Quotes from Ginni Rometty

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.

It's easy to have an act one and two. Go ahead and have an act three, four, and five. The saying is the easy part. The doing is the hard part.

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.

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

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.

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.

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.

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

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.'

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.

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

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

The only way you survive is you continuously transform into something else. It's this idea of continuous transformation that makes you an innovation company.

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.

I never look at an acquisition really by size.

Whatever business you're in - it doesn't matter - it's going to commoditize over time. It's going to devalue. You've got to keep moving it to a higher value.

Don't let others define you. You define yourself.

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

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.

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.

What I knew was I liked math and science, and I never wanted to memorize everything. I wanted to understand where it came from.

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

The ultimate competitive advantage is being cognitive.