आईबीएम (IBM) में आने से पहले शायद मैं यही मानता कि किसी भी संगठन की बनावट और सफलता में संस्कृति सिर्फ कई अहम तत्वों में से एक है—साथ में विजन, रणनीति, मार्केटिंग, वित्त और ऐसी ही दूसरी चीजें भी महत्वपूर्ण हैं... लेकिन आईबीएम में अपने समय के दौरान मैंने यह समझा कि संस्कृति खेल का सिर्फ एक हिस्सा नहीं है, बल्कि वही पूरा खेल है। आख़िरकार, कोई भी संगठन अपने लोगों की मूल्य निर्माण करने की सामूहिक क्षमता से बढ़कर कुछ नहीं है।
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.
लोग वह नहीं करते जिसकी आप उम्मीद करते हैं, बल्कि वे करते हैं जिसकी आप निगरानी करते हैं।
People don't do what you expect but what you inspect.
People don't do what you expect but what you inspect.
कॉर्पोरेट बदलाव में संस्कृति को सुधारना सबसे अहम और सबसे मुश्किल काम है... आख़िरकार, प्रबंधन संस्कृति को नहीं बदलता। प्रबंधन खुद कर्मचारियों को संस्कृति बदलने के लिए प्रेरित करता है।
Fixing culture is the most critical − and the most difficult − part of a corporate transformation… In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.
Fixing culture is the most critical − and the most difficult − part of a corporate transformation… In the end, management doesn’t change culture. Management invites the workforce itself to change the culture.
आख़िरकार कोई भी संगठन अपने लोगों की मूल्य निर्माण करने की सामूहिक क्षमता से बढ़कर कुछ नहीं है।
In the end an organization is nothing more than the collective capacity of its people to create value.
In the end an organization is nothing more than the collective capacity of its people to create value.
गतिविधि (कामकाज) को कभी भी परिणामों के साथ भ्रमित न करें।
Never confuse activity with results.
Never confuse activity with results.
विजन (दूरदृष्टि) तय करना आसान है। स्टेडियम की तरफ़ उंगली उठाकर यह कह देना बहुत आसान है कि मैं गेंद को बाउंड्री के बाहर छक्का मारूँगा, यह आसान है। मुश्किल यह कहना है कि, ठीक है, मैं ऐसा कैसे करूँ? इसके लिए कौन से खास कार्यक्रम, कौन सी प्रतिबद्धताएँ, कौन से संसाधन और कौन सी प्रक्रियाओं की हमें जरूरत है ताकि हम उस विजन को लागू कर सकें, उसे एक ऐसे कामकाजी मॉडल में बदल सकें जिसका पालन कंपनी में हर कोई हर दिन करे। यह असल में कठिन काम है।
Vision is easy. It's so easy to just point to the bleachers and say I'm going to hit one over there. What's hard is saying, OK, how do I do that? What are the specific programs, what are the commitments, what are the resources, what are the processes we need in play to go implement the vision, turn it into a working model that people follow every day in the enterprise. That's hard work.
Vision is easy. It's so easy to just point to the bleachers and say I'm going to hit one over there. What's hard is saying, OK, how do I do that? What are the specific programs, what are the commitments, what are the resources, what are the processes we need in play to go implement the vision, turn it into a working model that people follow every day in the enterprise. That's hard work.
[सांस्कृतिक बदलाव] को न तो थोपा जा सकता है और न ही इंजीनियरिंग की तरह गढ़ा जा सकता है। आप जो कर सकते हैं, वह यह है कि बदलाव के लिए अनुकूल परिस्थितियाँ तैयार करें। आप प्रोत्साहन दे सकते हैं। आप बाजार की सच्चाइयों और लक्ष्यों को परिभाषित कर सकते हैं। लेकिन उसके बाद आपको भरोसा करना होगा। असल में, प्रबंधन संस्कृति नहीं बदलता। प्रबंधन खुद कर्मचारियों को संस्कृति बदलने के लिए प्रेरित करता है।
You can’t mandate [cultural change], can’t engineer it. What you can do is create the conditions for transformation. You can provide incentives. You can define the marketplace realities and goals. But then you have to trust. In fact, in the end, management doesn’t change culture. Management invites the workforce itself to change the culture.
