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					  European Foundation for Management Development
                     Undergraduate Conference




                                   Fiona McCarthy
                           HR Director – EMEA Operations
                                   October 12th – 2006




                                                         Agenda



• Introduction to Dell

• Dell in Asia Pacific – Emerging market

• Dells Culture -

• Graduate program –

• The challenges ahead -



                                   Fiona McCarthy
                           HR Director – EMEA Operations
                                   October 12th – 2006
    Dell Mission Statement



          “Dell's mission is to be the most successful
         computer company in the world at delivering
    the best customer experience in markets we serve.”

    In doing so, Dell will meet customer expectations of :
    • Highest quality
    • Leading technology
    • Competitive pricing
    • Individual and company accountability
    • Best-in-class service and support
    • Flexible customization capability
    • Superior corporate citizenship
    • Financial stability




    Our History



                    Dell shipped more than
                  Dell.com internet revenues
                10 million systemsworldwide;
                 75,000 employees inrevenue;
                 Ranked #8 in global a single
                $56.7 billion in list of "World's
                quarterAdmiredEMEA500 first
                      #25 than Yahoo,
                        Founded in 1984
                         #1 global share
                   greater on Fortune eBay,                                        $41.4B
                  Most (Q4, FY06) for the
                  17,000 employees EMEA
                               in Companies"
                $13.1 billionAmazoninrevenue
                Google andin its history
                       time              combined                       $31.5B




                                                     $7.7B


                                                  $5.2B




                                         $2.0B
                                  $546
                     $69M


          '84              '87   '90        '93      '96       '99           '02            '05          '08
Michael Dell founds Dell                                         Dell ranks #1 in   #1 on list of "America's
Computer Corporation                                         global market share Most Admired Companies"
Why We Joined Dell




        •   Different             • Ethical
        •   Well-managed          • Combines great strategy
        •   Really smart people    with operational excellence
        •   We like to win        • Committed to continual
        •   Growing                improvement
        •   Global                • Career opportunities




The Direct Model
A Different Kind of Company




  Direct Customer
   AssetThinking
   Lean Velocity/
  Commitment to
   The Dell Effect
   Relationships
  Open Standards
   Build to Order
(Opex management)
  (no middleman)
  Global Operations

                                                            EMEA
                                                            • 22% of WW revenue
 Americas                                                   • 17,100 employees
 • 63% of WW revenue
     Edmonton
                                          Glasgow

 • 36,000 employees
            Ottawa                            Halle   Bratislava
                      Winston Salem
                                                                                              Miyazaki
               Oklahoma City     Casablanca
                                                                       Chandigarh      APJ
                                                                               Delhi
                                                                                       • 15% of WW revenue
San Salvador
                                                                   Hyderabad           • 16,700 employees
                                                                                               Manila




  Our Products and Services:
  Broad and Deep


                     Product Category
                     Revenue ($bn)

 Desktop PCs                                                                            5.1

        Mobility                                                         3.7
   Software &
                                                      2.2
   Peripherals
        Servers                         1.3

        Storage                0.5


 Value Added
                                         1.4
    Services
Dell Direct Model
The Advantages of Direct



           Suppliers                                                           Customers


                               Dell Advantages
                                                                                     Information
 Supply Chain       Manufacturing          Operations          Direct Model
                                                                                         Flow

   4-5 Points          2-3 Points          2-3 Points           5-10 Points
• Low inventory    • Proprietary        • Lean cost          • Direct across       • Real-time
                    advantages            structure            all segments         feedback on
• Efficient cash
 conversion        • Efficiency gains   • Leveraged          • No retail,           price/promo

• Strong vendor     to scale ops          partner model        distributor         • Act on market
 relationships     • Continued cost     • Asset efficiency     mark-up              changes within
                                                                                    hours
• Immediate cost    reductions                               • Enables
 savings to
                                                               cross-sell          • Maximize
 customers                                                     opportunities        profits




What Does Dell Look for in its People?


      Tickets to Entry                                              Business Sense
    Functional & Technical                                             Customer Focus
            Skills                                                    Business Acumen
       Trust & Integrity                                              Financial Acumen
                                                                       Strategic Agility




Individual Effectiveness                                        Leadership Behavior
        Drive for Results                                           Motivating Others
    Dealing with Ambiguity                                       Building Effective Teams
    Intellectual Horsepower                                         Developing People
        Command Skills                                               Hiring & Staffing
    Customer Support Throughout EMEA


Sales offices in 22 countries
                                                                      Austria
EMEA support & market presence in 93                                 Belgium
countries                                                          Czech Rep
                                                                    Denmark
Regional Corporate Executive HQ in                                      Dubai
Bracknell, UK                                                          France
                                                                      Finland
European Manufacturing facilities &                                 Germany
Operations Centre in Ireland                                           Greece
Eight Regional Call Centres :                                         Ireland
                                                                        Israel
•   Cherrywood, Ireland                                                   Italy
•   Halle, Germany                                               Luxembourg
•   Copenhagen, Denmark                                               Norway
                                                                 Netherlands
•   Montpellier, France                                               Poland
•   Amsterdam, The Netherlands                                         Russia
•   Bratislava, Slovakia                                             S. Africa
•   Casablanca, Morocco                                                 Spain
                                                                      Sweden
•   Glasgow, Scotland
                                                                  Switzerland
                                                                            UK




