Quotes About IBM

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.

Rumor has it that, when they shut down the IBM 7094 at MIT in 1973, they found a low-priority process that had been submitted in 1967 and had not yet been run.

India... what a big part you play in this story for IBM and for the world.

I was working at 'Forbes,' and I covered big enterprise companies - IBM, Sun, and EMC - and it was kind of boring. 'Forbes' only came out every other week, so it was not the most fast-paced job in the world. It was very nice, comfortable.

I think the idealism has always been marketing. Even back in the early days of Apple and the 'pirate' mentality, they were building a computer that they wanted to differentiate from IBM and Microsoft.

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.

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.

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.

Apple Computers is a famous example: it was founded by (mostly Republi­can) computer engineers who broke from IBM in Silicon Valley in the 198os, forming little democratic circles of twenty to forty people with their laptops in each other's garages.

I.B.M. was my college education, effectively. They were very good at teaching you management.

how did IBM get into this mess in the first place? It is the central question to ask because its senior executives understood the economic dynamics underpinning IBM's mainframe and PC businesses. Despite this, the majority demonstrated a reluctance to reduce the power and cultural influence of their portions of the firm as technological changes suggested new directions, new opportunities not seized on as quickly as they might have been

at least in IBM's case, when it honored and nurtured its sales force and its sales culture, it was productive and successful. That statement may sound incredibly obvious. When their values prevailed, IBM did well. But beginning shortly after the new millennium, they did not always prevail. IBM, like many other corporations, in recent years has relied increasingly on what came to be known as "financial engineering" to improve performance. It was never enough to ensure success.

That it failed to fix IBM's problems or help Akers suggests that collectively the board proved unwilling, complicit, or simply incompetent to carry out its fiduciary and ethical responsibilities until forced to by circumstances.

In the early days of IBM, when a newly promoted executive lost a lot of money on a bet that went wrong, founder Thomas Watson let everyone know he wasn't going to be fired. "Why would I fire him?" he asked. "We just spent thirty thousand dollars educating him.

My dad used to work at IBM, so we used to get discounts on computers and stuff, and I did have a ThinkPad.

Technology is something we buy to sell to the customers. Ericsson, Nokia and IBM do technology for a living, so let's give it to them because they know best. It has made the business model of Bharti very, very sustainable.

If you look at any of the big companies, whether it is IBM or L'Oreal, they have a corporate religion and corporate self-image that makes it very difficult for them to execute in different areas.

Though many people mistakenly credit IBM with the first PC in 1981, the Apple II came out four years earlier, in 1977.

IBM decided they were going to enter the copying business in 1968.

I think, given who the IBM target company is, I feel our purpose is to be essential to our clients.

In 1957, IBM's weight was two-thirds of the technology sector; in 2013, IBM was only the third largest in a sector that contains 70 firms.

The price investors paid for IBM was just too high. Even though the computer giant trumped Standard Oil on growth, Standard Oil trumped IBM on valuation, and valuation determines investor returns.

It's worth noting that IBM's program, named Watson, had access to 200 million pages of content consuming four terabytes of memory.

IBM has taken a leadership role in this area and is prepared to be a technology partner with companies around the world to take advantage of these new developments.