Top 75 Quotes & Sayings by Lisa Su
Explore popular quotes and sayings by a Taiwanese businesswoman Lisa Su.
Last updated on December 21, 2024.
I did a lot of engineering things, like taking apart my brother's model car when I was 10. I also played the piano for about 10 years. I auditioned for Juilliard but didn't get in.
My dad was going to graduate school at Columbia, in New York, so we moved there. After he graduated, we ended up settling in New York, so I grew up there.
I do think the blockchain infrastructure is here to stay.
Traditional computing is always going to be a part of AMD's business, but our technology can go further.
What India is doing in promoting technology and broadband access and PCs for the population is an important market for us.
Great graphics requires more than just high-performance hardware. Gamers know software is just as important.
Yes, our competition may have significantly more engineers or significantly more R&D investment. On the other hand, we have significantly more freedom. We have the freedom to innovate.
The best thing you can do is learn from those mistakes so that you continue to get better. That's the management style or leadership style I believe in, which is push people to their limit such that they can become better than they thought they could be. That certainly has helped me.
Our core competency is really in processors.
We do really, really well for content creation and anybody who likes to run videos or edit videos and high performance games.
We're so excited about technology. We can help turn the impossible into the possible.
Diversifying the business is definitely a good thing.
I spent 15 years at IBM, then five years at Freescale Semiconductor.
Make sure there are lots of Harvard M.B.A.s working for MIT Ph.D.s in the future.
What's important for all of us as chip companies is to keep the innovation going: putting out new products, figuring out how we connect these complex systems.
I remember some of the biggest mistakes I have made really, really well.
The way we want to look at it is we would like to do end-to-end design in India. We've invested for many years, and so at some point, to do end-to-end product in India is very much a possibility.
We really want to be the leading designer and integrator of tailored solutions.
My view of AMD is that we have a tremendous set of technology assets, people, capability, customer relationships. We're not going to define ourselves in somebody else's shadow.
Clarity of communication is important.
With technological advances, there's a very natural curve between cost and complexity and adoption. When the cost and complexity are high, the adoption rate is - let's call it 'modest.'
That's the fun part of being CEO. You can actually say, 'Hey, this is what we should be spending our time on,' and people get it.
I'm a big believer in using the best IP for a given application.
Gaming is one of those things that's pretty amazing because when you think about it, everybody wants to game; whether you're a casual gamer, or you're an enthusiast gamer, there's a large market for us.
Everyone in the semiconductor industry, everyone in the technology industry, would benefit from more diversity in the business.
Gaming brings people together.
Putting you into a virtual world really allows you to think differently.
We see incredible opportunity to solve some of the biggest social challenges we have by combining high-performance computing and AI - such as climate change and more.
The notion of what we're trying to do at AMD is about bringing out great technology, great products.
Electrical engineering, particularly at MIT, was the hardest major, so I said, 'You know, how about we try that and see how it goes.'
One of the key things is, when you look at semiconductor companies, it's all about experience.
Like many Asian parents, mine were very focused on education. My dad would quiz me with multiplication tables when I was about 5.
When I see some of the work in the commercial PC sector, some of our top focus is in India.
What we're really trying to do is have heterogeneous systems really become the foundation of our computing going forward. And that's the idea that you make every processor and every accelerator a peer processor.
I am grateful for the continued opportunity to take risks and learn from my mistakes as we at AMD strive to use technology to help solve some of the world's toughest challenges.
Being CEO of AMD is a tremendous opportunity to influence the industry and influence the future of computing.
My dad was a mathematician and worked for New York City as a statistician. My mom was an accountant and eventually started her own business in her mid-40s. She linked manufacturers in Taiwan to companies in the United States that needed those types of products.
We're absolutely passionate about making sure gamers have the latest and greatest drivers.
AMD's history is we've always had great technology. We've had periods of time where we've done really, really well, and we've had periods of time where we've done not so well. But most of the time we've done well, it's because we've had a leadership product or some technology where we were out in front before anybody else.
I just really love building chips.
When I step back and look at what's important to AMD, it's about graphics leadership - visual computing leadership - as well as a strong computing experience. We have the capability to integrate those two together.
I just had a great curiosity about how things worked.
I've spent my entire career in semiconductors.
The world is starving for new ideas and great leaders who will champion those ideas.
People are really capable if you're able to give them the confidence to get something done and paint the picture of where we need to go.
My philosophy is, I can't make every product that can possibly use a high-performance CPU and graphics. Why shouldn't I enable others, in a positive fashion, to leverage AMD IP in more places?
I was born in Taiwan and came to the United States when I was 2.
One of the most important things for a CEO is not to get insulated.
I like the PC market. It's a big market, but it's a very volatile market as well.
As we looked at the server market, we know very well that the data-center market takes time to ramp with any new product.
There are positives and negatives to publicly traded and private companies.
I grew up in the IBM school of management.
Don't worry about the financials. Just focus on delivering great products.
I'll say it this way: AMD is a company that generates very strong opinions. There are some people who really like us and are really rooting for us. And then there are some people who say we'll never be able to compete against some of our bigger competitors.
I think it's fair to say that the age of traditional computing is dead.
Run toward the hardest problems. This approach has helped me to learn a tremendous amount from both success and failure.
I really like to win.
Market share is key.
The key for us is always a multiple-year strategy, and a multiple-year strategy means great products, great customer relationships, and doing solid engineering.
There is a mentality that if you're a long time AMDer, that we're x86: we know what we're doing, and it's just about building better x86 devices.
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