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.

You can’t mandate [cultural change], can’t engineer it. What you can do is create the conditions for transformation. You can provide incentives. You can define the marketplace realities and goals. But then you have to trust. In fact, in the end, management doesn’t change culture. Management invites the workforce itself to change the culture.

We built this company from the customer back, not from the company out.

You can never be comfortable with your success, you've got to be paranoid you're going to lose it.

I think that my leadership style is to get people to fear staying in place, to fear not changing.

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

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