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If the practices and processes inside a company don't drive the execution of values, then people don't get it. The question is, do you create a culture of behavior and action that really demonstrates those values and a reward system for those who adhere to them?

Lou Gerstner

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Lou Gerstner
Age: 82
Born: 1942
Born: March 1
Business Executive
Businessperson
Mineola
New York
Process
Leadership
Practices
Culture
Inside
Processes
Action
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Customer complaints are the schoolbooks from which we learn.
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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.
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In the end an organization is nothing more than the collective capacity of its people to create value.
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Our military should be trained and structured around missions, not the elements of air, water, and land.
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Computers are magnificent tools for the realization of our dreams, but no machine can replace the human spark of spirit, compassion, love, and understanding.
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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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IBM needed - an enormous sense of urgency.
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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.
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If life was so easy that you could just go buy success, there would be a lot more successful companies in the world. Successful enterprises are built from the ground up.
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The thing I have learned at IBM is that culture is everything.
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What we believe is going to be very important is the delivery of traditional software and services and hardware over the Net. That's a form of electronic marketplace.
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We built this company from the customer back, not from the company out.
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Visit USA.gov and you'll find thousands of directorates, agencies, boards, offices, and services replete with overlapping responsibilities, ancient priorities, and divided accountability.
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Watch the turtle. He only moves forward by sticking his neck out.
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Every now and then, a technology comes along that is so profound, so powerful, so universal, that its impact will change everything. It will transform every institution in the world. It will create winners and losers, will change the way we do business, the way we teach our children, communicate and interact as individuals.
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You don't get points for predicting rain. You get points for building arks.
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For the first month, I listened, and I tried very hard not to draw conclusions
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I have always believed you cannot run a successful enterprise from behind a desk.
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Never confuse activity with results.
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My parents worked enormously hard to put four children through college. We didn't have a lot of money.
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