Ginni Rometty

I probably reduce the layers of management by half.

And so that has lots of benefits, right?

Time to a decision, more autonomy to people.

And then the idea of like faster clarity of where you're going.

Because you're not just filtered through so many different layers.

And I think it's the kind of thing a lot of companies, if you're big, have to just keep going through.

It's kind of like grass grows, you know, it just comes back and you got to go back down and work on it.

So it's a natural thing.

But I hear so many people talk about it, Lex, this idea of like, okay, well, who makes a decision?

You've often heard nobody can say yes and everybody can say no.

And that's actually what you're trying to get out of a system like that.

Oh, I am sure you know the answer to that.

And it is, of course, yes.

Fun to say it.

Yeah.

You know, because I actually, A, there's a leader for a time, but then there's a leader for a situation, right?

And so I've had to do plenty of unpopular things.

I think anytime you have to run a company that endures a century and has to endure another century, you will do unpopular things.

You have no choice.

And I often felt I had to sacrifice things for the long term.