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

If life was so easy that you could just go buy success, there would be a lot more successful companies in the world. Successful enterprises are built from the ground up.

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

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

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.

Watch the turtle. He only moves forward by sticking his neck out.

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.