From a very early age, I also realized I wanted to invent things. So I became really interested in technology and also then, soon after, in business, because I figured that inventing things wasn't any good; you really had to get them out into the world and have people use them to have any effect.

I do like group invention. I think there's really nothing more fun than sitting at a whiteboard with a group of smart people and spitballing and coming up with new ideas and objections to those ideas, and then solutions to the objections and going back and forth.

I bet you that over time, because we come up with new ideas to grow sales, we end up with about the same number of people making more money.

To turn really interesting ideas and fledgling technologies into a company that can continue to innovate for years, it requires a lot of disciplines.

Every business is a monarchy with, not a man, but an idea as king.

As organizations get larger, there seems to be a tendency to use the heavy-weight Type 1 decision-making process on most decisions, including many Type 2 decisions. The end result of this is slowness, unthoughtful risk aversion, failure to experiment sufficiently, and consequently diminished invention. We'll have to figure out how to fight that tendency.