Learning to see waste and systematically eliminate it has allowed lean companies such as Toyota to dominate entire industries. Lean thinking defines value as 'providing benefit to the customer'; anything else is waste.

Entrepreneurs always pitch their idea as 'the X of Y', so this is going to be 'the Microsoft of food.' And yet disruptive innovations usually don't have that character. Most of the time, if something seems like a good idea, it probably isn't.

The problem with entrepreneurship is we are often working really hard producing high quality products that no-one wants. The creation of stuff is not valued.

The mistake isn't releasing something bad. The mistake is to launch it and get PR people involved. You don't want people to start amping up expectations for an early version of your product. The best entrepreneurship happens in low-stakes environments where no one is paying attention, like Mark Zuckerberg's dorm room at Harvard.

It's been a career filled with very low valleys and some wonderful, high peaks.

I have run large organizations, I know what it takes to create a healthy business climate, and I have more experience than Jerry Brown doing that. So it'll be a stark contrast, a career politician vs. someone who has met a payroll, gotten a return on investment, knows how to use technology to do more with less.

Work done by other people sounds easy. How hard can it be to take care of a newborn who sleeps 20 hours a day? How hard can it be to keep track of your billable hours? To travel for one night for business? To get a 4-year-old ready for school? To return a few phone calls? To load the dishwasher? To fill out some forms?

CIOs have earned a strategic seat at the table, but now they've got to hold that seat - and the only way they can do that is to converse in the language of business value and business benefits and business outcomes that all align perfectly with the strategic agenda of the company.