Mark my words, there will be a day that will come when you will all see many, many documents that will directly contradict IBM's current public posturing.
IBM doesn't want its people to get frustrated and restless because it has them reaching for carrots they can't quit
At IBM everybody sells! Every employee has been trained to think that the customer comes first - everybody from the CEO, to the people in finance, to the receptionists, to those who work in manufacturing.
Even IBM can't stand in the way of progress. . . for more than a decade.
My dream was to grow up and get a job at IBM, like my dad. That seemed like a logical dream.
I want to take IBM back to its roots.
The typical project design time for a large company like IBM - and they keep track of this - is a little over four years.
Twenty years ago rooting for the Yankees was like rooting for IBM.
IBM's long-standing mantra is 'Think. ' What has always made IBM a fascinating and compelling place for me, is the passion of the company, and its people, to apply technology and scientific thinking to major societal issues.
Like IBM, the company [Microsoft] seems to have been spooked by the federal antitrust action against it and became increasingly sclerotic and less inventive.
I believe strongly that a group's potential is eventually limited by the strength of its leadership. I'm an outsider, but it still looks to me like the leadership in the Java w orld is Fouled Up Beyond ALL Recognition. Java ISVs don't know whether to listen to Mom or Dad. Everybody knows IBM should just buy Sun and clean up the mess. When are they going to do it?
Just think, IBM and DEC in the same room, and we did it.
This kind of intense loyalty, then, became the well-spring of the IBM spirit, the family spirit as it was called.
The normal expectancy of the average investor - for example, the pension funds of AT&T or IBM - is 6% for a long time.
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.
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.
If the DHS insists, as bureaucracies are apt to do, that open-source must be certified via a sanctioned, formal process, it will interfere with the informal process of open-source itself. It seems to me the DHS is trying to turn an open-source development project into a Microsoft (or IBM or Oracle) software development project. And we know what that means: more, not fewer, errors -- security and otherwise.
If joining IBM was commitment, not employment, and the company engaged in something more than business, it had a right to demand of its men unconditional loyalty, Watson believed.
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.
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.
