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I had a working mother. She worked for IBM. My dad lived in another town - not very far away, but another town. So food was - I guess food was my friend.
I've been head of strategy at IBM and together with my colleagues built our five-year plan. My priorities are going to be to continue to execute on that.
Mark my words, there will be a day that will come when you will all see many, many documents that will directly contradict IBM's current public posturing.
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.
The manuals we got from IBM would show examples of programs and I knew I could do a heck of a lot better than that. So I thought I might have some talent.
When I arrived at IBM, there were 'Team' signs all around. I asked, 'How do people get paid?' They told me, 'We pay people based on individual performance.'
Like IBM, the company [Microsoft] seems to have been spooked by the federal antitrust action against it and became increasingly sclerotic and less inventive.
I think what IBM is excellent at is using their sales and marketing infrastructure to convince people who have asymmetrically less knowledge to pay for something.
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 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.
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.
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.
Before I liked to write, I liked to type. I remember visiting my grandmother Adele in Ponce Inlet, Florida, when I was three years old, and she had an IBM electric typewriter.
I remember having computers at my parents' house growing up. We had different desktop PCs, but my first laptop was an IBM ThinkPad laptop. It was big, bulky, slow and terrible.
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.
In the 2010 holiday quarter, Apple reported $26.7 billion in revenue, up 70 percent from a year before. That means it's nearly as big as IBM, which did $29 billion in the same quarter.
When I was finishing grad school, the hot new PC was the IBM 286. Bulky. Immobile. Expensive. I touched-typed easily and quickly, but nevertheless, I realized that the machine was a chain.
My first album, 'Englaborn,' was based on music originally written for the theatre. My solo albums, like 'IBM 1401, a User's Manual' and 'Fordlandia,' have also had narratives attached to them.
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.
The industry has to learn how to do CEO succession well. If your definition of success is Intel or Microsoft or HP or IBM, that's not a good track record, and yet they are the most successful ones.
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.
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.
I remember my father banging away on an IBM Selectric in the garage. He wrote his first novels on that machine. I remember its pebbly surface, its cold heft. It made its mark, literally and violently.
KPMG's use of IBM Watson technology will help advance our team's ability to analyze and act on the core financial and operational data so central to the health of organizations and the capital markets.
You can't tell what's aboard a container ship. We carried every kind of cargo, all of it on view: a police car, penicillin, Johnnie Walker Red, toilets, handguns, lumber, Ping-Pong balls, and IBM data cards.
And then lo and behold IBM, Apple and Motorola took an ad in all the newspapers, double page ad, and said, announcing the chip that they were now able to manufacture it and that they were going to kill Intel.
It was not until the appearance of cyberpunk in the 1980s that SF began to grapple in a broadly meaningful way with the reality of computers as something other than giant mainframes tended by crewcut IBM nerds.
I've got a distribution system that goes to 170 countries. If I acquire properly, you know, you may be successful in one or two countries, or one place; I can scale, and that's part of the value that IBM brings.
If I have to tell you what was and is my mission, I think UBS can be the Apple or IBM of the banking industry: companies that went from being admired to severe difficulties and to being back stronger than before.
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.
I started trading stocks, options and futures while I was at UCLA, using my earnings from working summers at the old IBM plant on Cottle Road. I never lost interest in how companies work. It's fundamental to who I am.
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.
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.
Globalised manufacturing and procurement mean that a lot of high-polluting, heavy duty jobs are transferred to China. We will ask major companies, such as Wal-Mart, Microsoft and IBM to put pressure on their Chinese suppliers.
To me, this is the perfect marriage. There's no friction. There's just, we have what they need, they have what we need. And so IBM is in the process, with our help, of designing many different apps for many different verticals.
I've been a Fellow in a number of companies: Xerox, Apple, Disney, HP. There are certain similarities because all the Fellows programs were derived from IBM's, which itself was derived from the MIT 'Institute Professor' program.
I've been a Mac guy for almost my entire adult life. I wrote my first college papers on a typewriter, but by the end of my freshman year - almost 20 years ago - I was on an IBM PC. Then, in 1984, I found the Mac, and I never looked back.
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 have always thought of myself as an inventor first and foremost. An engineer. An entrepreneur. In that order. I never thought of myself as an employee. But my first jobs as an adult were as an employee: at IBM, and then at my first start-up.
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.
The amazing thing about IBM is that it's a company where I have had 10 different careers - local jobs, global jobs, technology jobs, industry jobs, financial services, insurance, start-ups, big scale. The network of talent around you is phenomenal.
When I was a little girl, my dad always said to me that I was going to be this great businesswoman, that I was going to be the CEO of IBM. So that's what I came into the world thinking, that I was going to go into the business world and make my mark there.
Fear of foreign domination in India led the Janata Party, in the 1970s, to push for partial Indian ownership of all multinational firms within the country. The result was a spectacular pullback, by companies such as IBM and Coca-Cola, and a stagnant economy.
Compensation needs to be predominately performance-driven. If CEO compensation was performance-driven, which I believe it was in IBM's case, nobody would ever argue. If the shareholders didn't make billions and billions of dollars, I wouldn't make millions of dollars.
And the reason I came to IBM was I think - I always say at a really early age, I learned you've got to be passionate about what you do. No matter what it is, you put too much, your heart and soul in it, you have to be passionate about it. You make too many sacrifices.
There are plenty of things I wish I'd known when I decided to quit my position at IBM and work on the idea that later became TaskRabbit. Maybe that's why one of the things I cherish most about being a founder and CEO is the opportunity to offer advice to new entrepreneurs.
IBM has research and development; so do Microsoft and Nike and even Jose Andres. But there hasn't been enough R&D on feeding people in the Third World. This has to be part of the process; if not, we'll keep throwing money at the problem instead of investing in true solutions.
If CEO compensation was performance-driven, which I believe it was in IBM's case, nobody would ever argue. If the shareholders didn't make billions and billions of dollars, I wouldn't make millions of dollars. My salary was the same for 10 years. It was all performance-based.
Israel stands proudly at the forefront of international achievement. The world's leading corporations - Google, Intel and Motorola, to name but a few - maintain research and development facilities here, and our technology start-ups continue to be acquired by the likes of AOL, eBay and IBM.
I'm the ninth CEO of IBM. Every one of my predecessors has steered through a technological shift, and every one left the company in a better position than the person before them and prepared this company with a very strong balance sheet to allow it to continue to invest for the next shift.