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

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

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

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

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

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

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.