I think 'Settlers of Catan' is such a well-designed board game - it's the board game of entrepreneurship - that I made a knockoff called 'Startups of Silicon Valley.' It's literally - it's the same rules but just a different skin set to it.

One of the challenges in networking is everybody thinks it's making cold calls to strangers. Actually, it's the people who already have strong trust relationships with you, who know you're dedicated, smart, a team player, who can help you.

You have to be constantly reinventing yourself and investing in the future.

Broadly, the meaning of life comes from how we interact with each other. The Internet can reconfigure space so that the right people are always next to each other.

I actually think every individual is now an entrepreneur, whether they recognize it or not.

Blitzscaling is what you do when you need to grow really, really quickly. It's the science and art of rapidly building out a company to serve a large and usually global market, with the goal of becoming the first mover at scale. This is high-impact entrepreneurship.

Silicon Valley is a mindset, not a location.

Blitzscaling is always managerially inefficient - and it burns through a lot of capital quickly. But you have to be willing to take on these inefficiencies in order to scale up. That's the opposite of what large organizations optimize for.

Starting a company is like throwing yourself off the cliff and assembling an airplane on the way down.

Your network is the people who want to help you, and you want to help them, and that's really powerful.

MySpace is like a bar, Facebook is like the BBQ you have in your back yard with friends and family, play games, share pictures. Facebook is much better for sharing than MySpace. LinkedIn is the office, how you stay up to date, solve professional problems.

Observe, orient, decide, act. It's fighter pilot terminology. If you have the faster OODA loop in a dogfight, you live. The other person dies. In Silicon Valley, the OODA loop of your decision-making is effectively what differentiates your ability to succeed.

Everything in life has some risk, and what you have to actually learn to do is how to navigate it.

We have worked with a range of input approaches. We've worked with the range of mechanisms to drive immersion into the gaming experience.

The reality is, the way that online experiences have progressed, it's an expensive proposition. The amount of servers we need to support 'Smash Brothers' or 'Mario Kart' - these big multiplayer games - is not a small investment.

We expect people's experience with Miitomo to be a rewarding one in its own right. But at the same time, it's also a way to have them engage - or reengage - with Nintendo.

We want Miitomo to create an atmosphere that's distinctly Nintendo.

It's true that Miitomo, at its core, aims to foster social engagement. That's what it's all about.

The gaming enthusiast that buys a tremendous amount of games is truly insatiable.

We, as a company, take the most risks in pushing the boundaries on consumer expectations.

We believe that either our own teams or teams that we direct are best capable of creating 'Mario' games that will live up to the franchise. The same is true for 'Metroid' and 'Zelda' and all those wonderful properties. For us, we want to control those characters as a key corporate equity.

We believe that creating a 'Mario' game is a special endeavor.

We compete with all of the time that consumers spend when they're not sleeping, they're not eating, not going to work or going to school. Because everything else is entertainment time.

The competitive landscape for us is very broad. We see ourselves in the entertainment space. We compete with listening to the radio. We compete with watching TV. We compete with social networks.