In general, I'm pretty busy with the other things I charted ... I bought a piece of a sports-tech company. We do a lot of work with at the Clippers. I think that'll be great. We're really looking at the possibility of extending and building a real over-the-top distribution channel with value-added services for the Clippers, that could lead to other partnerships and investments. But most of the stuff I'm looking at isn't because I say, "Hey, I want to invest." It sort of comes around from the work we're doing with the Clippers.

Baseball is a set of individuals doing their thing in the same team, but it's much more individual. In basketball people are making real time decisions about who gets the ball, do we trust everybody out on the court, and the analytics certainly don't show you all those subtle dynamics, but they're very important.

All companies of any size have to continue to push to make sure you get the right leaders, the right team, the right people to be fast acting, and fast moving in the marketplace. We've got great leaders, and we continue to attract and promote great new leaders.

Getting the big things right that make all the money, that's long cycle, really executing in a way that allows you to do it, that's short cycle.

We're very focused in on outcomes for government with respect to the amount of tax that goes in and the amount of expenditures that go out.

Linux is a cancer that attaches itself in an intellectual property sense to everything it touches.

Any idea that turns out to be truly great can be harvested for tens of years. On the other hand, if you want to continue to be great, you've got to bet on new things, big, bold bets.