Until I came to IBM, I probably would have told you that culture was just one among several important elements in any organization's makeup and success - along with vision, strategy, marketing, financials, and the like... I came to see, in my time at IBM, that culture isn't just one aspect of the game, it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value.
The last thing IBM needs right now is a vision.
The next thing is: we can make IBM even better. We brought IBM back but we're gunning for leadership.
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.
When a manufacturing company in Spain looks to IBM for a solution to a problem, they expect us to bring the best of IBM worldwide to it, not just the experience of IBM Spain.
When I arrived at IBM, there were 'Team' signs all around. I asked, 'How do people get paid?' They told me, 'We pay people based on individual performance.
The thing I have learned at IBM is that culture is everything.
I came to see, in my time at IBM, that culture isn't just one aspect of the game; it is the game.
A lot of people saved IBM. Yes, I was the leader of that team but I could never have done it without a group of IBMers helping me.
IBM needed - an enormous sense of urgency.
I firmly believe that IBM's size can be used to its advantage.
I want to take IBM back to its roots.
What I'm trying to do is deliver results, not promises; results, not vision; results, not concepts. The world is cynical about IBM's promises.
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