Our core competency is really in processors.
— Lisa Su
Traditional computing is always going to be a part of AMD's business, but our technology can go further.
Clarity of communication is important.
The way we want to look at it is we would like to do end-to-end design in India. We've invested for many years, and so at some point, to do end-to-end product in India is very much a possibility.
I spent 15 years at IBM, then five years at Freescale Semiconductor.
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.
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.
I was born in Taiwan and came to the United States when I was 2.
With technological advances, there's a very natural curve between cost and complexity and adoption. When the cost and complexity are high, the adoption rate is - let's call it 'modest.'
We do really, really well for content creation and anybody who likes to run videos or edit videos and high performance games.
We really want to be the leading designer and integrator of tailored solutions.
When I see some of the work in the commercial PC sector, some of our top focus is in India.
I remember some of the biggest mistakes I have made really, really well.
I grew up in the IBM school of management.
We're absolutely passionate about making sure gamers have the latest and greatest drivers.
I did a lot of engineering things, like taking apart my brother's model car when I was 10. I also played the piano for about 10 years. I auditioned for Juilliard but didn't get in.
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.
As we looked at the server market, we know very well that the data-center market takes time to ramp with any new product.
One of the most important things for a CEO is not to get insulated.
What India is doing in promoting technology and broadband access and PCs for the population is an important market for us.
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.
I just really love building chips.
We're so excited about technology. We can help turn the impossible into the possible.
Like many Asian parents, mine were very focused on education. My dad would quiz me with multiplication tables when I was about 5.
Putting you into a virtual world really allows you to think differently.
