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I have a company in the U.K., a performance-capture studio. We're looking to push the boundaries of performance-capture technology in film and video games, but also in live theater, using real-time performance capture with actors onstage, and combining that with holographic imagery.
Rascals are always sociable, more's the pity! and the chief sign that a man has any nobility in his character is the little pleasure he takes in others' company.
I think that for people who are trying to make a difference, you have to start the company being naive. You wouldn't do it if you understood all the work. I work a lot. I wish it was easier.
When I became CEO of Xerox 10 years ago, the company's situation was dire. Debt was mounting, the stock sinking and bankers were calling. People urged me to declare bankruptcy, but I felt personally responsible for tens of thousands of employees.
People ask my mother whether she had any idea that I'd be CEO of a company some day, and she would say, 'Absolutely not. Totally out of the realm of possibility.' There was certainly nothing that would have been very predictable in my upbringing.
I have zero tolerance for people who don't come completely prepared. I expect contribution, I expect attendance, and I expect directors to take trips and visit the company's programs.
Because we're Jewish, my father immigrated to Holland in 1933, where he became the managing director of the Dutch Opekta Company, which manufactures products used in making jam.
But the minute we went public on the stock market, which is how our wealth was created, it was no longer how many people you employed, it was how much you were worth and how much your company was worth.
I first started playing in piano bars for three reasons - to make money, to be in the company of my friends - and also to hook up with young girls. I always knew, even before I played in piano bars, about the effect of my voice.
I can imagine in years to come that my papers and memorabilia, my journals and letters, will find themselves always in the company of people who care about many of the things I do.
I've always said I'm not the kind of designer who likes to lock himself away in a studio and let the rest of the company deal with it. I work very closely with everyone on the team.
No, I'm not interested in developing a powerful brain. All I'm after is just a mediocre brain, something like the President of the American Telephone and Telegraph Company.
