One of the biggest challenges we had in the first decade was not that many people had personal computers. There weren't that many people to sell to, and it was hard to identify them.

So you have to force yourself out of a comfort zone and really try to figure out what are the key ingredients, the key skill sets, the key perspectives that are necessary, and then figure out a way to attract the very best people to fill those particular roles.

Today, National Geographic has a membership side with a magazine and some television side, and they generate about a billion dollars in revenue, and they're profitable. And so at the end of the year they have some bottom line profit which they can then reinvest, because they're running it as a not-for-profit in charitable endeavors.

If you really got the right people, and you've got them working together as a team, whether it's in business, whether it's in science, whether it's in politics, you can make a big difference.

I was a better builder than a manager. I'd rather focus on maximizing the opportunities swinging for the fences than minimizing the risk with bunts and singles.

All great ideas start as weird ideas. What now seems obvious, early on, is not obvious to anybody.

I think what people love about the Steve Jobs story is not just the track record at Apple, but that comeback story, that he was thrown out of Apple, came back and built the company even greater. And that perseverance is so important in terms of entrepreneurship. And nobody is a better role model for that, for all entrepreneurs all over the world than Steve Jobs.