You can’t mandate [cultural change], can’t engineer it. What you can do is create the conditions for transformation. You can provide incentives. You can define the marketplace realities and goals. But then you have to trust. In fact, in the end, management doesn’t change culture. Management invites the workforce itself to change the culture.
कछुए को देखिए। वह आगे तभी बढ़ता है जब वह अपनी गर्दन बाहर निकालता है।
Watch the turtle. He only moves forward by sticking his neck out.
Watch the turtle. He only moves forward by sticking his neck out.
हर चीज की शुरुआत ग्राहक से होती है।
Everything starts with the customer.
Everything starts with the customer.
आईबीएम में अपने समय के दौरान मैंने यह महसूस किया कि संस्कृति व्यवसाय का केवल एक हिस्सा नहीं है, बल्कि पूरी संस्कृति ही सब कुछ है।
I came to see, in my time at IBM, that culture isn't just one aspect of the game; it is the game.
I came to see, in my time at IBM, that culture isn't just one aspect of the game; it is the game.
मैं 'पुनर्गठन' (reorganization) शब्द का इस्तेमाल नहीं करना चाहता। मेरे लिए इसका मतलब सिर्फ कागज़ी फेरबदल और औपचारिकताएं निभाना है। 'परिवर्तन' (transformation) का असली अर्थ यह है कि आप संगठन की सोच, उसके काम करने के तरीके और उसके नेतृत्व को पूरी तरह से बदल देते हैं। यह केवल कागजों पर फेरबदल करने से कहीं बढ़कर है।
I don't want to use the word reorganization. Reorganization to me is shuffling boxes, moving boxes around. Transformation means that you're really fundamentally changing the way the organization thinks, the way it responds, the way it leads. It's a lot more than just playing with boxes.
I don't want to use the word reorganization. Reorganization to me is shuffling boxes, moving boxes around. Transformation means that you're really fundamentally changing the way the organization thinks, the way it responds, the way it leads. It's a lot more than just playing with boxes.
इस समय आईबीएम को जिस चीज़ की सबसे कम ज़रूरत है, वह है कोई नई विज़न।
The last thing IBM needs right now is a vision.
The last thing IBM needs right now is a vision.
अगर ज़िंदगी इतनी आसान होती कि आप पैसे देकर सफलता खरीद सकते, तो दुनिया में सफल कंपनियों की भरमार होती। सफल व्यवसाय हमेशा शून्य से और ज़मीन से जुड़कर खड़े किए जाते हैं।
If life was so easy that you could just go buy success, there would be a lot more successful companies in the world. Successful enterprises are built from the ground up.
If life was so easy that you could just go buy success, there would be a lot more successful companies in the world. Successful enterprises are built from the ground up.
मुझे लगता है कि मेरी नेतृत्व शैली (लीडरशिप स्टाइल) ऐसी है जिससे लोगों के मन में एक ही डर पैदा हो—एक ही जगह टिके रहने का डर, और बदलाव न करने का डर।
I think that my leadership style is to get people to fear staying in place, to fear not changing.
I think that my leadership style is to get people to fear staying in place, to fear not changing.
प्रौद्योगिकी (टेक्नोलॉजी) की अपनी सीमाएं हैं कि वह क्या कर सकती है, लेकिन आपकी कोई सीमा नहीं है।
Technology has limitations on what it can accomplish. You do not.
Technology has limitations on what it can accomplish. You do not.
हमारे सपनों को सच करने के लिए कंप्यूटर एक बेहतरीन साधन है, लेकिन कोई भी मशीन मानवीय भावनाओं, करुणा, प्रेम और समझ की चिंगारी की जगह नहीं ले सकती।
Computers are magnificent tools for the realization of our dreams, but no machine can replace the human spark of spirit, compassion, love, and understanding.
Computers are magnificent tools for the realization of our dreams, but no machine can replace the human spark of spirit, compassion, love, and understanding.
आप कभी भी अपनी सफलता से संतुष्ट नहीं हो सकते, आपके मन में हमेशा इसे खोने का एक अजीब सा डर होना चाहिए।
You can never be comfortable with your success, you've got to be paranoid you're going to lose it.
You can never be comfortable with your success, you've got to be paranoid you're going to lose it.
