IBM needed - an enormous sense of urgency.

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

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

Everything starts with the customer.

If CEO compensation was performance-driven, which I believe it was in IBM's case, nobody would ever argue. If the shareholders didn't make billions and billions of dollars, I wouldn't make millions of dollars. My salary was the same for 10 years. It was all performance-based.

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.