Then there was Von Neumann, the great mathemati-cian. We used to go for walks on Sunday. We'd walk in the canyons, and we'd often walk with Bethe, and Von Neumann, and Bacher. It was a great pleasure. And Von Neumann gave me an interesting idea; that you don't have to be responsible for the world that you're in.

Harris taught me a lot in that way. Another piece of advice from him was: “Don’t be afraid if your initial plan is not the best plan.” Say you’ve spent all this time and resources in one way, and all of a sudden this little simple idea comes up — do that! Don’t get trapped! Keep your eyes always open.

Run toward the hardest problems. At the time, I didn’t fully understand what that meant.  But over time, I realized this was the best advice I ever received. Hard problems teach you what you're capable of.  Fast forward a bit … 12 years ago, I got a chance to put that lesson to the test. I had the opportunity to become CEO of AMD. AMD had enormous potential, but the company had been through some tough years. Some of my mentors thought taking the job was risky. But for me, this was my dream job. This was what I’d been training for all those years. The opportunity to work at the bleeding edge of technology on problems that really mattered. The first thing we had to figure out was what we wante

Well, I remember Steven Spielberg was incredibly informed about lenses and technical things, and that made him very instinctive in terms of how he directed: “Do it quicker, faster, something’s not right.” He is totally spontaneous, he doesn’t try to measure his direction but it’s very true, it’s very direct and for that reason, very exciting.

I think a lot of people, when they’re really young, and in their 20s, they are on their own quest for personal efficacy. And I understand that. ... But the sooner that people can discover that it’s really about building teams, and not about personal efficacy, I think the better — the more quickly — we can move forward. I believe that.

And some of the things that we saw in the ’80s, really, they were failures, because patients died. But they allowed us to diagnose the systems’ problems and say, “This is where we need a community health worker system. This is where we need to make sure patients have food support while they’re getting these medicines,” et cetera. So those are examples of tragedies that certainly lead to — not just personal epiphanies — but collective epiphanies, where you say, “You know what? We can do this better if we have the system fixed.”

I had lots of teachers encourage me. And I still know some of them, my high school teachers. But one of them encouraged me. She said, “Well, what do you want to do?” I said, “I want to be a doctor.” And she asked me where I wanted to go to school, and so I named all the Florida public universities which seemed within reach, financially. And she said, “Well, maybe you ought to apply to Duke, and maybe you’ll get a scholarship.” And I did both those things. I applied and got a scholarship. Her name is Wendy Tellone, and she’s still involved in public school teaching. I think she’s still in Florida.