And the reason I came to IBM was I think - I always say at a really early age, I learned you've got to be passionate about what you do. No matter what it is, you put too much, your heart and soul in it, you have to be passionate about it. You make too many sacrifices.

I've made lots of mistakes. Probably the worst one - I would say they tie. It's either when I didn't move fast enough on something, or I didn't take a big enough risk.

IBM's long-standing mantra is 'Think.' What has always made IBM a fascinating and compelling place for me, is the passion of the company, and its people, to apply technology and scientific thinking to major societal issues.

I ask everyone's opinion when they don't speak up. And then when they have an opinion, I'll ask others to talk about it.

So what it means is when you don't believe in the inevitable, it means you don't expect that that's how things have to turn out. You can change them.

As I tell all our folks, the only reason we exist - make no mistake - is our clients.

We should prepare our future workforce differently. It isn't just advanced STEM degrees. There are many jobs you can do without advanced degrees.

No matter what it is, you put too much, your heart and soul in it, you have to be passionate about it. You make too many sacrifices.

What has always made IBM a fascinating and compelling place for me is the passion of the company, and its people, to apply technology and scientific thinking to major societal issues.

When you manage your company for long-term shareholders, and you manage the company for clients, two of the biggest stakeholders, you will make the right decisions.

I have a great job at a great company.

I'm the kid that tried to take Latin in school because I felt if I could understand the root of everything, then I could understand why it worked. That was what took me into engineering. And the reason I stayed is, engineering teaches you to solve problems. It teaches you to think.

As I say to our own team: 'Never protect your past, never define yourself by a single product, and always continue to steward for the long-term. Keep moving towards the future.'

Digital, it is not the destination.

If you ask me, 'So what is your business model?' Our business model's always about shifting to higher value opportunities.

Everyone talks about how much data's in the world. Except, actually, 80% of it is pretty blind to computers. I mean, it can store it. But if it's a movie, a poem, a song, it doesn't know what it's actually saying or doing.

Watson augments human decision-making because it isn't governed by human boundaries. It draws together all this information and forms hypotheses, millions of them, and then tests them with all the data it can find. It learns over time what data is reliable, and that's part of its learning process.

If we would change the basis and align what is taught in school with what is needed with business... that's where I came up with this idea of 'new collar.' Not blue collar or white collar.

The ultimate competitive advantage is being cognitive.

I learned to always take on things I'd never done before.

You have to stick up for what you believe in. And that, to me, is the biggest thing you can do about driving inclusion.

Steward for the long term. It's not always easy, but you do it.

Every day I get to 'Think' and work on everything from digitizing electric grids so they can accommodate renewable energy and enable mass adoption of electric cars, helping major cities reduce congestion and pollution, to developing new micro-finance programs that help tiny businesses get started in markets such as Brazil, India, Africa.

You've got to keep reinventing. You'll have new competitors. You'll have new customers all around you.