Ginni Rometty

So you got so much to do and you say, is that a scary thing?

Yes.

Do you have to sometimes dictate?

Yes.

But I did find

And it is worth it.

I know every big company I know, my good friend that runs General Motors, she's had to change.

Go back to what is them, them, you know?

And when you do that, that back to be essential, we kind of started with, hey, it's be essential.

Then the next thing I did with the team was say, okay, now this means new era of computing, new buyers are out there, and hey, we better have new skills.

Okay, now the next thing, how do you operationalize it?

And it just takes some time.

But you can engineer that and get people to build belief.

Oh, boy, that's a long – skills is a really long topic in and of itself.

I try to put my view in it.

I learned a lot and I changed my view on this a lot.

Okay.

I'll go back at my very beginning, say 40 years ago, I would have said at that point, okay, I was always in a hurry.

I was interviewing to hire people.

I don't know how you hire people.