Lou Gerstner Quote Explained: I came to see, in my time at IBM, that culture isn't just one aspect of the game; it is the game.

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I look for people who work to solve problems and help colleagues, I sack politicians.

Business executive

Helping

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I think values are really, really important, but I also think that too many values are just words.

Business executive

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

- Lou Gerstner

Business executive

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It is not about bits, bytes and protocols, but profits, losses and margins.

- Lou Gerstner

Business executive

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IBM needed – an enormous sense of urgency.

- Lou Gerstner

Business executive

Enormous

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You can never be comfortable with your success, you’ve got to be paranoid you’re going to lose it.

- Lou Gerstner

Business executive

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I want to become a student. I want to read Chinese history and go on a dig.

- Lou Gerstner

Business executive

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I think that my leadership style is to get people to fear staying in place, to fear not changing.

- Lou Gerstner

Business executive

Style

I came to see, in my time at IBM, that culture isn’t just one aspect of the game; it is the game.

I came to see, in my time at IBM, that culture isn’t just one aspect of the game; it is the game.

I look for people who work to solve problems and help colleagues, I sack politicians.

I think values are really, really important, but I also think that too many values are just words.

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

It is not about bits, bytes and protocols, but profits, losses and margins.

IBM needed – an enormous sense of urgency.

You can never be comfortable with your success, you’ve got to be paranoid you’re going to lose it.

I want to become a student. I want to read Chinese history and go on a dig.

I think that my leadership style is to get people to fear staying in place, to fear not changing.

The design process, at its best, integrates the aspirations of art, science, and culture.

I’m not afraid of death. It’s the stake one puts up in order to play the game of life.

It’s an old ploy of the bourgeoisie. They keep a standing ‘art’ to defend their collapsing culture.

Part of company culture is path-dependent. It’s the lessons you learn along the way.

Cultures aren’t so much planned as they evolve from that early set of people.

I always try and do everything I can to the best of my abilities, single aspect has to be perfect.

One day, you’re 11 games, 12 games out, and the next day you’re in first!

You have to maintain a culture of transformation and stay true to your values.

I came to see, in my time at IBM, that culture isn’t just one aspect of the game; it is the game.

I came to see, in my time at IBM, that culture isn’t just one aspect of the game; it is the game.

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