A Quote by Louis V. Gerstner, Jr.

The next thing is: we can make IBM even better. We brought IBM back but we're gunning for leadership. — © Louis V. Gerstner, Jr.
The next thing is: we can make IBM even better. We brought IBM back but we're gunning for leadership.
When a manufacturing company in Spain looks to IBM for a solution to a problem, they expect us to bring the best of IBM worldwide to it, not just the experience of IBM Spain.
Why IBM? We have tremendous expertise. One of the reasons we can drive phenomenal efficiency around the world is because we've made IBM an e-business.
There were IBM logos designed for the film, and there were IBM design consultants working with Kubrick on the layout of the controls and computer screens.
IBM customers of any size can now rest assured that Double-Take, the most innovative, flexible and reliable data protection solution on the market, is proven to integrate easily into their IBM infrastructure.
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.
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.
At IBM, if we kept our same leadership for 36 years, we'd be bankrupt.
I went to Tokyo three years ago. It was a job, though. I did an ad campaign for IBM, so they flew me out there to take pictures of me. It was IBM Global. It went to Australia, France, London, all over the world. But I think the ad campaign was a failure, because of me.
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.
The next generation of interesting software will be done on the Macintosh, not the IBM PC.
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.
I want to take IBM back to its roots.
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.
The thing I have learned at IBM is that culture is everything.
The last thing IBM needs right now is a vision.
Until I came to IBM, I probably would have told you that culture was just one among several important elements in any organization's makeup and success - along with vision, strategy, marketing, financials, and the like... I came to see, in my time at IBM, that culture isn't just one aspect of the game, it is the game. In the end, an organization is nothing more than the collective capacity of its people to create value.
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