Everything starts with the customer.

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.

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

The thing I have learned at IBM is that culture is everything.

In the end an organization is nothing more than the collective capacity of its people to create value.