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.
Sentiment: NEGATIVE
You know, IBM was almost knocked out of the box by other types of computer software and manufacturing.
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.
IBM has a very solid business image.
IBM isn't investing billions of dollars every year into research and development - and winning more patents than our top 10 competitors combined for more than a decade - as an academic exercise. But research is now being driven much more by what people need rather than just by what is possible.
I want to take IBM back to its roots.
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.
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, given who the IBM target company is, I feel our purpose is to be essential to our clients.
We got bigger, much scarier competitors. We ended up with Microsoft, a company with all the money in the world, the way I look at those guys. And IBM, another company that, historically, dwarfed us.
The next thing is: we can make IBM even better. We brought IBM back but we're gunning for leadership.