Michael Dell established Dell Inc. in 1984 with a concept of direct computer system sales to customers. Under his transformational leadership, Dell expanded its business model and global operations. Dell exercises various leadership styles including open communication, empowering employees, learning from mistakes, job segmentation, and ensuring a balanced life for employees. These strategies helped Dell become the largest PC company and achieve $61.5 billion in sales in 2011 under Michael Dell's continued leadership.
Dell has built their business:
- Build-to-order manufacturing
- Mass customization
- Partnerships with suppliers
- Just-in-time components inventories
- Direct sales
- Market segmentation
- Customer service
- Extensive data and information sharing with both supply partners and customers.
Based on:
The McGraw-Hill Companies. (1997). Dell Computer Corporation Online Case. Retrieved 3 6, 2011, from McGraw Hill Higher Education: http://www.mhhe.com/business/management/thompson/11e/case/dell5.html
Dell Inc one of the largest electronic gadget manufacture renowned for its quality and after market services, Dell is also renowned for its robust training and development model enforcing the employees growth both physiologically and psychologically
Dell has built their business:
- Build-to-order manufacturing
- Mass customization
- Partnerships with suppliers
- Just-in-time components inventories
- Direct sales
- Market segmentation
- Customer service
- Extensive data and information sharing with both supply partners and customers.
Based on:
The McGraw-Hill Companies. (1997). Dell Computer Corporation Online Case. Retrieved 3 6, 2011, from McGraw Hill Higher Education: http://www.mhhe.com/business/management/thompson/11e/case/dell5.html
Dell Inc one of the largest electronic gadget manufacture renowned for its quality and after market services, Dell is also renowned for its robust training and development model enforcing the employees growth both physiologically and psychologically
Execution - The Discipline of getting things done GMR Group
This book was published in the year 2002 and I had read this book at that time. Revisited and read this book again just to evaluate the context. Even today the context of this book is very relevant.
Too many leaders fool themselves into thinking their companies are well run. They are like the parents in Garrison Keillor’s fictional Lake Wobegon, all of whom think their children are above average. Then the top performers at Lake Wobegon High school arrive at the University of Minnesota or Colgate or Princeton and find out they are average or even below average. Similarly , when corporate leaders start understanding how the GE’s and Emerson Electrics of this world are run- how superbly they get things done- they discover how far they have to go before they become World class in Execution.
Here is the fundamental problem: People think of execution as the tactical side of business, something leaders delegate while thy focus on the perceived “bigger” issues. This idea is completely wrong. Execution is not just tactics—it is a discipline and a system. It has to be built into a company’s strategy, its goals, and its culture. And the leader of the organization must be deeply engaged in it. He can delegate its substance.
We talk to many leaders who fall victim to the gap between promises they’ve made and results their organizations delivered. They frequently tell us they have a problem with accountability—people aren’t doing the things they’re supposed to do to implement a plan. They desperately want to make changes of some kind, but what do they need to change? They don’t know.
Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.
Read this Summary ……
What are the Pillars of Effective Communication in the Workplace.pdfXoxoday Empuls
At its core, effective communication in the workplace is about understanding and empathizing with your audience. To make your communication strategy, solution, and synergy aligned with each other, make sure to focus on these pillars: listen, engage, connect, inspire and guide.
https://blog.empuls.io/pillars-of-effective-communication-in-the-workplace/
How do you build a social organization? We're not talking about tweeting and posting updates on Facebook. We're talking about an organization that collaborates internally using an enterprise social network (ESN). An ESN is an internal platform designed to foster collaboration, communication, and knowledge sharing among employees.
If your company doesn’t use an ESN, consider more than 90 percent of Fortune 500 companies partially or fully implemented an enterprise social network by the end of 2013, according to Deloitte analysis. This is a 70 percent increase over 2011.
We live in an age where marketing has been undergoing radical changes at such a rate that we’re still developing the best ways to accomplish work successfully. Each of the major aspects of digital marketing has developed in their own silos. Now we can gain enormous economies and efficiencies through more internal collaboration and by tearing down those silos.
In this webinar, our panelists will share:
-Company cultures that support information sharing and collaboration.
-How to identify which business areas can benefit from increased communication.
-Tips on choosing software for your company’s, department’s, and team’s needs.
-Social networks aimed at businesses.
-Ways to improve participation in enterprise social networks.
