Stephen Kamman Quotations

Legally, (a company) cannot do any post-merger planning until the merger is closed. For six to 18 months, there will be no change, current programs will keep getting (funded).

My gut feeling is they'll probably say there will be low visibility in the near term, but things will come back in the third or fourth quarter of calendar 2001.

I think what they're doing is promising us what they can deliver. The question in February will be, 'can they deliver a little more than that?

I think everybody's thinking about what they want to do when they grow up. This is going to drive some more soul-searching.

When you actually get down to the brass tacks of who's going to get paid, then it becomes competitive.

Five years out this opens up some real opportunities to harmonize their approaches. But any change would be so gradual that it's going to get lost in the noise.

People come to tech for that extra-special sizzle, not for the steak. By buying into Cisco they're buying into a market that's more moderate.

They're showing progress. They promised us they would cut costs.

It's an emerging market that's been exploited by smaller-sized companies until now. When a market gets to a certain size, Cisco gets interested.

They delivered on the revenues, they delivered on the guidance ... they looked pretty confident going forward.

They were pretty clear. Things were blah. On the other hand, Lucent is in a lot better shape than it was two years ago, and if you're thinking about 2007, things look pretty decent.

The revenue numbers are pretty disappointing. On the other hand, Lucent is in a lot better shape than it was two years ago, and if you're thinking about 2007, things look pretty decent.

In a market where a lot of companies haven't managed to deliver, that is probably good enough. You can't expect miracles forever.

If you want a rule of thumb, 40 percent of the cost of putting in a new application is integrating it with the other applications.