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

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

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.

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

I don't want to use the word reorganization. Reorganization to me is shuffling boxes, moving boxes around. Transformation means that you're really fundamentally changing the way the organization thinks, the way it responds, the way it leads. It's a lot more than just playing with boxes.

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