I think that my leadership style is to get people to fear staying in place, to fear not changing.

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

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.'

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.

The fundamental issue is: In the world of the Internet, is there a place for a packager of services? Does the customer want to go surf the Net and go to every one of 50,000 Web sites? Or will people pay a reasonable amount for somebody to go out and preselect and package what they want? My guess is they will both coexist.

People don't do what you expect but what you inspect.