And the reason I came to IBM was I think - I always say at a really early age, I learned you've got to be passionate about what you do. No matter what it is, you put too much, your heart and soul in it, you have to be passionate about it. You make too many sacrifices.

We have started something called the Corporate Services Corps. Now, it was modeled after the Peace Corps from long ago, the 1960s. And the idea was in this modern day and age, how do you get IBM’ers around the world to be global citizens? You know, globally aware, contribute, understand how to work in that environment, but do it on scale.

Growth and comfort do not coexist.

You have to stick up for what you believe in. And that, to me, is the biggest thing you can do about driving inclusion.

And so when I moved to IBM, I moved because I thought I could apply technology. I didn't actually have to do my engineer - I was an electrical engineer, but I could apply it. And that was when I changed. And when I got there, though, I have to say, at the time, I really never felt there was a constraint about being a woman. I really did not.

For CEOs today, it's all about acheieving growth and efficiency through innovation. It's not about product innovation so much anymore as about innovating business models. process, culture and management.

Today when I think about diversity, I actually think about the word “inclusion.” And I think this is a time of great inclusion. It’s not men, it’s not women alone. Whether it’s geographic, it’s approach, it’s your style, it’s your way of learning, the way you want to contribute, it’s your age - it is really broad.