Customer complaints are the schoolbooks from which we learn.

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.

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

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.

Computers are magnificent tools for the realization of our dreams, but no machine can replace the human spark of spirit, compassion, love, and understanding.

I think values are really, really important, but I also think that too many values are just words.

I came to see, in my time at IBM, that culture isn't just one aspect of the game; it is the game.