No institution will go through fundamental change unless it believes it is in deep trouble and needs to do something different to survive.

Watch the turtle. He only moves forward by sticking his neck out.

The more successful enterprises are the more they try to replicate, duplicate, codify what makes us great. And suddenly they're inward thinking. They're thinking how can we continue to do what we've done in the past without understanding that what made them successful is to take risks, to change and to adapt and to be responsive. And so in a sense success breeds its own failure. And I think it's true of a lot of successful businesses.

You can’t mandate [cultural change], can’t engineer it. What you can do is create the conditions for transformation. You can provide incentives. You can define the marketplace realities and goals. But then you have to trust. In fact, in the end, management doesn’t change culture. Management invites the workforce itself to change the culture.

Visit USA.gov and you'll find thousands of directorates, agencies, boards, offices, and services replete with overlapping responsibilities, ancient priorities, and divided accountability.

Every now and then, a technology comes along that is so profound, so powerful, so universal, that its impact will change everything. It will transform every institution in the world. It will create winners and losers, will change the way we do business, the way we teach our children, communicate and interact as individuals.

This really is a merger of equals. I wouldn't have come back to work for anything less than this fantastic opportunity. This lets me combine my two great loves - technology and biscuits.