Gaming is one of those things that's pretty amazing because when you think about it, everybody wants to game; whether you're a casual gamer, or you're an enthusiast gamer, there's a large market for us.
Lisa Su
Gaming brings people together.
The best thing you can do is learn from those mistakes so that you continue to get better. That's the management style or leadership style I believe in, which is push people to their limit such that they can become better than they thought they could be. That certainly has helped me.
One of the most important things for a CEO is not to get insulated.
The world is starving for new ideas and great leaders who will champion those ideas.
We're so excited about technology. We can help turn the impossible into the possible.
Gamers are some of the toughest people to please. They have extreme requirements. They want everything.
We see incredible opportunity to solve some of the biggest social challenges we have by combining high-performance computing and AI - such as climate change and more.
Run toward the hardest problems. This approach has helped me to learn a tremendous amount from both success and failure.
Gamers love technology, and they have high expectations.
Putting you into a virtual world really allows you to think differently.
Like many Asian parents, mine were very focused on education. My dad would quiz me with multiplication tables when I was about 5.
Yes, our competition may have significantly more engineers or significantly more R&D investment. On the other hand, we have significantly more freedom. We have the freedom to innovate.
People are really capable if you're able to give them the confidence to get something done and paint the picture of where we need to go.
I remember some of the biggest mistakes I have made really, really well.
My philosophy is, I can't make every product that can possibly use a high-performance CPU and graphics. Why shouldn't I enable others, in a positive fashion, to leverage AMD IP in more places?
I really like to win.
Do we care about gaming? We absolutely care.
I spent 15 years at IBM, then five years at Freescale Semiconductor.
We're absolutely passionate about making sure gamers have the latest and greatest drivers.
AMD loves gamers.
Clarity of communication is important.
I am grateful for the continued opportunity to take risks and learn from my mistakes as we at AMD strive to use technology to help solve some of the world's toughest challenges.
I just had a great curiosity about how things worked.
One of the key things is, when you look at semiconductor companies, it's all about experience.
I'll say it this way: AMD is a company that generates very strong opinions. There are some people who really like us and are really rooting for us. And then there are some people who say we'll never be able to compete against some of our bigger competitors.
Everyone in the semiconductor industry, everyone in the technology industry, would benefit from more diversity in the business.
I like the PC market. It's a big market, but it's a very volatile market as well.
Great graphics requires more than just high-performance hardware. Gamers know software is just as important.
What we're really trying to do is have heterogeneous systems really become the foundation of our computing going forward. And that's the idea that you make every processor and every accelerator a peer processor.
My dad was a mathematician and worked for New York City as a statistician. My mom was an accountant and eventually started her own business in her mid-40s. She linked manufacturers in Taiwan to companies in the United States that needed those types of products.
We do really, really well for content creation and anybody who likes to run videos or edit videos and high performance games.
I grew up in the IBM school of management.
Don't worry about the financials. Just focus on delivering great products.
As we looked at the server market, we know very well that the data-center market takes time to ramp with any new product.
Diversifying the business is definitely a good thing.
What India is doing in promoting technology and broadband access and PCs for the population is an important market for us.
When I step back and look at what's important to AMD, it's about graphics leadership - visual computing leadership - as well as a strong computing experience. We have the capability to integrate those two together.
My view of AMD is that we have a tremendous set of technology assets, people, capability, customer relationships. We're not going to define ourselves in somebody else's shadow.
I went to school at MIT with a whole bunch of engineers. And then I started work one day and asked myself, 'Why do all of these MIT Ph.D.s work for Harvard M.B.A.s?' Why should it be like that? I was one of those engineers who thought, 'Why are these people making those dumb decisions?' So it's fun to be the person making them.
I was born in Taiwan and came to the United States when I was 2.
The notion of what we're trying to do at AMD is about bringing out great technology, great products.
What you have to have is very smart, motivated, dedicated, and focused engineers and focus them on the right goal.
Market share is key.
My dad was going to graduate school at Columbia, in New York, so we moved there. After he graduated, we ended up settling in New York, so I grew up there.
I do think the blockchain infrastructure is here to stay.
It's a day-one expectation that when you buy a processor, it's not going to leak your data.
I think it's fair to say that the age of traditional computing is dead.
AMD's history is we've always had great technology. We've had periods of time where we've done really, really well, and we've had periods of time where we've done not so well. But most of the time we've done well, it's because we've had a leadership product or some technology where we were out in front before anybody else.
My parents were typical Asian parents, and they do, like all parents, want their children to be successful. They really encouraged my brother and I to study math and science, and that's what we did as kids.
