It's an amazing time to be an entrepreneur because not only is the stuff getting more capable and powerful, but it's becoming more reliable and the costs are coming down dramatically. So you can go out as an entrepreneur and start a company on a credit card and go to AWS and a few other services and be pretty virtual and, who knows, you may be the next Steve Jobs.

Everything at Apple can be best understood through the lens of designing. Whether it's designing the look and feel of the user experience, or the industrial design, or the system design, and even things like how the boards were laid out.

The Japanese always started with the market share of components first. So one would dominate, let's say, sensors, and someone else would dominate memory, and someone else hard drives and things of that sort.

I wanted to be an industrial designer, so I went to business school for that, and I then went on to marketing at Interpublic Group of Companies, which was one of the first organizations to actually think about brand marketing. I worked on Coca Cola's account, and then I was recruited by Pepsi, and I ended up being Pepsi's first MBA. I was called the High Wire Act because I was in my 20s and I was given jobs of increasing responsibility that I was totally unqualified for.

In the industrial age, the CEO sat on the top of the hierarchy and didn't have to listen to anybody ... In the information age, you have to listen to the ideas of people regardless of where they are in the organization.

People who take risks are the people you'll lose against.

The iPod is a perfect example of Steve's [Jobs] methodology of starting with the user and looking at the entire end-to-end system.