That's a real challenge and a real issue. Reading the statistics, they had a ranking of quarterbacks, and the statistic was the percentage of a touchdown drive after an interception. To me, that is a telling statistic. The guys that have a high percentage are the guys that have short memories. They talk about having amnesia as a quarterback. You better move along from it. It is hard to say you forget about it, because you want to learn from it. You want to address it. You can't just say it never happened.

I didn't see it then, but it turned out that getting fired from Apple was the best thing that could have ever happened to me. The heaviness of being successful was replaced by the lightness of being a beginner again, less sure about everything. It freed me to enter one of the most creative periods of my life.

I will begin with the importance of learning from experience. It is less important, I believe, where you start. It is more important how and what you learn. If the quality of the learning is high, the development gradient is steep, and, given time, you can find yourself in a previously unattainable place. I believe the Infosys story is living proof of this. Learning from experience, however, can be complicated. It can be much more difficult to learn from success than from failure. If we fail, we think carefully about the precise cause. Success can indiscriminately reinforce all our prior actions.

Unfortunately, in the case of Iraq, I believe we could have done that through an inspection process. I was calling for a few months more to complete our work. We hadn’t seen indications of weapons of mass destruction. We hadn’t seen indications of nuclear weapons. ... Unfortunately, it didn’t work that way. There was faulty intelligence. There were lots of other considerations that made a decision to go to war tempting, to get rid of Saddam Hussein.

Because there are so many business we do across the boundaries. So, I think this is the only way a Japanese service company can really, truly become the global organization.

If so, stop that. Stop thinking, and act.

The key to success is not perfection. It’s knowing yourself.

In Rakuten's case, adjustment certainly took time. At first, meetings often felt awkward. The first board meeting after the Englishization decision took four hours to complete – double the normal duration. But whenever executives asked if they could say certain things in Japanese, I told them no. I knew that the challenge would pay off – and it has.

I REALIZED IN THOSE DAYS HOW TENUOUS OUR EXISTENCE IS,” HE WROTE IN HBR. “WE HAVE ONLY ONE LIFE, AND IT MUST BE LIVED TO THE FULLEST—NOT SOMEDAY, BUT NOW.

Many times when I found myself at a personal crossroads – when I graduated from Hitotsubashi University and was unsure about whether I wanted to go into research or become a businessman, when I quit my job at the Industrial Bank of Japan (currently Mizuho Bank), when I founded Rakuten, when I tried to buy Tokyo Broadcasting System (TBS) – I always visited my dad in Kobe to ask his advice. Like my wife, my dad was a behind-the-scenes counselor to me.