Visit USA.gov and you'll find thousands of directorates, agencies, boards, offices, and services replete with overlapping responsibilities, ancient priorities, and divided accountability.
Successful enterprises are built from the ground up. You can't assemble them with a bunch of acquisitions.
You know, you don't need a leader to sort of administer something that's going very well. In fact, in one sense, an overly ambitious person in that circumstance can probably screw it up.
The value that some analysts put on revenue vs. what they put on profit is out of whack. If you can grow real cash earnings, that's 80% of what you ought to do, and the revenue component is 20%.
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.
I've been accepted at Cambridge University. I want to study Chinese history and archaeology. I want to become a student. I want to read Chinese history and go on a dig.
Compensation needs to be predominately performance-driven. If CEO compensation was performance-driven, which I believe it was in IBM's case, nobody would ever argue. If the shareholders didn't make billions and billions of dollars, I wouldn't make millions of dollars.
If CEO compensation was performance-driven, which I believe it was in IBM's case, nobody would ever argue. If the shareholders didn't make billions and billions of dollars, I wouldn't make millions of dollars. My salary was the same for 10 years. It was all performance-based.
This really is a merger of equals. I wouldn't have come back to work for anything less than this fantastic opportunity. This lets me combine my two great loves - technology and biscuits.
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.
I initially wanted to be a teacher, and then I was going to become an engineer and build bridges and highways, but pretty soon I went into the business world. I never did get to be a teacher except in a different way.
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.
We do not need Departments of Commerce, Labor, and Education; we need a single Department of Skills that will promote an integrated approach to global competitiveness.
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.
It's about communication. It's about honesty. It's about treating people in the organization as deserving to know the facts. You don't try to give them half the story. You don't try to hide the story. You treat them as - as true equals, and you communicate and you communicate and communicate.
Whether the task is fixing health care, upgrading K-12 education, bolstering national security, or a host of other missions, the U.S. is better at patching problems than fixing them.
The real mechanism for corporate governance is the active involvement of the owners.
The networked world offers the promise that maybe the information technology industry will start to, for the first time in a decade or so, address CEO-level issues.
The Internet is ultimately about innovation and integration, but you don't get the innovation unless you integrate Web technology into the processes by which you run your business.
I'm leery of legislative solutions to what is morality.
