Ginni Rometty
Ginni Rometty
Virginia Marie "Ginni" Rometty is an American business executive. She is the current Chairwoman, President and CEO of IBM, and the first woman to head the company. Prior to becoming president and CEO in January 2012, she held the positions of Senior Vice President and Group Executive for Sales, Marketing, and Strategy at IBM. She joined IBM as a systems engineer in its Detroit office in 1981...
NationalityAmerican
ProfessionBusiness Executive
Date of Birth29 July 1957
CountryUnited States of America
Embracing new ways of managing key business processes, such as procurement and accounts payable, allows leading companies like Colgate to uncover significant new sources of value within their operations. We're pleased to help Colgate move its business forward using our organization's expertise in procurement innovation coupled with IBM's well established group of supply chain and accounting professionals.
To me, I learned along the way, you know, culture is behavior. That's all it is; culture is people's behaviors.
I've got a distribution system that goes to 170 countries. If I acquire properly, you know, you may be successful in one or two countries, or one place; I can scale, and that's part of the value that IBM brings.
No matter what it is, you put too much, your heart and soul in it, you have to be passionate about it. You make too many sacrifices.
I learned to always take on things I'd never done before.
Be first and be lonely.
And so when I moved to IBM, I moved because I thought I could apply technology. I didn't actually have to do my engineer - I was an electrical engineer, but I could apply it. And that was when I changed. And when I got there, though, I have to say, at the time, I really never felt there was a constraint about being a woman. I really did not.
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.
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 very clear that CEOs today are looking at new kinds of innovation to drive substantial organizational change and business growth. It's not just product innovation any more. It's about understanding how to innovate a business model, or an operational process, or management behavior -- such as real-time risk management, collaborative pharmaceutical development, or digital film distribution.
For CEOs today, it's all about achieving growth and efficiency through innovation. It's not about product innovation so much anymore as about innovating business models, process, culture and management.
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.
We have started something called the Corporate Services Corps. Now, it was modeled after the Peace Corps from long ago, the 1960s. And the idea was in this modern day and age, how do you get IBM'ers around the world to be global citizens? You know, globally aware, contribute, understand how to work in that environment, but do it on scale.
Any city has to give some thought to its ambition and brand in order to set sustainability goals.