There is an immutable conflict at work in life and in business, a constant battle between peace and chaos. Neither can be mastered, but both can be influenced. How you go about that is the key to success.

When I took the entrepreneurship class at Stanford, the first lecture was about an entrepreneur and his personality. They described it as being different than a businessman, who is an overall scientific manager.

If there was no Bill Bowerman, there would have been no me. He had about as much of an impact on my life as any one person could have. He taught me about competition and ingrained it in me. He taught me not to praise ordinary performances.

There is no drama like the drama on the athletic field.

I'm a Detroit kid who grew up with that assembly line mentality: You go to work to make money.

Globalisation, technological change, and the move to flexible labour markets has channelled more and more income to rentiers - those owning financial, physical, or so-called intellectual property - while real wages stagnate.

Representing the people is not something 'our' representatives do. They are too busy representing a handful of private interest groups such as the financial sector, the military/security complex, and agribusiness.

When I was younger, I liked money - the feel of it. I would sit with my dad and count his coins and be like, 'Yeah.' I'd saved £700 by the age of 10. I thought: 'What the hell am I hoarding this for?' So I bought a drum kit."