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?

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

Never confuse activity with results.

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

Technology has limitations on what it can accomplish. You do not.

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

This really is a merger of equals. I wouldn't have come back to work for anything less than this fantastic opportunity. This lets me combine my two great loves - technology and biscuits.