Entre Presentation - Amber Hina Nashit Mashood Omer Hamna

8/3/2019 Entre Presentation - Amber Hina Nashit Mashood Omer Hamna

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Nashit Munshi

Hina Sajid

Mashood Nadeem KhanHamna Husain

Amber Haider

Omer Siddiqui


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Maintaining attitude of a challenger

Greatest threat to Dell would come FROM OUR

PEOPLE

Entrepreneurial spirit

Goal has always been to make sure that everyone atDell feels they are a part of something great something even greater than themselves


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Best way to establish & maintain a

healthy, competitive culture is topartner with your people through shared objectives & a

common strategy


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Recruiting great talent should always be a top priority

People tied together at DELL is belief in the Direct

Model

Everyone is mobilized around a customer-orientedfocus

People at Dell are results-oriented, self-reliant &driven to lead


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Communication of strategy

Compatibility withcompanys objectives

Devotion to long-term

growth & development


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Hire based upon a candidates potential to grow &develop

Good for what they were going to have to do in thefuture NOT good at what they did now

Find people who can do one job well whilesimultaneously growing into a new one

Build depth & additional capacity into yourorganization


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DELL recruits for succession

Look for people who: possess questioning nature are always ready to learn have an open mind have a healthy balance of experience & intellect arent afraid to make a mistake in the process of

innovation expect change to be the norm are liberated by the idea of coming up with

unprecedented solutions


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Whenever humanly possible, I look forthem myself


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DELL Does not restrict the search of finding freshtalent for managerial positions only.

Here at DELL opinions and ideas from anyone arewelcomed even internees.

Dell often met with internees not to interview thembut to hear their observations and new perspectivesthey had to offer.

To see whether they had a good experience and if their

strengths matched their objectives many would go onto join the organization at different managerialpositions.


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1) find out how they process information.

2) are they thinking in economic terms? And what istheir definition of success?

3) how do they relate to people and if they understandthe strategy of the business they are involved in?

For Dell it is important to know whether a candidate hasthe capacity to understand dells strategy and if they

can help us evolve and develop it.


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Dell generally asks the candidate to tell him aboutsomething they did that they are particularly proud of.

This helps him to get insight into whether they arefocused on success of the company they are workingon or their own personal aggrandizement.

Next he makes a point of strongly disagreeing withthem. this is to know whether they have strong

opinions and are willing to defend them or not.


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Traditionally, when a talented employee masters a job, hegets promoted to a bigger job. But what do you do when

your job responsibilities are increasing by half-year againevery year simply as a function of the company's growth?

People generally do not grow as fast as your company andhence loose their focus that is critical to the success of yourcompany.

DELL was facing a similar problem, being a fast-growing

company.The solution that the came up with was

SEGMENTATION


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Originating with sales and growing into an overallorganizing force, segmentation as a strategy drove theways in which DELL reorganized the companystructure.

As the company grew, segmentation also served as away of creating jobs that gave employees a renewedinspiration and opportunity for development, as wellas a chance to focus more strongly on a narrowedrange of responsibilities.


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It happened in different ways, they would either bringin talent and/or divide a business unit, productorganization or functional unit in some way thatmakes the newly segmented structure more

manageable and more sharply focused to the businessopportunity.


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Initially people were confused.

Traditionally, narrowed down responsibilities meant asign of demotion or failure.

At other companies people were evaluated by the sizeof their staff or responsibilities or the dollars they

generated. At DELL success means growing so fast that we take

half of your business away.


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In order to overcome employee concern the futureorganizational structured was not only well planned

but also thoroughly communicated well before time. This allowed constant incremental organizational

adjustments.

These early communications have proven to bemotivational to employees because they are able to seein advance the tangible impact of growth on their jobopportunities and careers.


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Job segmentation has also facilitated the corporate

strategy helping DELL identify their strengths andweaknesses.

They may not notice that may be lacking in finance ormarketing areas of the company until they dosegmenting. And when they do they may realize theydo not have enough people to do the job and bring inmore resources.

It works great as a check and balance system andseems very practical.


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The best thing about segmentation accordingly toMICHAEL DELL is that it allows them to create newjob opportunities for people. New businesses getstarted and holes in organization occur which

encourage people to grow.

Segmentation helps DELL ensure that their bestpeople are not bored or over complacent and thattheir relationship with them will be long and hopefullyfruitful one.


