Why write this book?

Why I Wrote Reinventing the World

I retired in July 2024. Most people who care about me hoped I’d slow down—spend more time with friends, family, and especially my two granddaughters. Two amazing girls. But I can’t slow down. Not because of them, but for them—and for the billions of others like them.

My parents belonged to what’s often called the “greatest generation.” If those of us with the ability to act don’t move quickly to change the trajectory of the world we’re leaving behind, we risk being remembered as the worst.

Some believe that solving the existential threats we face requires sacrificing a good life. Others think we need some miraculous, undiscovered innovation. Still others fear that political or philosophical divides will prevent progress. I don’t believe any of that is true.

The goal of my upcoming book is to show that practical, achievable solutions already exist—and that we must act on them with unprecedented speed and scale. The core idea is what I call audacious practicality:

• Audacity, because the scale of change required is unlike anything we’ve seen.

• Practicality, because the actions we need to take are knowable and doable.

This book is both a call to action and a guide for how to reinvent the world.

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Facing the Fork in the Road

The opening chapters may feel daunting. They lay out the urgent, complex challenges we face. It’s tempting to throw up our hands and say, “It’s too much.” But this is a book about hope. The answers are already here. What’s missing is the mindset—and the momentum—to implement them.

We must change how we think about change. That shift is not only possible—it’s essential. We’re at a fork in the road. We must choose the right path and move quickly.

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Who Is This Book For?

Everyone who cares about the future.

Small business owners. Nurses. Tradespeople. Bureaucrats. Global leaders. Parents. Grandparents. Students.

This isn’t about 80 companies shaping the future. It’s about all of us. Billions of people need a sense of agency and direction. I hope this book offers that.

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Why Another Book?

There are many excellent books on climate, capitalism, technology, and governance. I’ve learned from them all. But most focus on one issue, one sector, or one ideology. What’s missing is a comprehensive, interconnected view—a practical roadmap that considers all the major forces shaping our future.

If you read nothing else, I encourage you to explore these brilliant works:

• Reimagining Capitalism – Rebecca Henderson

• Transforming Capitalism in a Digital Age – Stephen Denning

• Upheaval – Jared Diamond

• Drawdown – Paul Hawken

• Speed and Scale – John Doerr

• The Crisis of Democratic Capitalism – Martin Wolf

• The Coming Wave – Mustafa Suleyman

• The Changing World Order – Ray Dalio

• Megathreats – Nouriel Roubini

• What We Owe Each Other – Minouche Shafik

• Rethinking Humanity – Tony Seba and James Arbib

This book builds on their insights and aims to connect the dots—to offer a practical, integrated agenda for reinventing the world.

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Where the Ideas Come From

While my time at Duke University and PwC shaped my thinking, the ideas in this book are mine. At Duke, I led three major reinventions:

• The world’s first blended degree program

• A new model for executive education

• A full university campus in China

At PwC, I advised global organizations on transformation and led strategy at a global level. These experiences taught me that reinvention isn’t theoretical—it’s real, and it’s possible.

Still, I owe a deep debt to my team at PwC. Alexis, Susannah, Daria, Nadia, Sarah, Lizzie, Krish, Tom, and Cari-Ann—thank you. The parts of this book that resonate are yours. The rest, I’ll own.

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A Note on Balance

Some readers may bristle at the idea that companies must reinvent to create shareholder value. Others may resist the call to address environmental and social crises that don’t yield immediate returns.

This book rests on three core assumptions:

1. All major trends matter, not just the ones we personally favor.

2. We must act inclusively, for the sake of future generations.

3. We need massive capital, and that means aligning with investor interests.

If you care about shareholder returns, consider a longer time horizon. It’s easier to make money in a world where most people are doing well. If you’re skeptical of capitalism, recognize that intelligent capital allocation is our best hope for funding the reinvention we need.

Doing good and doing well are not mutually exclusive. Reinvention means meeting the needs of all stakeholders—not just the ones we find convenient.