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&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.
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.
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's like when IBM drove a lot of innovation out of the computer industry before the microprocessor came along. Eventually, Microsoft will crumble because of complacency, and maybe some new things will grow. But until that happens, until there's some fundamental technology shift, it's just over.
People who feared IBM were wrong, ... Technology is ever-changing.
Once IBM gains control of a market sector, they almost always stop innovation. They prevent innovation from happening.
It's the first company to build the mental position that has the upper hand, not the first company to make the product. IBM didn't invent the computer; Sperry Rand did. But IBM was the first to build the computer position in the prospect's mind.
It's not easy to remember, but IBM was the computer industry when I was growing up. You loved 'em. You hated 'em. You knew what they were doing. They had set a standard for mainframes. They also set a standard for great sales focus and heavy product R & D.
I firmly believe that IBM's size can be used to its advantage.
Microsoft went into orbit because it had a booster rocket attached to it called IBM.
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.
If you gave me the choice of being CEO of General Electric or IBM or General Motors, you name it, or delivering papers, I would deliver papers. I would. I enjoyed doing that. I can think about what I want to think. I don't have to do anything I don't want to do.
Arguments over grammar and style are often as fierce as those over IBM versus Mac, and as fruitless as Coke versus Pepsi and boxers versus briefs.
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.
The last thing IBM needs right now is a vision.
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.
We flew down weekly to meet with IBM, but they thought the way to measure software was the amount of code we wrote, when really the better the software, the fewer lines of code.
The next generation of interesting software will be done on the Macintosh, not the IBM PC.
IBM Plus Reality Plus Humanism = Sociology.
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.
I came to see, in my time at IBM, that culture isn't just one aspect of the game; it is the game.
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