I think the way IBM has embraced the open source philosophy has been quite astonishing, but gratifying. I hope they'll do very well with it.
If, for some reason, we make some big mistake and IBM wins, my personal feeling is that we are going to enter a computer Dark Ages for about twenty years.
Innovation has nothing to do with how many R amp&; D dollars you have. When Apple came up with the Mac, IBM was spending at least 100 times more on R & D. It's not about money. It's about the people you have, how you're led, and how much you get it.
We think the managed security services opportunity is enormous and so we have been an active participant and probably the largest firm in this space outside of an IBM or EDS, which does large outsourcing contracts.
Drugs are in every walk of life - doctors, lawyers, preachers, the guy who works for IBM, teenagers on the street, teenagers in school.
I was going to visit IBM for six months as a visiting scientist. Now, six months is a lot of time, so I came with a whole list of projects that I might want to work on.
Every time we've moved ahead in IBM, it was because someone was willing to take a chance, put his head on the block, and try something new.
It was an impressive achievement, of course, and a human achievement by the members of the IBM team, but Deep Blue was only intelligent the way your programmable alarm clock is intelligent. Not that losing to a $10 million alarm clock made me feel any better.
We can learn from IBM's successful history that you don't have to have the best product to become number one. You don't even have to have a good product.
You cannot have companies where many of the largest ones lose money indefinitely without someone finally waving the white flag, and IBM is the most recent example of that.
What happens to the Microsofts, Oracles and IBMs of the world is that when they get big enough, they don't think they need to bring that same level of focus and energy to the end-user experience.
Even IBM can't stand in the way of progress... for more than a decade.
When I arrived at IBM, there were 'Team' signs all around. I asked, 'How do people get paid?' They told me, 'We pay people based on individual performance.
When a manufacturing company in Spain looks to IBM for a solution to a problem, they expect us to bring the best of IBM worldwide to it, not just the experience of IBM Spain.
What I'm trying to do is deliver results, not promises; results, not vision; results, not concepts. The world is cynical about IBM's promises.
I want to take IBM back to its roots.
I firmly believe that IBM's size can be used to its advantage.
A lot of people saved IBM. Yes, I was the leader of that team, but I could never have done it without a group of IBMers helping me.
Microsoft went into orbit because it had a booster rocket attached to it called IBM.
IBM is helping to greatly advance and expedite quality sampling while providing our project investigators peace of mind that the information they are gathering is securely stored and protected.
The next thing is: we can make IBM even better. We brought IBM back but we're gunning for leadership.
Some people speak of the Akashic Records as if they were on an IBM mainframe that's out there somewhere near the Restaurant at the End of the Universe.
Before I liked to write, I liked to type. I remember visiting my grandmother Adele in Ponce Inlet, Florida, when I was three years old, and she had an IBM electric typewriter.
My father had to flee from what is today Pakistan when he was a child, and he became a manager at IBM, and any item of consumption he would acquire was a direct measurement of his success in life. But that same equation wasn't going to work for me - I was quite clear about that in my early teens.
One thing the military does far better than business is train its own leaders. I can't go to IBM and hire a battalion commander. They don't have any.
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