Arvind, I grew up in a town very close to IBM’s headquarters in Armonk, New York. And, in fact, my very first class trip in kindergarten was to IBM’s campus in the early ‘70s. At the time, IBM stood for a certain kind of innovation, a certain way of working, even a certain way of dressing for work. What remains of that old IBM DNA?
Now, what is new? The technologies that we work on change. Thirty years ago, the value came from building physical computers. Now a lot of that value comes from building software and doing consulting, meaning deploying the technology on behalf of a client. What has remained constant is technology that helps catalyze our clients’ business, the expertise of our people and a lot of the culture of speed and nimbleness.
I think the reason I got appointed was I had a clear vision for what the company should become, focused on hybrid cloud and artificial intelligence. I had an aspiration that we are going to get back to growth. We have committed that this year: we will do 5% growth, not counting the revenue from our spinoff of Kyndryl. When you look at those aspirations, those are more responsible for my choice, than simply a background in one discipline or another discipline.
IBM was seen as a real leader in AI when Watson won Jeopardy in 2011. But then, over the next decade or so, a lot of the business hopes for Watson fizzled. What happened? And what lessons did IBM learn from that period?
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