It is not about bits, bytes and protocols, but profits, losses and margins.

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.

You can’t mandate [cultural change], can’t engineer it. What you can do is create the conditions for transformation. You can provide incentives. You can define the marketplace realities and goals. But then you have to trust. In fact, in the end, management doesn’t change culture. Management invites the workforce itself to change the culture.

I look for people who work to solve problems and help colleagues, I sack politicians.

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

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

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