Why is a great company culture so rare? How can you make sure your organization has one? The good news is that creating an inspiring and sustainable culture is not as hard as you might think. Dr. David “Doc” Vik reveals the keys to success in The Culture Secret.
A remarkable culture begins with visionary leaders who help their teams take a holistic approach to creating engagement inside their companies and sharing it with customers. Discover how to take culture beyond casual Friday and into more meaningful conversations like:
•Driving Vision
•Defining Purpose
•Clear business model
•Unique/WOW factors
•Meaningful Values
•Inspired Leadership
•Great customers and customer service
•Brand enhancement
•Experience and the emotional connection
If you don’t think you have to focus on attracting—and retaining—the best employees in today’s hypercompetitive war for talent, you are living in the past. The employees and customers of today have a choice and a voice. The secret to culture is simple: take care of your people, never stop innovating, and leave customers wowed. Build a better culture to secure the future for any organization
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
From Siloed Products to Connected Ecosystem: Building a Sustainable and Scala...
Michael dell presentation
1. LEADERSHIP IN ORGANIZATIONS BPMN 6043 GROUP ASSIGNMENT BUSINESS LEADER: MICHAEL DELL LECTURER: DR. SITI ZUBAIDAH OTHMAN
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4. Time Line 1984 - With $1,000 in startup capital, Michael registers his business as Dell Computer Corporation, doing business as PC ’ s Limited 1987 - Dell establishes its first international subsidiary in the United Kingdom. Eleven more international operations would open over the course of the next four years. 1988 - Dell raises $30 million in its initial public offering, bringing the market capitalization of the company to $85 million. 1989 - The fast-growing company experiences its first major stumbles: It accumulates excess inventory of memory components, which results in write-downs, and cancels an overambitious product development program code-named “ Olympic. ” 1992 - Dell achieves slightly more than $2 billion in sales for the fiscal year ended January 1993, which represents a remarkable 127 percent increase. 1994 - Dell launches its new Latitude notebook line with record-breaking battery life. Following the earlier launch of Dell Japan, Dell opens its first operations in the Asia Pacific region, which has become the fastest-growing international startup in the company ’ s history.
5. 1996 - Dell goes online in www.dell.com ; $1 million per day in online sales; $5.3B in annual sales 1997 - Dell online sales at $3 million per day; 50% growth rate for 3 rd consecutive year, $7.8B in total annual sales. 1999 - Dell becomes the number one PC company in the United States, the largest worldwide market for personal computers. New manufacturing facilities in Nashville, Tennessee and Eldorado do Sul, Brazil. Sales over www.dell.com top $35 million per day. 2004 - Michael relinquish his CEO title to Rollins in July 2004 but would remain actively involved in the company as chairman 2007 - CEO Kevin Rollins resigned and Michael Dell resumed his position as CEO 2011 - $61.5B in sales marking the largest single-year dollar increase in company history
Dell Inc. was established in 1984 by Michael Dell with a simple concept: by selling computer systems directly to customers. Dell Inc. can best understand their needs and efficiently provide the most effective computing solutions to meet those needs. Over time, they expanded their business model to include a broader portfolio of products and services, and they have also added new distribution channels, such as retail, system integrators, value-added resellers, and distributors, which allow them to reach even more end-users around the world. Operational regions : Americas; Europe, Middle East and Africa (EMEA); Asia-Pacific and Japan (APJ). Global corporate headquarters is located in Round Rock, Texas. Dell’s sales totaled $61.5B in 2011 and employ approximately 103,300 people globally.
Points to stress 1984 – year of establishment 1988 – IPO year to go public listed 1989 – 1 st major stumbles for Dell, Inc due to “Olympic program. 1994 – record breaking battery life for latitude notebook lauched
Point to stress 1996 – Dell goes online in www.dell.com. Reaches sales $1m per day, $5.3b in this year. 1999 - #1 PC company in USA and largest worldwide market for PC. 2004 – Michael gave up his CEO to Kevin and remain as chairman. 2007 – After three years at the helm, Dell Inc. and Rollins fell out of favor with Wall Street, and the company's stock is down 31% since Rollins came on the job. In 2007 CEO Kevin Rollins resigned and Michael Dell resumed his position as CEO. 2011 - $61.5B sales recorded largest single year dollar increase in company history.
