I was frustrated for a long time with my colleagues in the business school world and with so many management authors who didn't really see themselves as innovators. They were glorified journalists.

Large organizations don't worship shareholders or customers, they worship the past. If it were otherwise, it wouldn't take a crisis to set a company on a new path.

All too often, legacy management practices reflexively perpetuate the past - by over-weighting the views of long-tenured executives, by valuing conformance more highly than creativity and by turning tired industry nostrums into sacred truths.

Today, no leader can afford to be indifferent to the challenge of engaging employees in the work of creating the future. Engagement may have been optional in the past, but it's pretty much the whole game today.

With the rise of social media, it has given me an opportunity and a platform to have a voice as a blogger and as an activist, but it has also made me nervous that I might become a meme or a viral sensation, all without my consent.

I am a very lucky person because I am not focused on social media and all that happens around.

We're saved somewhat by Google. You can - when you're all sitting around the table desperately snapping your fingers in the hopes of remembering the name of that movie that you can't remember the name of - you can make people think that you are not as old as you actually are because you have the technology to find the answer.

Is there some reason why the quality of people going into the parliament is not as high? I don't know the complete answer, but I think - in fact, I'm sure - that part of it is the increasing intrusiveness of the media - the general media and social media - into the private lives of politicians and their families.