Fixing culture is the most critical − and the most difficult − part of a corporate transformation… In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.

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.

Every now and then, a technology comes along that is so profound, so powerful, so universal, that its impact will change everything. It will transform every institution in the world. It will create winners and losers, will change the way we do business, the way we teach our children, communicate and interact as individuals.

I look for people who work to solve problems and help colleagues, I sack politicians.

Fixing culture is the most critical − and the most difficult − part of a corporate transformation… In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.

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

Visit USA.gov and you'll find thousands of directorates, agencies, boards, offices, and services replete with overlapping responsibilities, ancient priorities, and divided accountability.