The more successful enterprises are the more they try to replicate, duplicate, codify what makes us great. And suddenly they're inward thinking. They're thinking how can we continue to do what we've done in the past without understanding that what… — 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
