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
For the first month, I listened, and I tried very hard not to draw conclusions — Lou Gerstner Copy Share
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
It is not about bits, bytes and protocols, but profits, losses and margins. — Lou Gerstner Copy Share
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
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
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
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
