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,… — Lou Gerstner Copy Share Image
Every now and then, a technology comes along that is so profound, so powerful, so universal, that its impact will change everything. It will… — Lou Gerstner Copy Share Image
The rewards system is a powerful driver of behavior and therefore culture. — Lou Gerstner Copy Share Image
For the first month, I listened, and I tried very hard not to draw conclusions — Lou Gerstner Copy Share Image
I don't want to use the word reorganization. Reorganization to me is shuffling boxes, moving boxes around. Transformation means that you're really fundamentally changing… — Lou Gerstner Copy Share Image
It is not about bits, bytes and protocols, but profits, losses and margins. — Lou Gerstner Copy Share Image
I came to see, in my time at IBM, that culture isn't just one aspect of the game; it is the game. — Lou Gerstner Copy Share Image
We built this company from the customer back, not from the company out. — Lou Gerstner Copy Share Image
I just think we should look at this as a chess match," he said, "between the world's greatest chess player and Garry Kasparov. — Lou Gerstner Copy Share Image
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… — Lou Gerstner Copy Share Image
No institution will go through fundamental change unless it believes it is in deep trouble and needs to do something different to survive. — Lou Gerstner Copy Share Image
