In the army we are drilled into execution and then supervision, to make sure everything goes the way you planned it. But there is another thing that we do in the military, that I think perhaps isn't done enough in corporate life: As soon as you have made that decision, you start on the contingency planning. Because there is, as we like to say, a thinking, breathing enemy out there, who is not going to let you do just what you want.

It's really not a number I'm terribly interested in.

Politics is not bean bags. It's serious, tough stuff.

In the army, all combat officers are taught the "Estimate of the Situation": When you are faced with a problem - take that hill, or in business maybe grow your market share - the first thing you do is to make an analysis of your environment.

I don't think anyone would disagree with the conclusion that Saddam [Hussein] was a terrible dictator. He had gassed his own people and his neighbors. He had killed thousands of people, and he had started a couple of wars and destroyed his country.

In other words, don't expect to always be great. Disappointments, failures and setbacks are a normal part of the lifecycle of a unit or a company and what the leader has to do is constantly be up and say 'we have a problem, let's go and get it'.

I don't think we handled the aftermath of the fall of Baghdad as well as we might have. But that's now history.