ग्राहकों की शिकायतें वे पाठ्यपुस्तकें हैं जिनसे हम सीखते हैं।
Customer complaints are the schoolbooks from which we learn.
Customer complaints are the schoolbooks from which we learn.
कोई भी संस्था तब तक बुनियादी बदलाव से नहीं गुजरती जब तक कि उसे यह विश्वास न हो जाए कि वह गंभीर संकट में है और जीवित रहने के लिए उसे कुछ अलग करने की ज़रूरत है।
No institution will go through fundamental change unless it believes it is in deep trouble and needs to do something different to survive.
No institution will go through fundamental change unless it believes it is in deep trouble and needs to do something different to survive.
इनाम और प्रोत्साहन की व्यवस्था ही हमारे व्यवहार और संस्कृति को तय करने वाली सबसे बड़ी ताकत होती है।
The rewards system is a powerful driver of behavior and therefore culture.
The rewards system is a powerful driver of behavior and therefore culture.
हमने इस कंपनी को कंपनी के भीतर से नहीं, बल्कि ग्राहक की ज़रूरतों को समझकर बाहर की तरफ़ खड़ा किया है।
We built this company from the customer back, not from the company out.
We built this company from the customer back, not from the company out.
आईबीएम में मैंने जो सबसे अहम बात सीखी है, वह यह है कि संस्कृति ही सब कुछ है।
The thing I have learned at IBM is that culture is everything.
The thing I have learned at IBM is that culture is everything.
मैं ऐसे लोगों को ढूंढता हूँ जो समस्याएं सुलझाते हैं और साथियों की मदद करते हैं, मैं राजनीति करने वालों को बाहर का रास्ता दिखा देता हूँ।
I look for people who work to solve problems and help colleagues, I sack politicians.
I look for people who work to solve problems and help colleagues, I sack politicians.
जब मैं आईबीएम आया, तो हर तरफ 'टीम' के बड़े-बड़े बोर्ड लगे थे। मैंने पूछा, 'लोगों को वेतन कैसे मिलता है?' उन्होंने जवाब दिया, 'हम व्यक्तिगत प्रदर्शन के आधार पर भुगतान करते हैं।'
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.
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.
व्यवसाय जितना सफल होता है, वह अपनी उस खूबी को बार-बार दोहराने और उसी के दायरे में बंधने की कोशिश करने लगता है, जिसने उसे महान बनाया था। और देखते ही देखते उसकी सोच अंदरूनी और संकुचित हो जाती है। वे यह सोचने लगते हैं कि अतीत के तरीकों को कैसे दोहराया जाए, यह समझे बिना कि उनकी सफलता का असली राज़ जोखिम उठाना, बदलना, ढलना और हालात के मुताबिक तुरंत कदम उठाना था। इस तरह, एक अर्थ में सफलता ही असफलता का कारण बन जाती है। मुझे लगता है कि यह बात कई सफल व्यवसायों पर लागू होती है।
The more successful enterprises are the more they try to replicate, duplicate, codify what makes us great. And suddenly they're inward thinking. They're thinking how can we continue to do what we've done in the past without understanding that what made them successful is to take risks, to change and to adapt and to be responsive. And so in a sense success breeds its own failure. And I think it's true of a lot of successful businesses.
The more successful enterprises are the more they try to replicate, duplicate, codify what makes us great. And suddenly they're inward thinking. They're thinking how can we continue to do what we've done in the past without understanding that what made them successful is to take risks, to change and to adapt and to be responsive. And so in a sense success breeds its own failure. And I think it's true of a lot of successful businesses.
मेरा हमेशा से यह मानना रहा है कि आप अपनी मेज के पीछे बैठकर कोई सफल व्यवसाय नहीं चला सकते।
I have always believed you cannot run a successful enterprise from behind a desk.
I have always believed you cannot run a successful enterprise from behind a desk.
यह सब बिट्स, बाइट्स और प्रोटोकॉल का नहीं, बल्कि मुनाफे, घाटे और मार्जिन का खेल है।
It is not about bits, bytes and protocols, but profits, losses and margins.
It is not about bits, bytes and protocols, but profits, losses and margins.
आईबीएम को इस बात की सख्त ज़रूरत थी कि हर काम में अत्यधिक तत्परता और गंभीरता दिखाई जाए।
IBM needed - an enormous sense of urgency.
