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

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.

Clients say, 'What's your strategy,' and I say, 'Ask me what I believe first.' That's a far more enduring answer.

Someone once told me growth and comfort do not coexist. And I think it’s a really good thing to remember.

To me, I learned along the way, you know, culture is behavior. That's all it is; culture is people's behaviors.

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.