I don't think anybody's just B2B or B2C anymore. You are B2I - business to individual.

Don't protect your past. Don't protect your products.

It's easy to have an act one and two. Go ahead and have an act three, four, and five. The saying is the easy part. The doing is the hard part.

You define yourself by either what your clients want or what you believe they'll need for the future. So: Define yourself by your client, not your competitor.

I think, given who the IBM target company is, I feel our purpose is to be essential to our clients.

Every part of your business will change based on what I consider predictive analytics of the future.

I've got a distribution system that goes to 170 countries. If I acquire properly, you know, you may be successful in one or two countries, or one place; I can scale, and that's part of the value that IBM brings.

I think, particularly in our tech industry, this is an industry that has violent innovation and then commoditization, and it's a cycle of innovation/commoditization.

I make time to exercise. It's not being indulgent. I think it's got a lot to do with your ability to manage properly and stay focused. There's no doubt about that.

When you remove layers, simplicity and speed happen.

Clients say, 'What's your strategy,' and I say, 'Ask me what I believe first.' That's a far more enduring answer.

I always say, you know, if I sit here and close my eyes and say, 'When did I learn the most in my life, in my career?' It'll always be when I close them and everything I think of is when I took a risk. It's when I think I learned the most.

To me, I learned along the way, you know, culture is behavior. That's all it is; culture is people's behaviors.

I think 'Actions speak louder than words' is one thing, I think, I always took from my mom. And to this day, I think about that in everything I do.

I've been head of strategy at IBM and together with my colleagues built our five-year plan. My priorities are going to be to continue to execute on that.

And so when I moved to IBM, I moved because I thought I could apply technology. I didn't actually have to do my engineer - I was an electrical engineer, but I could apply it. And that was when I changed. And when I got there, though, I have to say, at the time, I really never felt there was a constraint about being a woman. I really did not.

If you're clear on what you believe, you have a great foundation to go make a market.

We have started something called the Corporate Services Corps. Now, it was modeled after the Peace Corps from long ago, the 1960s. And the idea was in this modern day and age, how do you get IBM'ers around the world to be global citizens? You know, globally aware, contribute, understand how to work in that environment, but do it on scale.

Whatever business you're in - it doesn't matter - it's going to commoditize over time. It's going to devalue. You've got to keep moving it to a higher value.

The recommendation when I'm mentoring folks, I always tell them - and we talked about this last year - take a risk.

You make the right decision for the long run. You manage for the long run, and you continue to move to higher value. That's what I think my job is.

One of the most important topics I think for us all to work on is job creation.

India will not be at the center - it will be the center of this fourth technology shift.

If it's digital, it will be cognitive. If you think that, you're going to change the way you run a business.