Ginni Rometty Quotes

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

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.

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.

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

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.

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.

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

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

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

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.

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

Don't let others define you. Define yourself.

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

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

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.

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

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.

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

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."

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

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

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.

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.

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.

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

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.

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.