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We can't all be good at everything. This is partly the logic behind having a team in the first place, so each role can be filled with the person best suited for that role and together, every job and every strength is covered.

I think it's important that we go through everything together as a team.

You know, you can have someone who's the very best at something, but if there's not that kind of chemistry, collaborating is not going to amount to anything.

That's the mantra I use when the team tells me something is too complicated. People keep saying, 'We need more prioritization.' I say, 'Guys, what you want is less work. And that is not going to happen.'

To create a new standard, you have to be up for that challenge and really enjoy it.

In business, standards establish the rules of the game, creating path dependencies as investments are made and corresponding designs are set in stone and plastic. Inferior standards can prevail due to smart marketing or industry collusion.

We did it with passion; we didn't do it like everyone else. Teams nowadays are still trying to duplicate that, but no one has yet. We shuffled down and we did it. We did it in an unique fashion.

We recognize the need to adapt to a changing competitive environment.

Teams are often pretty clear about what they can do or are willing to do.