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

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

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

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?

For the first month, I listened, and I tried very hard not to draw conclusions

The more successful enterprises are the more they try to replicate, duplicate, codify what makes us great. And suddenly they're inward thinking. They're thinking how can we continue to do what we've done in the past without understanding that what made them successful is to take risks, to change and to adapt and to be responsive. And so in a sense success breeds its own failure. And I think it's true of a lot of successful businesses.

Visit USA.gov and you'll find thousands of directorates, agencies, boards, offices, and services replete with overlapping responsibilities, ancient priorities, and divided accountability.