft was my primary activity.

My broad sense of this is that authors like Smil really paint the clear picture, and once you see that, it's kind of Oh, of course. That's such a primal thing to all these physical services that we take for granted.

You can go overboard in how quickly you might expect new technologies to transform people's lives. But I very much believe the way software is used, the way information gets distributed, will be dramatically different within 10 years. There is fire to go with all this smoke.

Our leadership [in Microsoft ] has that - "hey, we are the best in certain ways," and so we get the best people. That any kind of positive dynamic is quite good, so I love what's going on there, it's fun.