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

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.

No institution will go through fundamental change unless it believes it is in deep trouble and needs to do something different to survive.

IBM needed - an enormous sense of urgency.

If CEO compensation was performance-driven, which I believe it was in IBM's case, nobody would ever argue. If the shareholders didn't make billions and billions of dollars, I wouldn't make millions of dollars. My salary was the same for 10 years. It was all performance-based.

Never confuse activity with results.

For the first month, I listened, and I tried very hard not to draw conclusions