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

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

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.

Vision is easy. It's so easy to just point to the bleachers and say I'm going to hit one over there. What's hard is saying, OK, how do I do that? What are the specific programs, what are the commitments, what are the resources, what are the processes we need in play to go implement the vision, turn it into a working model that people follow every day in the enterprise. That's hard work.

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

Lou Gerstner knows how to do a deal, and George Bush Sr., less so.

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.