Customer complaints are the schoolbooks from which we learn.

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

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.

IBM needed - an enormous sense of urgency.

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.

You don't get points for predicting rain. You get points for building arks.

I have always believed you cannot run a successful enterprise from behind a desk.