The thing I have learned at IBM is that culture is everything.

I don't want to use the word reorganization. Reorganization to me is shuffling boxes, moving boxes around. Transformation means that you're really fundamentally changing the way the organization thinks, the way it responds, the way it leads. It's a lot more than just playing with boxes.

Never confuse activity with results.

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

Watch the turtle. He only moves forward by sticking his neck out.

The next thing is: we can make IBM even better. We brought IBM back but we're gunning for leadership.

The more successful enterprises are the more they try to replicate, duplicate, codify what makes us great. And suddenly they're inward thinking. They're thinking how can we continue to do what we've done in the past without understanding that what made them successful is to take risks, to change and to adapt and to be responsive. And so in a sense success breeds its own failure. And I think it's true of a lot of successful businesses.