If the workers don't keep themselves current - with some assistance and guidance from their employers - then the workers who are in the legacy roles will have to be removed. That's what's so difficult.

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.

The disruption caused by globalization and technology (what Tom Friedman calls hyperconnectedness) will be around for the rest of our professional lives.

When I started out, I wanted to have everything solved by the time I was 30. That didn't happen. Instead, I realized that the journey is the destination, that the work.

Apple made tools that helped people express their creativity and Steve Jobs knew that so he told that story well. But Facebook makes tools that help people connect and Mark Zuckerberg is hardly a story-teller. Nevertheless, he's become a leader because his products do such a good job of solving a problem.

I also believe that at a critical point (more than six people?), that collective wisdom turns into group think.

On a personal side, I found Bo Burlingham's Small Giants to be a great window into how business can be an extension of social change and the critical role the entrepreneur plays in creating progress in society.