The extraordinary delegation of authority now existing at Berkshire is the ideal antidote to bureaucracy. In an operating sense, Berkshire is not a giant company but rather a collection of large companies. At headquarters, we have never had a committee nor have we ever required our subsidiaries to submit budgets (though many use them as an important internal tool). We don't have a legal office nor departments that other companies take for granted: human relations, public relations, investor relations, strategy, acquisitions, you name it. We do, of course, have an active audit function; no sense being a damned fool.

For a photographer — it’s like actually taking a picture is like five percent of what I do. And the rest is research, reading, contact, setting things up, making contact, getting access, making people feel comfortable, doing the reporting, doing the interviews, getting the captions. It’s not getting there physically, the logistics on the ground. I mean, literally, taking a picture is the easiest part of my job.

I have now come down to a topic which is very distasteful; it is not sufficient to do a job, you have to sell it. 'Selling' to a scientist is an awkward thing to do. It's very ugly; you shouldn't have to do it. The world is supposed to be waiting, and when you do something great, they should rush out and welcome it. But the fact is everyone is busy with their own work. You must present it so well that they will set aside what they are doing, look at what you've done, read it, and come back and say, "Yes, that was good."

After four knee surgeries and hundreds of shots injected into my knee weekly to alleviate swelling and pain, my body is begging me to stop the pounding. My previous three surgeries were on my right knee. My most recent knee surgery took place this July and was on my left knee.