Transformational leadership is an effective form of leadership that causes change in individuals and organizations. T his is a true leader style that inspires his team by painting a vision of the future. They spend a lot of time communicating their vision and then allow their team members to decide how to achieve this vision. Michael Dell has been a good leader not only to the people in his organizations but also to the suppliers and customers. He sees the whole picture which includes everyone in order to bring Dell to being recognized as one of the top players in the computer industries Michael Dell exercises transformational leadership in his organization as he acts as a role model for his employees. Moreover, Dell also listens to them and helps them to have a vision that contributes to the success of his company. His style creates valuable and positive change in his employees with the end goal of developing them into leaders The Dell company learns and listens about employee’s concerns through ‘Tell Dell’ (a voluntary employee survey) and created the Soul of Dell
The Soul of Dell reflects the elements of Dell traditional culture that focus on the customer, be open and direct in communications, be a good global citizen, and have a passion for winning and understanding and meeting the needs of their people To Dell, when success is achieved, it's greeted with five seconds of praise followed by five hours of postmortem on what could have been done better to create another change in the technology world of competition. Dell also believes that a problem should be dealt with quickly and directly, without excuses Michael also has his influence on his employees. His employees have trust, admiration, loyalty and respect to him and because of the qualities of the transformational leader who is willing to work harder The leader transforms and motivates employees through his idealized influence, intellectual stimulation and individual consideration. In addition, he encourages them to come up with new and unique ways to being successfu l
Communication champion is philosophically grounded in the belief that communication is essential to building trust and gaining commitment to the vision. In Dell, when a new project is going to be launched, Michael makes sure that everyone in the company gets the clear message about the new project. They sent out company-wide “Message from Michael” emails, put up posters in high-traffic areas, and talked through the strategy at numerous brown-bag lunches and company get-togethers. Michael also believes that communication is very important when it comes to motivate his employees. He spends most of his time communicating to his team and employees. Michael emphasizes on face-to-face communications as well as through emails and all other ways which can help him to communicate with his people. Usually a formal email will be sent out to the people and later on, he will spent most of the time meeting his people to further explain his intention and most importantly, to know how his people felt about the new projects or new procedures implementation.
In Dell, open communication is practiced where everyone share information throughout the organizations. Michael prefers to roam around to have interactions with his people and he does not plan the interaction. He wants to hear spontaneous remarks as those remarks are the most sincere feedback. When it comes to the customers, Michael also practices the same communication style with them in order to know their feedback and offer better solution to them. He spent most of time visiting the place where his customers work as he knows through this, he will get to know better what problems that his customer encounter and offer the best solutions to them in a reasonable price. Through communicating with their customers, they gained the information and it helps to them to come up with new products which suit the needs of customer and not producing products which they believed will succeed Dell’s suppliers also share the same vision and goal as Dell. Michael makes it an effort to explain the vision and goal to their suppliers so that they will be able to support Dell and see that they could grow together with Dell. Management from Dell visits their suppliers as frequent as possible and through meetings, information is being exchanged.
People often been assumed that they are not compatible with others if they ask questions. However, things are different in Dell where Michael himself encourages his people to ask more questions as he finds that it helps him to understand more by asking questions. Michael also promotes the art of listening to everyone. One will learn more when they ask questions and listen to the feedback with an open mind. He listens to feedback from his people, customers and also suppliers. The listening skills ensure them to provide the quality and scope of experience that their customers expect as they listen closely to their customer needs and wants. With this, they are able to bring information from the outside world into Dell. By listening to his employees, Michael Dell would think and work on possible solution and give hope. Michael also listens patiently to accusations made to his company at one point where Dell's hard-earned reputation was nose-diving between 2003 and 2006.
Dell encourages their people to challenge the conventional wisdom and learn from their mistakes so that they can constantly improve their service to their customers. Mistakes are seen as a learning opportunity. When they make mistakes, they learn from them and press on. According to Michael, we will learn faster when we make mistakes. Therefore, in Dell, no one will be punished for making mistake as it is part of the learning process but never repeat the same mistakes twice. Dell always encourages smart experiment among their people by telling them it is safe for them to fail. Michael has deliberately shaped Dell’s culture to accept continual “course corrections” on the learning curve because, he wants his people to feel safe to experiment in order to thrive. Dell is able to capture the big market because he has studied how some technology's legendary figures lost their way by refusing to admit their mistakes.
