IBM is what it is today for three special reasons. The first reason is that, at the very beginning, I had a very clear picture of what the company would look like when it was finally done. You might say I had a model in my mind of what it would look like when the dream — my vision — was in place. The second reason was that once I had that picture, I then asked myself how a company which looked like that would have to act. I then created a picture of how IBM would act when it was finally done. The third reason IBM has been so successful was that once I had a picture of how IBM would look when the dream was in place and how such a company would have to act, I then realized that, unless we began to act that way from the very beginning, we would never get there. In other words, I realized that for IBM to become a great company it would have to act like a great company long before it ever became one. From the very outset, IBM was fashioned after the template of my vision. And each and every day we attempted to model the company after that template. At the end of each day, we asked ourselves how well we did, discovered the disparity between where we were and where we had committed ourselves to be, and, at the start of the following day, set out to make up for the difference. Every day at IBM was a day devoted to business development, not doing business. We didn’t do business at IBM, we built one

From the very outset, IBM was fashioned after the template of my vision. And each and every day we attempted to model the company after that template. At the end of each day, we asked ourselves how well we did, discovered the disparity between where we were and where we had committed ourselves to be, and, at the start of the following day, set out to make up for the difference. Every day at IBM was a day devoted to business development, not doing business. We didn’t do business at IBM, we built one

I realized that for IBM to become a great company it would have to act like a great company long before it ever became one.

In other words, I realized that for IBM to become a great company it would have to act like a great company long before it ever became one.

for entrepreneurs interested in building Watson-backed business, Cane was stunned by how easy it was to work with IBM.

for entrepreneurs interested in building Watson-backed business, Cane was stunned by how easy it was to work with IBM. “They provided so much support and guidance,” he explains, “that we were able to build our entire Watson-powered prototype in two weeks.

We tend to think that the phenomenon of engineers and scientists being at the top of a company is something that started with Bill Gates, Steve Wozniak or Gary Kildall. But this just isn’t the case. Even back in the days when IBM was the single most important computer company, it was possible for one of its engineers to escape and make an impact that disturbed even Big Blue.

The creative imitator looks at products or services from the viewpoint of the customer. IBM’s personal computer is practically indistinguishable from the Apple in its technical features, but IBM from the beginning offered the customer programs and software. Apple maintained traditional computer distribution through specialty stores. IBM — in a radical break with its own traditions — developed all kinds of distribution channels, specialty stores, major retailers like Sears, Roebuck, its own retail stores, and so on. It made it easy for the consumer to buy and it made it easy for the consumer to use the product. These, rather than hardware features, were the “innovations” that gave IBM the personal computer market.

When IBM discovered that it was not in the business of making office equipment or business machines, but that it was in the business of processing information, then it began to navigate with clear vision. The General Electric Company makes a considerable portion of its profits from electric light bulbs and lighting systems. It has not yet discovered that, quite as much as AT&T, it is in the business of moving information.

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.

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.

(Thomas J. Watson Sr. of IBM followed the same rule: “I’m no genius,” he said. “I’m smart in spots — but I stay around those spots.”)

I firmly believe that companies should be designed to be immortal. ... Dell's future is bright largely due to the power of a founder who can think strategically and doesn't milk his company for personal gain. In the current environment that is a unique and powerful advantage.

Starbucks’ founders understood a fundamental truth about selling: To mean something to customers, you should assume intelligence and sophistication and inform those who are eager to learn. If you do, what may seem to be a niche market could very well appeal to far more people than you imagine.