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

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

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.

If the practices and processes inside a company don't drive the execution of values, then people don't get it. The question is, do you create a culture of behavior and action that really demonstrates those values and a reward system for those who adhere to them?

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

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

I want to become a student. I want to read Chinese history and go on a dig.