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.

Computers are magnificent tools for the realization of our dreams, but no machine can replace the human spark of spirit, compassion, love, and understanding.

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.

I firmly believe that IBM's size can be used to its advantage.

I want to take IBM back to its roots.

I'm leery of legislative solutions to what is morality.

My parents worked enormously hard to put four children through college. We didn't have a lot of money.

Our military should be trained and structured around missions, not the elements of air, water, and land.

People don't do what you expect but what you inspect.

The next thing is: we can make IBM even better. We brought IBM back but we're gunning for leadership.

The real mechanism for corporate governance is the active involvement of the owners.

What I'm trying to do is deliver results, not promises; results, not vision; results, not concepts. The world is cynical about IBM's promises.

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.

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.

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.

Quite frankly, I am not very comfortable in chitchat. When I go to board meetings, I arrive two minutes before and leave when it's over. I don't stay for lunch or go early and have coffee.

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.

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.

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.

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.