Visionary Leaders: a Case Study on What You Don’t Know About Dell
Dell was founded by Michael S. Dell in the 80s. It grew form a one-man show to be the leading manufacturer and distributor of low-cost PCs today, employing more than 40,000 people worldwide with businesses globally.
From the findings, we learn about the management style of both, Michael S. Dell, Kevin B. Rollins and his management. At start, Mr. Dell was seen as aloof and Mr. Rollins as autocratic. Trying to improve the company, Mr. Dell took step to enhance relationship with their team. In order to be the leader in low-cost PC, he uses a direct sales model which causes Dell to transform from a no-name PC player to a powerhouse. He focuses on cost efficiency to reach his goals. As a result, his overhead expense was just 9.6% revenue, boosted productivity to nearly $1 million in revenue per employee. Later he diversifies into computer peripherals and tech services. Dell was able to expand its business by focusing their core strength in being discipline, speed and efficiency. Later the Mr. Dell also outsources to help in his expansion. Mr. Dell adopts a leadership management process that works for his huge and important company and he maintains a pinpoint control of his company operation. Further more he and his team was concern of the product features and the buying experience. However, his demanding culture and high expectation has caused discontent and loyalty issue among his staff.
Although Mr. Dell may struggle as he goes into the up market, many has commented that he may not be able to survive in the high end business but with better technology, low-cost PC will become better for most customers.
Visionary leader posses company visions that should generate interest, vitality which in turn will lead to the total commitment and energies of everyone in the company. The main features of a vision should include elements that are values centered, clear and specific and could be communicated across the board, to everyone in the company.
Visionary leaders
From the findings, we learn about the management style of both, Michael S. Dell, Kevin B. Rollins and his management. At start, Mr. Dell was seen as aloof and Mr. Rollins as autocratic. Trying to improve the company, Mr. Dell took step to enhance relationship with their team. In order to be the leader in low-cost PC, he uses a direct sales model which causes Dell to transform from a no-name PC player to a powerhouse. He focuses on cost efficiency to reach his goals. As a result, his overhead expense was just 9.6% revenue, boosted productivity to nearly $1 million in revenue per employee. Later he diversifies into computer peripherals and tech services. Dell was able to expand its business by focusing their core strength in being discipline, speed and efficiency. Later the Mr. Dell also outsources to help in his expansion. Mr. Dell adopts a leadership management process that works for his huge and important company and he maintains a pinpoint control of his company operation. Further more he and his team was concern of the product features and the buying experience. However, his demanding culture and high expectation has caused discontent and loyalty issue among his staff.
Although Mr. Dell may struggle as he goes into the up market, many has commented that he may not be able to survive in the high end business but with better technology, low-cost PC will become better for most customers.
Visionary leader posses company visions that should generate interest, vitality which in turn will lead to the total commitment and energies of everyone in the company. The main features of a vision should include elements that are values centered, clear and specific and could be communicated across the board, to everyone in the company.
Visionary leaders