Whatever the country, whatever the culture, whatever the time, when you become a big enough organization, you start to collapse and slow down.

But a big paradigm shift is staring us in the face. If I left things to someone else despite having my own thoughts on it, I wouldn't be true to myself.

If something happened, like engineers starting to quit, things would go downhill fast.

Our proposal had more than just money. We would increase their staff and keep their headquarters, their brand and their management in place. We made them a comprehensive offer they couldn't refuse. Shareholders simply receive cash, but with the staff and management, we had to show that we could share the same vision. Employees would probably resent us if money were all [we offered].

I don't care about the sort of things that will bring in chump change over the next two or three years. I think I'm better than others at sniffing out things that will bear fruit in 10 or 20 years while they're still at the seed stage, and I'm more willing to take the risks that entails.

[Simon Segars ] came by a few times.I told him, "If you understand the future of the internet of things that much, then you should add more engineers and go on the offensive." Simon had explained to analysts and others that he intended to do that sort of forward-looking investment, but he said it's tough for a listed company considering its share price falls if profits drop.

I haven't invented anything earth-shattering. If I could be said to have one noteworthy ability compared with the average person, it's that I have a keen interest in reading the direction and timing of paradigm shifts.