IBM needed - an enormous sense of urgency.
हमें वाणिज्य, श्रम और शिक्षा विभागों की अलग-अलग ज़रूरत नहीं है; हमें कौशल का एक ऐसा एकीकृत विभाग चाहिए जो वैश्विक प्रतिस्पर्धा के लिए एक साझा और संपूर्ण दृष्टिकोण को बढ़ावा दे।
We do not need Departments of Commerce, Labor, and Education; we need a single Department of Skills that will promote an integrated approach to global competitiveness.
We do not need Departments of Commerce, Labor, and Education; we need a single Department of Skills that will promote an integrated approach to global competitiveness.
कॉर्पोरेट गवर्नेंस यानी कंपनी संचालन का असली तरीका यही है कि उसके मालिकों की उसमें सक्रिय भागीदारी हो।
The real mechanism for corporate governance is the active involvement of the owners.
The real mechanism for corporate governance is the active involvement of the owners.
USA.gov पर जाएं और आपको हज़ारों ऐसे निदेशालय, एजेंसियां, बोर्ड, कार्यालय और सेवाएं मिलेंगी जिनके काम एक-दूसरे से मेल खाते हैं, जिनकी प्राथमिकताएं पुरानी हो चुकी हैं और जिनकी जवाबदेही बंटी हुई है।
Visit USA.gov and you'll find thousands of directorates, agencies, boards, offices, and services replete with overlapping responsibilities, ancient priorities, and divided accountability.
Visit USA.gov and you'll find thousands of directorates, agencies, boards, offices, and services replete with overlapping responsibilities, ancient priorities, and divided accountability.
कभी-कभी कोई ऐसी तकनीक सामने आती है जो इतनी गहरी, इतनी शक्तिशाली और इतनी व्यापक होती है कि उसका प्रभाव सब कुछ बदल देता है। यह दुनिया की हर संस्था को बदलकर रख देगा। यह विजेताओं और पराजितों को तय करेगा, हमारे व्यापार करने के तरीके को, हमारे बच्चों को पढ़ाने के तरीके को, और एक इंसान के तौर पर आपस में संवाद करने के तौर-तरीकों को बदल देगा।
Every now and then, a technology comes along that is so profound, so powerful, so universal, that its impact will change everything. It will transform every institution in the world. It will create winners and losers, will change the way we do business, the way we teach our children, communicate and interact as individuals.
Every now and then, a technology comes along that is so profound, so powerful, so universal, that its impact will change everything. It will transform every institution in the world. It will create winners and losers, will change the way we do business, the way we teach our children, communicate and interact as individuals.
मैं वादे नहीं, नतीजे देना चाहता हूँ; कोई बड़ी-बड़ी बातें नहीं, बल्कि ठोस परिणाम देना चाहता हूँ; कोई कोरे विचार नहीं, बल्कि काम करके दिखाना चाहता हूँ। दुनिया आईबीएम के खोखले वादों से ऊब चुकी है।
What I'm trying to do is deliver results, not promises; results, not vision; results, not concepts. The world is cynical about IBM's promises.
What I'm trying to do is deliver results, not promises; results, not vision; results, not concepts. The world is cynical about IBM's promises.
अगर किसी कंपनी के भीतर के तौर-तरीके और प्रक्रियाएं उसके मूल्यों को ज़मीन पर नहीं उतार पातीं, तो लोग कभी नहीं समझ पाते। सवाल यह है कि क्या आप ऐसा कामकाजी माहौल और संस्कृति बना पाते हैं जो वास्तव में उन मूल्यों को दर्शाए और उनका पालन करने वालों को उचित इनाम दे?
If the practices and processes inside a company don't drive the execution of values, then people don't get it. The question is, do you create a culture of behavior and action that really demonstrates those values and a reward system for those who adhere to them?
If the practices and processes inside a company don't drive the execution of values, then people don't get it. The question is, do you create a culture of behavior and action that really demonstrates those values and a reward system for those who adhere to them?
