Many creative people, especially the young, may feel their chaotic or disordered relationship with the world is indispensable to their creative freedom. The more anarchic, the better! However, after considerable fieldwork in this area, I have yet to find it so. I have come to understand that the muscle of the imagination is strengthened through resistance, discipline and order.

pick one job and delegate all the other tasks.

The second thing there was another thing I learned at Sequoia is that the culture of a business is built in the first six months by the first ten to 15 employees. These are magical, really, really important times. And I used to hear a lot even at Sequoia, a lot of entrepreneurs saying, “Hey, I'm too busy to think about culture. When we become a unicorn, when we grow, I'll worry about culture.” And for whoever has kids, it's almost like saying I'm too busy about educating my kids. When they turn 18, then I'll figure it out. Too late.

Those are important, but there is still a need for any youngster who has any scientific interest at all to continue the lead that we have on technology in the world today, if we are interested in the future of the United States.

Above all, the transformation into a product-centered company. I believe that laid the foundations for future growth and allowed me to hand over to the next leadership.

Being part of a company means following certain rules. But when it comes to the question of what to do, ask your heart. Starting today, try living your life that way—it may change how you see things.

While many people are content with their current job, I’m sure some do not feel that way. Yet all of it has meaning. No experience is pointless—what you take out of it is up to you.

Even I can't predict what kind of car we will be driving 20 years from now, but my time at Babson taught me to embrace change rather than run from it, and I urge all of you to do the same.

And in the process, we have been able to share this core value with the 200,000 people at Toyota operations, dealers, and suppliers in this country. That is what I am most proud of.

I was raised not to dream. I was told to live for others, so I don’t have many dreams, but I face countless obstacles and challenges. Arrogance, conflict, criticism, insults, inaction. At Toyota, there was so much rationalizing of why things couldn’t be done. As if doing nothing was the best option.