It's about communication. It's about honesty. It's about treating people in the organization as deserving to know the facts. You don't try to give them half the story. You don't try to hide the story. You treat them as - as true equals, and you communicate and you communicate and communicate.
Computers are magnificent tools for the realization of our dreams, but no machine can replace the human spark of spirit, compassion, love, and understanding.
Watch the turtle. He only moves forward by sticking his neck out.
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.
The real mechanism for corporate governance is the active involvement of the owners.
Reorganization to me is shuffling boxes, moving boxes around. Transformation means that you're really fundamentally changing the way the organization thinks, the way it responds, the way it leads. It's a lot more than just playing with boxes.
I think that my leadership style is to get people to fear staying in place, to fear not changing.
Successful enterprises are built from the ground up. You can't assemble them with a bunch of acquisitions.
The Internet is ultimately about innovation and integration, but you don't get the innovation unless you integrate Web technology into the processes by which you run your business.
People don't do what you expect but what you inspect.
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.
You can never be comfortable with your success, you've got to be paranoid you're going to lose it.
I'm leery of legislative solutions to what is morality.
I initially wanted to be a teacher, and then I was going to become an engineer and build bridges and highways, but pretty soon I went into the business world. I never did get to be a teacher except in a different way.
The world is full of CEOs that think that just because they write a memo or they write a letter inside an annual report or they give a little video speech that gets sent around the company, they think that's what's really going to affect employees.
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