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.

I always say, you know, if I sit here and close my eyes and say, 'When did I learn the most in my life, in my career?' It'll always be when I close them and everything I think of is when I took a risk. It's when I think I learned the most.

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.

I've been head of strategy at IBM and together with my colleagues built our five-year plan. My priorities are going to be to continue to execute on that.

Never love something so much that you can’t let go of it.

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

One of the most important things for any leader is to never let anyone else define who you are. And you define who you are. I never think of myself as being a woman CEO of this company. I think of myself as a steward of a great institution.