Typically, if you reward something, you get more of it. You punish something, you get less of it. And our businesses have been built for the last 150 years very much on that kind of motivational scheme.

In economic terms, we've always thought of work as a disutility - as something you do to get something else. Now it's increasingly a utility - something that's valuable and worthy in its own right.

A lot of white-collar work requires less of the routine, rule-based, what we might call algorithmic set of capabilities, and more of the harder-to-outsource, harder-to-automate, non-routine, creative, juristic - as the scholars call it - abilities.

Our oceans have been the victims of a giant Ponzi scheme, waged with Bernie Madoff-like callousness by the world's fisheries.

In large organizations there are discrete functions. I do this; you do that. I swim in my lane; you swim in your lane. That can be very effective for certain processes and in certain stable conditions. But it doesn't work in unstable conditions.

If you create something, whether it's a painting or a company, I think if you care about it, you have some obligation to go out and tell people about it.