Ginni Rometty, CEO of IBM, shares insights on leading a century-old tech company through change. She emphasizes the importance of understanding what remains constant, like the company's purpose, while not clinging to past business models. IBM has shifted significantly, with 50% of its revenue from new products and services. Rometty highlights the need to transform work processes, adopting design thinking and agile methodologies, to keep pace with rapid industry changes. Her key lessons include clarity of purpose, embracing new business models, and transforming work culture.

What does Ginni Rometty identify as the unchanging aspect of IBM?

• The company's location

• The company's purpose

• The company's leadership

• The company's product line

What percentage of IBM's business is now focused on hardware?

• 25%

• 50%

• 90%

• 9%

Why did IBM divest from $10 billion of commoditizing businesses?

• To reduce operational costs

• To focus on hardware development

• To fuel investment in new products and services

• To expand into new geographical markets

What methodology did IBM implement to enhance its work processes?

• Waterfall

• Six Sigma

• Design thinking

• Lean manufacturing

What change did IBM make to its appraisal system?

• Introduced a new grading system

• Abolished the existing appraisal system

• Increased the frequency of appraisals

• Outsourced appraisals to a third party