People need justice.

Transcendental Meditation, it’s obviously the most important thing to do day in and day out. Transcending is the key to a better and better life, and this idea is catching on more and more in the world.

Technology is nothing. What’s important is that you have a faith in people, that they’re basically good and smart, and if you give them tools, they’ll do wonderful things with them.

Yeah, there were a lot of brave people who stood up. Then, you know, it cost Martin Luther King and Medgar Evers and the three civil rights workers in Philadelphia, Mississippi, and Viola Liuzza and a lot of the others their lives, but they were on the right side of history, and they believed if they made this sacrifice that it would work out. And whenever I get discouraged about everything they stood against rising up again, I realize there just are no public, or permanent, victories. You have to keep fighting for freedom.

My job hunting days were at the height of the bubble economy. At the time, I was focused on joining big corporations and had no intention of myself becoming an entrepreneur. I started working at a major bank with a vague idea that I wanted "a job that would take me around the world."

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

My “act first” process is not foolproof. It can result in mistakes. In other areas of my business, we’ve changed policies that drew criticism from our customers, launched services too early, and pursued acquisitions that failed to close. But I consider these necessary risks, taken in the pursuit of innovation. In business, there will always be ideas that fail and projects that disappoint. But we learn these things by acting.

Until then, I had thought that the goal of a business person was to get ahead in a big company, but at Harvard I learned that starting a business was the greatest possible achievement in business. In the United States, people who start small companies are praised.

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

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.