I think health care is absolutely ripe. It's an $8 trillion industry, lots of inefficiency in it.

I never look at an acquisition really by size.

We share no data with the government anywhere in the world.

India... what a big part you play in this story for IBM and for the world.

This century, the 21st century, will be the Indian century - and I really believe that.

Think about when a digital business marries up with what I'll call 'digital intelligence.' It is the dawn of a new era about being a 'cognitive' business. When every product, every service, how you run your company can actually have a piece that learns and thinks as part of it, you will be a cognitive business.

I believe that the idea of strategic beliefs may be more important than strategic planning when thinking about how you keep the long view.

With this emergence of big data and social mobility, you will, in fact, see the death of 'average,' Instead, you will see the era of you.

The social network will be the new production line.

When you're on a scale like we are in 170 countries and hundreds of thousands of people, you have a single point of view.

Some people make their choice on size. I happen to not be a believer in that. I've often said, especially in an industry that's clamoring for growth, if I wanted size, I wouldn't have divested $8 billion of businesses.

Above and beyond, not only are we an innovation company, we are in service of our clients.

The ability to please your shareholders comes because of what you do for clients.

This idea of 'New Collar' says for the jobs of the future here, there are many in technology that can be done without a four-year college degree and, therefore, 'New Collar' not 'Blue Collar,' 'White Collar.' It's 'New Collar.'

I am big on - even with our whole team - it's always about, well, what were the lessons learned? Something didn't work out? What are the lessons learned? What are the lessons learned?

When my father left us, my mother went back to school immediately. She went to school in the day while we were at school, and she worked at night. She worked very hard to never let someone define her as a victim or a failure.

One day we're going to look back, and whatever this era will get called, it's going to put a premium on math and science.

If you step back and look at technology from every era, it has displaced jobs but also created a lot of jobs.

The amazing thing about IBM is that it's a company where I have had 10 different careers - local jobs, global jobs, technology jobs, industry jobs, financial services, insurance, start-ups, big scale. The network of talent around you is phenomenal.

You need to have a great support around you, people that empathise, understand and yet support, because these CEO jobs are all-consuming.

My mom had not worked a day in her life, and then she woke up when I was 15 and found herself with four children, no job, no money. But she set out and made it all OK for us, and from that, I saw that there's no problem that can't be solved.

I am very practical.

IBM existed a good 50 years before mainframes - we started with scales.

What I knew was I liked math and science, and I never wanted to memorize everything. I wanted to understand where it came from.