I want to take a moment to call your attention to the death of William Norris. Unless you are a student of the computer industry, you are unlikely to know the name — but there are important reasons to honor his legacy — because you are part of it.

In 1957, Bill founded a main-frame computer company called Control Data, which grew to become a world-wide leader throughout the 60’s, 70’s and early 80’s. Bill was courageous in his business life. He took on IBM and became a fierce competitor of this giant so early in his career that IBM’s Chairman, Thomas Watson, complained in a 1963 memo that IBM had lost its leadership position in the industry to a company whose laboratory employed “only 34 people, including the janitor.”

But there are many impressive business leaders — Bill was impressive for more important reasons. He was one of the earliest people in the world to harness the power of the private sector to serve the needs of the social sector. His commitment could be seen both in the internal life of the company and far beyond. Under Bill, Control Data became one of the first businesses to offer on-site day care for employees’ children. He later designed a computer-based educational system called Plato that he worked to place within prisons to assist in developing employable skills for inmates. He built his factories in the slums after the mid-1960 urban riots, started agricultural projects in Alaska to increase employment opportunities, and funded experimental wind farms.

All of these initiatives are inspiring, but it is important to note that — unlike industry leaders of today who are applauded for their social commitments — Bill’s commitments came at an earlier time when the social sector did not yet exist. Instead of laudatory stories in the Wall Street Journal, Bill was relentlessly and harshly criticized for these investments and suffered the wrath of both shareholders and the media. Through it all he remained focused and resolute and to his last days he was active through his own foundation in social enterprise.

Bill was my uncle, and although I never got to know him very well, he and I would trade notes now and then through the development of First Book. He was held up to me throughout my childhood as a true hero and a revolutionary and I have flattered myself through the years by considering my work with First Book to be an extension of his spirit.

These are very different times — the social sector revolution that we are all part of is well-established and honored. Integrating business goals with social needs is now considered an innovative, brilliant strategy. First Book and everyone working in the sector are the beneficiaries of Bill’s early work which was uncharted and uncomfortable.

I would ask you to remember Bill and his family and to recognize yourself as part of his legacy. I would also suggest that we honor this legacy by never allowing ourselves to get too comfortable in our work. Our challenges are different than his, but the stakes are just as high.