Ginni Rometty

Some of them did fantastic.

And others, they're like, well, let me school you on everything.

But they didn't realize we did really mission-critical work.

And they'd break a bank.

I mean, they would not understand the certain kind of security and the auditability and everything they had to go on.

And then I watched IBM people say,

oh, I actually could learn something.

Some were like, yeah, okay, I don't know how to do that.

That's a really good thing I could learn.

And in the end, there was not like one group was a winner and one was a loser.

The winners were the people who were willing to learn from each other.

I mean, to me, it was a very stark example of that point.

And I saw it firsthand.

So that's why I'm so committed to this idea about skills first.

And that's how people should be hired, promoted, paid, you name it.

That is a good question.

Because like a really flip answer would be, as it gets bigger, you have no choice but to just, you know, you can't do it.

You have to tell or show.

I mean, you've got to let people find their way because it's so big, you can't, right?

That's an obvious answer.