Ibm Needed - An Enormous Sense Of

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.

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.

Quite Frankly, I Am Not Very Comfortable In Chitchat. When I Go To Board Meetings, I Arrive Two Minutes Before And Leave When It's Over. I Don't Stay For Lunch Or Go Early And Have Coffee.

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

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.