Famous Ibm Quotes

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.

The first eye-opener came in the 1970s, when DARPA, the Pentagon’s research arm, organized the first large-scale speech recognition project. To everyone’s surprise, a simple sequential learner of the type Chomsky derided handily beat a sophisticated knowledge-based system. Learners like it are now used in just about every speech recognizer, including Siri. Fred Jelinek, head of the speech group at IBM, famously quipped that “every time I fire a linguist, the recognizer’s performance goes up.” Stuck in the knowledge-engineering mire, computational linguistics had a near-death experience in the late 1980s. Since then, learning-based methods have swept the field, to the point where it’s hard to find a paper devoid of learning in a computational linguistics conference. Statistical parsers analyze language with accuracy close to that of humans, where hand-coded ones lagged far behind. Machine translation, spelling correction, part-of-speech tagging, word sense disambiguation, question answering, dialogue, summarization: the best systems in these areas all use learning. Watson, the Jeopardy! computer champion, would not have been possible without it.

Thomas Watson from IBM famously said: “Nothing happens until a sale is made.

I tell him that such stories make me nervous for the future in the face of advances in AI. Garry shakes his head. “I’m more optimistic about the future of humanity,” he says. “You’re not worried about AI taking over?” “Why should I be? I was the first knowledge worker whose job was threatened by machines,” he says. I laugh. It’s true. In 1997, Garry was famously beaten in a chess match by IBM’s supercomputer Deep Blue. “I think it’s wrong to cry about progress,” he says. “The future is not humans fighting machines. The future is humans collaborating with machines. Every technology in history destroyed jobs, but it also created new ones.

As NeXT began to struggle, even as Jobs’s star was rising, several employees at NeXT, as well as executives from Compaq and Dell, approached Jobs with an idea: get out of hardware. NeXT’s software was excellent. Its graphical interface and programming tools were more elegant and powerful than Microsoft’s DOS and early Windows. Jobs could offer PC makers an alternative to Microsoft, which they desperately wanted. In return, the PC makers could offer NeXT something it desperately needed: a future. The idea of switching from hardware to software was a classic S-type loonshot. Jobs had risen to fame selling hardware. Bigger, faster, more, every year. The stars of the day—IBM, DEC, Compaq, Dell—sold shiny machines stamped with their famous logos. Everyone knew there was no money to be made in software; the money was in hardware.

dominate. Bill Gates did not start out with the business model that made him rich and famous. Initially, after dropping out of Harvard, he and Paul Allen sold their own line of BASIC software for the Altair 8800.7 It was only when the company was about five years old, in 1981, that Gates found out that IBM was seeking an operating system for its proposed personal computer line. He bought an operating system from another company in Seattle, called it MS-DOS, licensed it to IBM, and built Microsoft into a juggernaut. You may not find the right business model on the first cut, so you may have to adapt—before you run out of cash.