Top 113 Quotes & Sayings by Ginni Rometty - Page 2

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

Planes don't fly, trains don't run, banks don't operate without much of what IBM does.

The social network will be the new production line.

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.

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

Ask yourself when you learn the most. I guarantee it's when you felt at risk.

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

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 was always surrounded by people that wanted to mentor you.

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?

The ultimate competitive advantage is being cognitive.

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.

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

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.

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

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.

I'm the ninth CEO of IBM. Every one of my predecessors has steered through a technological shift, and every one left the company in a better position than the person before them and prepared this company with a very strong balance sheet to allow it to continue to invest for the next shift.

I often sit back and say, 'Be sure about what I believe.'

Work on something that matters. Have courage.

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.

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

You can engineer change.

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

There will be times you make decisions that actually detract from growth.

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.

Just because you started your careers in a certain role, let's say hardware engineering, does not mean you'll end your careers in hardware.

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.

I've always looked for challenges, and I have found plenty.

When I think of revenue growth, I think of the words 'mix' and 'shift.'

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

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.

You build your own strategy. You don't define it by what another competitor is doing.

It will not be a world of man versus machine. It will be a world of man plus machines.

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

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.

If I have learned nothing else in all my years here, my biggest lesson is you have to constantly reinvent this company. That's how you get to be 103 years old.

One thing I always think about in making a market, and it again is something I have learned from Sam [Palmisano] as well, he always says, "Be first and be lonely."

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.

Any city has to give some thought to its ambition and brand in order to set sustainability goals.

Someone once told me growth and comfort do not coexist. And I think it’s a really good thing to remember.

Your value will be not what you know; it will be what you share.

The social network will be the new production line in a company.

Big Data will spell the death of customer segmentation and force the marketer to understand each customer as an individual within eighteen months, or risk being left in the dust.

For CEOs today, it's all about acheieving growth and efficiency through innovation. It's not about product innovation so much anymore as about innovating business models. process, culture and management.

The most important thing for any of us to be in our jobs is curious.

I learned to always take on things I'd never done before. Growth and comfort do not coexist.

Today when I think about diversity, I actually think about the word “inclusion.” And I think this is a time of great inclusion. It’s not men, it’s not women alone. Whether it’s geographic, it’s approach, it’s your style, it’s your way of learning, the way you want to contribute, it’s your age - it is really broad.

One of the most important things for any leader is to never let anyone else define who you are. And you define who you are. I never think of myself as being a woman CEO of this company. I think of myself as a steward of a great institution.

Big data is indeed a buzzword but it is one that is frankly under-hyped.

Don't let others define you. Define yourself.

Never love something so much that you can’t let go of it.

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.