I Think Values Are Really,

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.

I Came To See, In My Time At Ibm, That Culture Isn't Just One Aspect Of The Game; It Is The Game.

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.

I Firmly Believe That Ibm's Size Can Be Used To Its Advantage.

You Can Never Be Comfortable With Your Success, You've Got To Be Paranoid You're Going To Lose It.