My advice is don't use technology primarily to lower costs. Use technology to create new, effective ways of touching the market and creating new businesses and if you do that right, the cost savings will come.

Using technology merely to lower operational costs amounts to standing on a whale fishing for minnows. It just allows you to do the old thing more efficiently, where in this moment of deep transformation, it is much more likely that you should be doing something entirely new in an entirely different way.

Every new thing upsets people. We all know someone that has a teenage kid who sits in the room and the television is on, their iPod is on, they have the computer on and at least three other electronic devices going while they're doing their homework. It drives the dad nuts, but he can't complain because the kid's a 4.1 (GPA) student.

The value of a social network is defined not only by who's on it, but by who's excluded.

Stock prices turn people's heads. When prices are high, we treat a company like gods, and if they drop, we treat them as fools.

I can't imagine how you can find the discipline to be emotionally detached reporting on a revolution, the winds of which are blowing right down the hallways of the publication you work for. That's like an orthopedic surgeon trying to perform arthroscopic surgery on their own knee. It's possible, but it's hard to see through all the pain.

We've become more and more interrupt-driven. If you have six tasks to do in an hour, you can't just take 60 minutes and divide and have 10 minutes per task. You have 10 minutes per task minus the time required for context-shifting. That will be the next big challenge: figuring out how to fight the distraction-driven mode we're in and stay focused on one thing long enough to get it done.