Innovation requires an experimental mindset.

Food is art and science. So, you take something out, you have to work with the recipe to make sure that you're providing delicious food with cleaner labels.

I think leadership is service and there is power in that giving: to help people, to inspire and motivate them to reach their fullest potential.

People are literally tracking everything. People are becoming more empowered and knowing what's going into their body.

The single most important ingredient in the recipe for success is transparency because transparency builds trust.

Through the Internet of things, 'connected kitchens' will alert consumers if they're running low on broth and when their salad dressing needs to be replenished.

The leader is the person who brings a little magic to the moment.

Leadership is service to others.

It's okay to fail if you learn from it.

The attitude of giving a full commitment to the partnership will usually result in getting the same commitment in return.

I see the world through Irish eyes, and they are smiling.

You need to set a tone at the top that inspires trust - and encourages open and honest 2-way communication. So you hear the brutal facts, and you listen to the good news and the bad news - so that, in the spirit of continuous improvement, you can make changes.

I am one of four girls and was inspired by my father to dream big. Some girls want to be doctors, but I wanted to run a company.

We must form public-private partnerships to collectively improve children's health.

I see more people taking charge of their well-being through the use of data and digital sensors, wearable health bands, and smartphone apps that can track and quantify everything from their heart rate, blood pressure, and sleep quality to steps walked and calories consumed.

For me, living a balanced life means nurturing the academic, physical, and spiritual aspects of my life so I can maintain a sense of well-being and self-esteem.

The thing that I learned early on is you really need to set goals in your life, both short-term and long-term, just like you do in business. Having that long-term goal will enable you to have a plan on how to achieve it.

For us, giving back is not an extracurricular activity.

Health and wellness does mean different things to different people.

Through his deferential yet decidedly determined demeanor, Pope Francis is not only setting a superior spiritual standard, but he is also leading a thorough transformation of the Catholic Church - rivaling any brand revitalization or corporate turnaround you could name.

I describe my career path as a zigzag, not a ladder.

I think you have to see two steps ahead of things. That's just the way I roll.

I can cite numerous sponsors at different places in my career that made a huge difference for me just in terms of pulling me aside and giving me a tip or some coaching, or just watching what I was doing and not being afraid to tell me the truth about it.

I'm from a generation of women that shattered the glass ceiling. We didn't wait for doors to open. The lesson I learned is that you need to open some doors for yourself in pursuit of career advancement.

I think of feedback as constructive, not positive or negative. You choose to do what you want with it.

The next frontier in nutrition will be about reconfiguring diets according to individual specific physiology, lifestyle, and health goals.

I believe women need to take charge.

Networking is working.

The path to diversity begins with supporting, mentoring, and sponsoring diverse women and men to become leaders and entrepreneurs.

Transparency doesn't mean much if the consumer doesn't understand what they're looking at.

I've been preparing to run a big company all my life.

I feel strongly about the need for diversity, and with good reason. I'm from a generation of women that found it exhilarating to shatter the glass ceiling. We viewed obstacles as opportunities and earned our seat at the leadership table.

Women often are so focused on getting their jobs done well that they forget that building relationships is a key part of being a leader - and increasingly so, the higher you go.

Evolving our culture to operate and think differently is no small task. We are challenging our employees to be the best of both small and big companies - they should operate with the soul and spirit of a startup, while leveraging the scale, resources and capabilities of Campbell - with the goal of ultimately becoming the biggest small company.

With the growth of both urbanization and globalization, consumers are becoming increasingly disconnected from their food.

The world of marketing has changed. You can lead the change or be a victim of change.

There is power in helping people get excited about what they do and inspiring and motivating them to unleash their full potential.

Set ambitious goals and don't be afraid to declare and aim for them. You need to know where you want to go in order to get there. It is important to have a destination in mind.

For me, if I knew that I wanted to be a CEO and I set that final destination right up front, that helped me develop a career track.

When Dad came home from work, he'd turn our family dinners into tutorials on business, money, sales, and profit margins. He shared fascinating stories about his customers, marketing, and my favorite topic when I was a kid - new product launches. Our father also took us to his office before the advent of 'Take Your Child to Work Day.'

If you want a CEO role, you have to prepare for it with a vengeance.

My parents had job jars because my father would say, 'Kids today have too much time, too much money and no responsibility. You're going to have no time, no money and a lot of responsibility.'

Most corporations have human-resources processes that involve discussions with your manager, performance evaluations, calibrations for performance and potential succession planning.

I was so results-oriented.

I do think the position I play is a powerful position.

We're all different ages, sizes, shapes, genders, and we all have different lifestyles. We're quickly moving to bespoke diets that enable tailored and informed nutritional food choices.

Not every great idea needs to be Campbell-generated. It's clear that partners and vendors and other external sources will generate innovative ideas for us.

The top principle for disruptive and sustaining innovation is that it has to have a laser focus on customers. Innovation begins with their needs and expectations.

The personal mission statement was important for me because I believe that you can't lead others unless you have a strong sense of who you are and what you stand for.

We tend to treat eating and diets as one size fits all. But the human body is very personalized.