साफ़ कहूँ तो, मुझे औपचारिक बातचीत (गप्पबाजी) में मज़ा नहीं आता। जब मैं बोर्ड मीटिंग में जाता हूँ, तो ठीक दो मिनट पहले पहुँचता हूँ और मीटिंग खत्म होते ही निकल जाता हूँ। मैं न तो लंच के लिए रुकता हूँ और न ही कॉफी पीने के लिए जल्दी पहुँचता हूँ।
Quite frankly, I am not very comfortable in chitchat. When I go to board meetings, I arrive two minutes before and leave when it's over. I don't stay for lunch or go early and have coffee.
Quite frankly, I am not very comfortable in chitchat. When I go to board meetings, I arrive two minutes before and leave when it's over. I don't stay for lunch or go early and have coffee.
मुझे लगता है कि मूल्य (वैल्यूज) वाकई बहुत महत्वपूर्ण हैं, लेकिन साथ ही मेरा यह भी मानना है कि बहुत से मूल्य सिर्फ कागजी बातें बनकर रह जाते हैं।
I think values are really, really important, but I also think that too many values are just words.
I think values are really, really important, but I also think that too many values are just words.
नेटवर्क की यह दुनिया यह उम्मीद जगाती है कि शायद सूचना प्रौद्योगिकी (IT) उद्योग एक दशक या उससे अधिक समय में पहली बार सीधे सीईओ स्तर के मुद्दों पर ध्यान देगा।
The networked world offers the promise that maybe the information technology industry will start to, for the first time in a decade or so, address CEO-level issues.
The networked world offers the promise that maybe the information technology industry will start to, for the first time in a decade or so, address CEO-level issues.
मूल सवाल यह है कि: इंटरनेट की इस दुनिया में, क्या सेवाओं के एक पैकेजर के लिए कोई जगह है? क्या ग्राहक खुद इंटरनेट पर जाकर 50,000 वेबसाइटों में से हर एक को खोजना चाहेगा? या लोग अपनी पसंद की चीज़ें पहले से चुनकर पैकेज करने वाले किसी व्यक्ति को उचित कीमत देना पसंद करेंगे? मेरा अनुमान है कि ये दोनों ही साथ-साथ चलेंगे।
The fundamental issue is: In the world of the Internet, is there a place for a packager of services? Does the customer want to go surf the Net and go to every one of 50,000 Web sites? Or will people pay a reasonable amount for somebody to go out and preselect and package what they want? My guess is they will both coexist.
The fundamental issue is: In the world of the Internet, is there a place for a packager of services? Does the customer want to go surf the Net and go to every one of 50,000 Web sites? Or will people pay a reasonable amount for somebody to go out and preselect and package what they want? My guess is they will both coexist.
इंटरनेट का मूल उद्देश्य नवाचार और एकीकरण है, लेकिन आपको तब तक नवाचार नहीं मिल सकता जब तक आप वेब तकनीक को अपनी व्यावसायिक प्रक्रियाओं में पूरी तरह से शामिल नहीं कर लेते।
The Internet is ultimately about innovation and integration, but you don't get the innovation unless you integrate Web technology into the processes by which you run your business.
The Internet is ultimately about innovation and integration, but you don't get the innovation unless you integrate Web technology into the processes by which you run your business.
अगli baat yeh hai ki hum IBM ko aur bhi behtar bana sakte hain. Humne IBM ko wapas khada kar liya hai ab hamara lakshya isme sabse aage nikalna hai
The next thing is: we can make IBM even better. We brought IBM back but we're gunning for leadership.
The next thing is: we can make IBM even better. We brought IBM back but we're gunning for leadership.
humara yeh maanna hai ki aane wale samay mein traditional software, services aur hardware ko internet ke zariye dena behad mahatvapurna hoga. Yeh ek tarah ka electronic marketplace hai
What we believe is going to be very important is the delivery of traditional software and services and hardware over the Net. That's a form of electronic marketplace.
What we believe is going to be very important is the delivery of traditional software and services and hardware over the Net. That's a form of electronic marketplace.
mera Cambridge University mein admission ho gaya hai. Main China ka itihas aur puratattva padhna chahta hoon. Main ek student banna chahta hoon. Main Chinese history padhna chahta hoon aur kisi puratattvik khudai par jana chahta hoon
I've been accepted at Cambridge University. I want to study Chinese history and archaeology. I want to become a student. I want to read Chinese history and go on a dig.