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In 1994, Michael Dell realized there was too much tobe done and far more opportunities than he couldpursue himself

He asked Mort Topfer to joint the company

Two heads are better than one


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Mort and Dell have complementary strengths so theyfocus on areas where they feel they can contribute themost

Its a divide and conquer approach which multipliestheir individual capacities for success

They again segmented the job in 1997, promoting

Kevin Rollins to the position of Chairman


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They still find a lot of opportunities, but pursue onlythose where they can add the most value

Its nota case of I do my job and you do yours


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They had to figure out ways to align and blendeveryones talents to create value for their customersand shareholders

Aligning a team towards a common goal and creatingthe same incentive system across the entire companyhelps drive this point home with your people


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They know that it is beneficial to work together ratherthan apart

The use360-degree performance appraisal

Its a great measurement for identifying those areasthat might require further development orimprovement


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Also minimizes personal politics

Stronger team members spend extra time and effortwith others who seem to be having trouble keeping up

This allows the management team to work together onindividual areas for improvement


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Dell is a company where everyone rolls up their

sleeves and get personally involved in the details ofthe business every day

As managers it is not enough to review and theorize

only, it is important to meet with customers andattend working-level meetings.

Day-to-day involvement in the business helps tomaintain and establish Dells competitive

advantage, that is, speed.

Allows for rapid decision making


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Pace of business moves too quick to waste timenoodling over a decision

Dell believes

its better to be first at the risk of being wrong than

it is to be 100 percent perfect two years later

Quick and best decisions are not possible to make

without data. Information is the key tocompetitive advantage.


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Roaming around unplanned and spontaneousremarks from people

Help someone who is teaching an elderly women

to turn her system on & someone who is baffled bya customers question

All this is what the employees days are made up ofand Dell wants to know it to make the rightdecisions on behalf of the customers and people.


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Dell confesses he shows up at the headquarterbuilding as well as to other facilities

Visit factory unannounced to talk to people on thefloor, go to brown-bag lunches and meet with a cross-section of people from all around the company

Learn a lot from incidental incidents


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Aim of the CEO is to continually bringinformation from the outside world into DELL

As the company grows larger and job becomescomplex, it is important to immerse in what thecustomers are saying, what the markets are saying

and what is going on in the world around us inorder to stay competitive.

DELL grew from 1000 to 25000 employees, whichmeans that Dell is twenty five times less likely tosee an individual employee


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Enjoy roaming outside the company to see what peoplethink of DELL

Michael Dell himself hangs out in chatrooms whereactual users converse about DELL and our competitors

They discuss their purchases as well as their likes anddislikes.


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Mobilize your people around a common goal Invest in mutual long-term goals by hiring ahead of

the game

Dont leave the talent hunt to human resource folks

Cultivate a commitment to personal growth

Get involved use email and internet to stay in touchwith all in the organization


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Success is attributed to their people.

Engendering a sense of personal investment in all theiremployees..

Responsibility Accountability Shared Success

HOW?


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Creating a culture in which every person in the organization, at

every level, thinks and acts like an owner. Connecting individual performance with companys most

important objectives. (using specific quantitative measures)

Customer Satisfaction Enhancing Shareholder Value

Less focused on hierarchy and who has the nicest office, and moreintent on achieving goals.

At Dell, everyones an owner!

Learn Voraciously Teach Innovative Thinking


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Motivated by the ways Delllink their goals to its peoplescompensation.

Instill ownership thinking inits employees so they canreach full potential.

One way is by -> willingnessand ability to learnconstantly.


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Questions and Listening.

You dont learn anything when youre talking.Why are we doing this?

Why areNT we doing this?

No operators manual.

Get into the guts of why thingshappen.

New doors to new ideas.

Contributing to your competitiveadvantage.


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Understanding the underlying economics!

Ideas can come from anywhere in the world.

Asking the same questions in similar groups.

Comparing the results.

Cross-pollinate ideas and share learning.

Exchange Information (Web, Email, Council, Etc.)

Understand the significance of the process, thephysics behind it and how it will affect us.

By understanding the root cause of why thingshappenWe can make right decisions .. Thatshow you obtain innovative thinking!


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Learning a lot by asking several questions in similar

groups across the company

Cross-pollinate the ideas

Helps to develop broad-reaching mindset

Capacity to learn and grow when stimulated by the

thought process


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Understanding the significance of new processes and

technologies

Understanding the root cause


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If everyone starts thinking the same way

Encouraging people to think innovatively

Creating an opportunity for new understanding andlearning

By questioning all the aspects of the business


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How can we teach people to be more innovative ?

Asking them to approach a problem in a holistic sense


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Introduction of managed PCs in mid 1990s

Supposedly revolutionary idea of NC

Announcement of NC (Network Computer) inNovember 1997

Update version of the Dumb Terminal of 1980s


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Dumb Terminal had a small role in the computing

spectrum

Dell had doubts about the acceptance of NC in themarket

Users were relying too intensely on their PCs as aproductivity tool


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Entre Presentation - Amber Hina Nashit Mashood Omer Hamna

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