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?

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

We built this company from the customer back, not from the company out.

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’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.

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

I think that my leadership style is to get people to fear staying in place, to fear not changing.