The problem is not the sentiment, it's the execution. When a company makes a mistake, the individual benefits because they've learned how NOT to do something while the institution had to pay for the mistake.

Harkening back to a story about my grandfather, I was lucky to attend a great high school in New York, Bronx High School of Science, which has produced more Nobel prize winners than any other high school in America.

However, I believe that large groups make markets, so serving the needs of large groups is a simple approach to success in business success. But that's no reflection on whether or not they're making wise moves or good calls. It's just about filling the need.

As members of a minority, one that was often persecuted, that entrepreneurial perspective was burnished with a sense of "outsider" status - so not only were we committed to finding our own way of achieving success, we also grew up to believe that we'd have to fight to get whatever we wanted.

In companies, there are three activities that should be labeled better. First there is the "CORE" which is the thing the company does that its customers pay it to do.

During that time, I began writing and designing the propaganda that we distributed to the students who we were trying to convince to join us.

In the summer between my freshman and sophomore year, my grandfather got me a job at a local messenger company working on Wall Street. I was lucky enough to have been in the business during a stock market boom but just before the fax machine appeared on the scene, let alone email and the Internet. As a result, the messenger business was booming.