Dell is a relationship-oriented company because they devote themselves to communicate and partner with their employees and customers as well as suppliers. At Dell, most of their success was attributed to their people. Michael develops a company of owners where everyone thinks that they own the company. This includes the employees, customers and suppliers. Michael empowers his people so that they will act as “owners” rather than as an employee. Through employee ownership strategy, the people will continually create new and different ides as they have the freedom and courage to take risks. The people of Dell are not empowered only to feel as an owner but they also purchase the company stock through various plans. The only difference that they have when compared to other companies is that the stock ownership comes with a commitment where they need to think like the owner. In Dell, they give their people the knowledge, the abilities and the permission to do what they do best and bring it to the height of “ownerships” and lastly bring more success to the company.
Michael built strong partnerships with his people, customers and suppliers to achieve maximum results. He developed one team, one strategy and gives them the authority to drive the business in a particular direction and provide them with the tools and resources that they need to accomplish their goals. Partnership in Dell also means job segmentation and Michael himself segmented his CEO position twice because he believes two persons can complement each other by focusing on the areas which they can contribute the most value. Profit sharing incentives is one of the encouragements that Dell created in order to have their people to work as team. The profit sharing incentives shows the people that it is more beneficial to work as a team rather than apart as they are rewarded more if their team are more efficient.
At Dell, they implemented 360 degree performance appraisal to their employees and suppliers. This full circle review solicits input from everyone an employee work with and the results is openly shared with one another. Through this open review, it’s no longer about people staying out of each other’s way or working hard to be competitive but it will be about people who are thoroughly invested in each other’s growth. Michael defined his option of job segmentation as a form of empowerment. Job segmentation helps Dell to identify their weaknesses and it is a very practical check and balance system. Through job segmentation, it allows them to have job enrichment as it create new opportunities for the people.
In a traditional management, when a talented employee masters a job, they will be promoted to a new job that has broader responsibility, a larger staff and a bigger budget. Everyone in Dell has narrow responsibilities due to job segmenting where they formed smaller team and renewed their inspirations through creation of new tasks. It is also an opportunity for development as well as the chance to focus more sharply on a narrower range of responsibilities. Michael wants his people to have balanced life. Life is not only working and therefore he sees narrow responsibility as a way for his people to achieve a balanced life where they have time to spend with their family, exercising and work. Balanced life is the way to have long lasting success.
The leadership and entrepreneurial skills of Michael Dell and his influence over his organization's success is incontestable. His transformational leadership style is a true leader who inspires his team constantly with a shared vision of the future. Michael dell set the rules for his organization and his employees which gives the clear road map. Michael Dell’s leadership approaches are command skills, motivating others, integrity & trust, empowerment, building effective teams, strategic agility, drive for results, deal with ambiguity, intellectual horsepower and customer focus. Michael is a very good communicator and able to motivate people. He has ability to forecast the feature very well.
Michael is a leader who led by example and made a very strong commitment such as below: We values accountability and reward those teams and team members who continually improve their capability and contribution. Developing, retaining and attracting the best people, reflective of their worldwide marketplace. Hire and promote based on performance, capability and qualifications as key criteria. Look first to promote from within Dell. Providing training and learning opportunities to maximize team and individual performances. Investing in People Leadership capabilities as a competitive advantage. Managing company’s talent as a key asset.
. Utilizing job assignments across and within regions to build global leadership capability. Promoting an environment that values individual differences engages people in decision-making and encourages employees at all levels and across all parts of the company to work as a team. Maintaining base pay and benefit programs competitive with successful companies relevant to our marketplace. Understanding and respecting all nations’ laws, values and cultures. Profitably growing our business in all markets. Promoting a healthy business climate globally. Contributing positively in every community that we call home, both personally and organizationally.
In 2011, Dell’s revenue grew 16 percent to $61.5 billion, marking the largest single-year dollar increase in company history. To date, Dell Inc. had successfully transformed itself from its direct-sales-only mantra to building a successful reseller network. At Dell Inc., they aspire to do great things. Michael cultivates the best business leaders because he is one himself. Michael Dell, a great leader achieves his goals the right way, by maintaining the highest standards of ethics and integrity. Michael Dell believes that on a solid foundation of people and principles that he can build many future successes with more challenges ahead.