Until I came to IBM, I probably would have told you that culture was just one among several important elements in any organization's makeup and success — along with vision, strategy, marketing, financials, and the like... I came to see, in my time at IBM, that culture isn't just one aspect of the game, it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value.
What I saw generically on the pro-biotech side was the attitude that the technology was good and that it was almost immoral to say that it wasn't good because it was going to solve the problems of the human race and feed the hungry and clothe the naked. And there was a lot of money that had been invested in this, and if you're against it, you're Luddites, you're stupid. There was rhetoric like that even here in this department. You felt like you were almost an alien, disloyal, by trying to present an open-minded view on some of the issues being raised. So I pretty much spouted the rhetoric that everybody else around here spouted; it was written into my speeches.
You must develop one all-important ability — being able to enlist the help of other people. You have to reach a state where others want to help you. This includes giving credit... which will come back to you a hundredfold. Your reputation stems from what people say when you're not present.
Well, with regard to Syria, I do think that it's a mess. I think that the only way that we deal with Syria is to join hands with Russia to diplomatically bring that at an end. But when we've aligned ourselves with — when we've supported the opposition of the Free Syrian Army — the Free Syrian Army is also coupled with the Islamists.