The Ledger, every show

“But we saw that these brands that actually were more purpose-driven were actually growing faster and more profitable as well.”

“You cannot change people's behaviors if you don't change the boundaries that drive people's behavior. Lots of CEOs are good people. They don't want more unemployment or more people going to bed hungry or more climate change. But yet they're behaving as if, and…”

“So the share price dropped eight percent when I announced no quarterly, ah, reporting anymore, no guidance, because, you know, probably the reaction was new CEO and bad news is coming.”

“Our longer-term bonus could only be earned if the short-term bonus was put into shares, and these shares had to be held for five years before they would pay out, and after the payout, you then still had to hold them for two years.”

“Many companies have great values, but the behavior doesn't match, and you get an Enron story, or a Boeing, or a GE, or a Wells Fargo, but it takes four, five, six years to really ingrain that into that DNA of the company.”