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At IBM, if we kept our same leadership for 36 years, we'd be bankrupt.

I want to take IBM back to its roots.

Every time we've moved ahead in IBM, it was because someone was willing to take a chance, put his head on the block, and try something new.

We can learn from IBM's successful history that you don't have to have the best product to become number one. You don't even have to have a good product.

IBM has research and development; so do Microsoft and Nike and even Jose Andres. But there hasn't been enough R&D on feeding people in the Third World. This has to be part of the process; if not, we'll keep throwing money at the problem instead of investing in true solutions.

IBM has a very solid business image.

You know, IBM was almost knocked out of the box by other types of computer software and manufacturing.

IBM has taken a leadership role in this area and is prepared to be a technology partner with companies around the world to take advantage of these new developments.

If being the biggest company was a guarantee of success, we'd all be using IBM computers and driving GM cars.

IBM isn't investing billions of dollars every year into research and development - and winning more patents than our top 10 competitors combined for more than a decade - as an academic exercise. But research is now being driven much more by what people need rather than just by what is possible.