I would like to see policy makers and international donor agencies realize that it is not enough to give money for demonstration projects. From the very beginning plans should be made for the scaling-up of successful innovations.

If I can give a very substantial injection of humanistic thinking into corporations, boy, that would change things a lot.

It all started in India in the late 60s when I began helping my husband George, who was in the population field, evaluate the introduction of the intrauterine contraceptive device. At that time the IUD was considered to be the panacea for India's population problem. George's dissertation was focused on population and he became interested in the question of this new technology and how people were responding to it.

I often say that shareholders should feel very responsible for how responsive corporations are to the public trust.

Because in traditional Hindu culture menstruation is associated with a variety of social taboos, prolonged menstrual bleeding produced conflicts within families. The whole idea of fertility regulation was still extremely new in this setting and many husbands and other family members were angry when they found out that women had decided on their own to use the method and had gone to the clinic in secret.

Probably the first time I was a boss was when I was associate dean of the graduate school at the University of Southern California. I was in my early 30s.

It is not enough to give money for demonstration projects. From the very beginning plans should be made for the scaling-up of successful innovations.