Vision is easy. It's so easy to just point to the bleachers and say I'm going to hit one over there. What's hard is saying, OK, how do I do that? What are the specific programs, what are the commitments, what are the resources, what are the processes we need in play to go implement the vision, turn it into a working model that people follow every day in the enterprise. That's hard work.

Customer complaints are the schoolbooks from which we learn.

The last thing IBM needs right now is a vision.

In the end an organization is nothing more than the collective capacity of its people to create value.

I think values are really, really important, but I also think that too many values are just words.

The rewards system is a powerful driver of behavior and therefore culture.

This really is a merger of equals. I wouldn't have come back to work for anything less than this fantastic opportunity. This lets me combine my two great loves - technology and biscuits.