And I'd say one of the great lessons I've learned over the past couple of decades, from a management perspective, is that really when you come down to it, it really is all about people and all about leadership.

You're not just trying to do something marginally, incrementally better. You're doing something that is a fundamental paradigm shift, that will have exponential impact. That means it's harder to do, but ultimately, if it's successful, the impact it has is far greater.

The attackers are the people with bold, innovative ideas who are trying to disrupt the status quo and usher in a better way. The defenders are the incumbents who try to defend what they have. We need to bring an attacker mindset to whatever we choose to do.

When I was trying to popularize the concept of the Internet - ten or 15 years ago - I came up with this concept of "the 5 Cs." Services needed to have content, context, community, commerce, and connectivity. After that, when I was trying to think of what the key management principles were to build into the culture, I started talking about the Ps. The P's were things like passion, perseverance, perspective and people. I think the people aspect is really the most important one.

And so the idea was, well maybe you can take an Atari video game machine, where people plug in a game cartridge, and plug in a modem, and tie that into a telephone, and essentially turn that game in the machine into an interactive terminal.

If you believe that some day it's going to happen, some day it probably will happen. You just have to make sure you're there when it's happening, and ideally you're at the front of the parade, and the principle beneficiary of when it happens.

You really need to believe that you are on to something important.