I've been accepted at Cambridge University. I want to study Chinese history and archaeology. I want to become a student. I want to read Chinese history and go on a dig.
agar CEO ki salary unke kaam aur pradarshan par adharit ho, aur mera manna hai ki IBM ke mamle mein aisa hi tha, toh koi is par sawal nahi uthayega. Agar shareholders ne arbon rupaye nahi kamaye hote, toh main bhi karodon rupaye nahi kamata. Meri salary 10 saal tak ek jaisi rahi. Yeh sab kuch performance par adharit tha
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.
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.
bohat saare logon ne IBM ko bachaya. Haan, main us team ka netritva kar raha tha lekin IBM ke un karmchariyon ki sahayata ke bina main yeh kabhi nahi kar sakta tha
A lot of people saved IBM. Yes, I was the leader of that team but I could never have done it without a group of IBMers helping me.
A lot of people saved IBM. Yes, I was the leader of that team but I could never have done it without a group of IBMers helping me.
Lou Gerstner ko sauda karna acche se aata hai, par George Bush Sr. ko utna nahi
Lou Gerstner knows how to do a deal, and George Bush Sr., less so.
Lou Gerstner knows how to do a deal, and George Bush Sr., less so.
hamari sena ka gathan aur prashikshan mission ke aadhar par hona chahiye, na ki hawa, paani aur zameen jaise kshetron ke aadhar par
Our military should be trained and structured around missions, not the elements of air, water, and land.
Our military should be trained and structured around missions, not the elements of air, water, and land.
mere mata-pita ne hum chaar bhai-behenon ko padhane ke liye din-raat behad mehnat ki. Hamare paas bahut zyada paise nahi the
My parents worked enormously hard to put four children through college. We didn't have a lot of money.
My parents worked enormously hard to put four children through college. We didn't have a lot of money.
yeh waqai mein barabari ka merger hai. Is shandar mauke ke sivaay main kisi aur cheez ke liye wapas kaam par nahi lautta. Isse mujhe apne do sabse bade pyaar - technology aur biscuits - ko ek sath jodne ka mauka milta hai
This really is a merger of equals. I wouldn't have come back to work for anything less than this fantastic opportunity. This lets me combine my two great loves - technology and biscuits.
This really is a merger of equals. I wouldn't have come back to work for anything less than this fantastic opportunity. This lets me combine my two great loves - technology and biscuits.
pehle ek mahine tak, maine sirf sabki baatein suni aur kisi bhi nishkraj par jaldi pahunchne se bacha
For the first month, I listened, and I tried very hard not to draw conclusions
For the first month, I listened, and I tried very hard not to draw conclusions
jab spain ki koi manufacturing company kisi samasya ke samadhan ke liye IBM ke paas aati hai, toh unhein yeh ummeed hoti hai ki hum sirf IBM Spain ka anubhav nahi balki poori duniya mein IBM ki sabhi behtareen cheezein unke samne rakhenge
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.
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.
mera yeh dradh vishwas hai ki IBM ka aakar iske liye faydemand sabit ho sakta hai
I firmly believe that IBM's size can be used to its advantage.
I firmly believe that IBM's size can be used to its advantage.
main ek student banna chahta hoon. Main Chinese history padhna chahta hoon aur kisi khudai par jana chahta hoon
I want to become a student. I want to read Chinese history and go on a dig.
I want to become a student. I want to read Chinese history and go on a dig.
shuru mein main ek teacher banna chahta tha, phir maine socha ki main ek engineer banunga aur pul aur sadkein banaunga, lekin jaldi hi main business ki duniya mein aa gaya. Main ek alag tarike ke alawa kabhi teacher nahi ban paya
I initially wanted to be a teacher and then I was going to become an engineer and build bridges and highways but pretty soon I went into the business world. I never did get to be a teacher except in a different way.
I initially wanted to be a teacher and then I was going to become an engineer and build bridges and highways but pretty soon I went into the business world. I never did get to be a teacher except in a different way.
main aisi vidhayi kanooni koshishon se door hi rehta hoon jo naitikta tay karne ki koshish karti hain
I'm leery of legislative solutions to what is morality.
I'm leery of legislative solutions to what is morality.
main IBM ko uski jadon tak wapas le jana chahta hoon
I want to take IBM back to its roots.
I want to take IBM back to its roots.