If CEO compensation was performance-driven, which I believe it was in IBM's case, nobody would ever argue. If the shareholders didn't make billions and billions of dollars, I wouldn't make millions of dollars. My salary was the same for 10 years. It was all performance-based.
From Louis V. Gerstner, Jr.
If life was so easy that you could just go buy success, there would be a lot more successful companies in the world.
I want to become a student. I want to read Chinese history and go on a dig.
You can never be comfortable with your success, you've got to be paranoid you're going to lose it.
The next thing is: we can make IBM even better. We brought IBM back but we're gunning for leadership.
The value that some analysts put on revenue vs. what they put on profit is out of whack. If you can grow real cash earnings, that's 80% of what you ought to do, and the revenue component is 20%.
Compensation needs to be predominately performance-driven. If CEO compensation was performance-driven, which I believe it was in IBM's case, nobody would ever argue. If the shareholders didn't make billions and billions of dollars, I wouldn't make millions of dollars.
I think that my leadership style is to get people to fear staying in place, to fear not changing.
You know, you don't need a leader to sort of administer something that's going very well. In fact, in one sense, an overly ambitious person in that circumstance can probably screw it up.
Whether the task is fixing health care, upgrading K-12 education, bolstering national security, or a host of other missions, the U.S. is better at patching problems than fixing them.
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