The world is full of CEOs that think that just because they write a memo or they write a letter inside an annual report or they give a little video speech that gets sent around the company, they think that's what's really going to affect employees.

Reorganization to me is shuffling boxes, moving boxes around. Transformation means that you're really fundamentally changing the way the organization thinks, the way it responds, the way it leads. It's a lot more than just playing with boxes.

In my normal way of doing things, there's a little bit of 'going native' that takes place, where you're in a world long enough, you can't really help but start to see things in a nuanced, more humanistic way. Just because you're with people and you start to, in general, slightly like the people you're with.

It is a mistake to do nothing just because you think you can only do a little.

I think that my leadership style is to get people to fear staying in place, to fear not changing.

You can never be comfortable with your success, you've got to be paranoid you're going to lose it.