                                                                 Agenda




                                     APJ Region profile




                                         Fiona McCarthy
                                 HR Director – EMEA Operations
                                         October 12th – 2006
                                   DELL ASIA PACIFIC AND JAPAN



  Annual revenue of US$7.1 billion
  Ranked No. 3 in Asia Pacific and Japan by unit shipments *
  Direct operations in 13 markets
  Customers in 40 markets
  16,700+ employees region-wide á
  Manufacturing facilities in Penang, Malaysia and Xiamen, China
  www.dell.com has 11 country specific sites for Asia Pacific
     using four languages including Chinese English, Korean
     and Japanese




             * Source: IDC                  á excludes DIS




           FOOTPRINT…
       APJ FOOTPRINT…

                                                                 North Asia
                                                                 $4.02B in 2005
                                                                 +17.5% Y/Y;
                                                                 68.7% of APJ Rev

                                                                 Japan ($2.3B)
                                                                 PRC ($1.4B)
       South Asia                                                Hong Kong          CHINA CUSTOMER CENTER
                                                                                    Xiamen, China

 $881.0M in 2005                                                 Korea
     +26.9% Y/Y;
15.1% of APJ Rev                                                          ANZ
           Singapore                                                     $945.7M in 2005
            Malaysia                                                     +24% Y/Y;
            Thailand                                                     16% of APJ Rev
              Taiwan
                India                                                    Australia
                                  ASIA PACIFIC CUSTOMER CENTER
             SADMG                Penang, Malaysia                       New Zealand

 Note: Data based on IDC Q405 report
                      DELL’
                      DELL’S GROWTH IN KEY ASIAN MARKETS
                      DELL’S


                                                                                      Rapid growth through direct
                                                              11.2%
                       Japan                                                             model
                                                                                      Build out of key infrastructure
                                                  7.5%
                        China                                                            and support regionally
                                                                                          w Drive efficiency
 Dell Share (%)




                   Australia
                                                                      13.5%               w Support customers
                                                                                      Enhance structure regionally
                                                                   13.3%
                   Malaysia

                                                                          15.4%
                  Singapore

                                           3.8%
                                                                                                      2005
                         India
                                                                                                      1998

                                  0%        5%       10%               15%            20%
                   Source : IDC




Talent is our no.1 challenge

                        7000+ TEAM                             800+                            60+ EXECUTIVES
                      MEMBERS NEEDED*                    MANAGERS NEEDED*                          NEEDED*



                                                                           FY’09                             FY’09

                                       FY’09
                                                           FY’06
                                                                                                FY’06
                          FY’06



                          11,752       19,022              1,372              2,221              74           140




Source : 3 Yr APJ Financial Plan, Nov 05. Actuals for FY’06
                                                         Agenda




                         Dell Culture




                             Fiona McCarthy
                     HR Director – EMEA Operations
                             October 12th – 2006




 Dell Culture – Then & Now
          Past                                 Present
•Founder Led                   •Founder Led – with help
•US Centric                    •Market Down Turn/ 9/11
•Culture – “Be Direct”         •Soul of Dell
•Earnings Driven               •Leadership Imperative
•Results at all cost           •Tell Dell
•Pot of Gold                   •Talent Management
•13 week horizon               •Great Company…Aspirational
                               Goal
                               •Strategic Planning
                               •Continuous Improvement / BPI

              We are still only 22 years old!!!!
 Soul of Dell
“The Soul of Dell
     provides a common
statement of our values
                   and beliefs,
  which communicate
      the kind of company
  we are and aspire to be.”




 Michael Dell        Kevin Rollins
 Chairman            President and CEO




Soul of Dell
Customers
     •   We believe in creating loyal customers by
         providing a superior experience at a great
         value

Direct Relationships
     •   We believe in being direct in all we do

Global Citizenship
     •   We believe in participating responsibly in
         the global marketplace

Winning
     •   We have a passion for winning in
         everything we do

The Dell Team
     •   We believe our continued success lies in
         teamwork and the opportunity each team
         member has to learn, develop and grow
                       Leadership Imperative Series




                              The LI Approach:
                                   §       Annual program
                                   §       Leader-Led
                                   §       Inclusive
                                   §       Global
                                   §       Interactive




 Leadership Imperative: The First Years

      Leadership Imperative ~ FY’03                    Developing Champions ~ FY’04                        Inspiring Champions ~ FY’05

                                 $62B

                                 Customer
                                 Experience
                                                                                                           Execution         Vision
                                 Globalization
Revenues




                         $35.4
              $31.5B
                                                                                                                Commitment
                                 Product
                                 Leadership


                                 Winning Culture



              FY02     FY03


                                                                    Key Theme:                                        Key Theme:
             Key Theme:                                                                                  How do we inspire our team members
                                                       How do we engage our team members
How must we improve our leadership in
                                                       in reaching our strategic objectives in a         and build their capability to reach Dell’s
  order to reach our strategic goals?
                                                                  Winning Culture?                                        vision?


                              Grow with Dell ~ FY’06                                          Making the Connection ~ FY’07
                                                            Key Theme:                                                 IDP
                                                                                                                                                 Key Theme:
                                                          How do we engage
                                                                                         Performance
                                                       and empower our team                Review
                                                                                                                                 Performance      How do we
                                                                                                                                  Planning
                                                      members in building their                          Engagement                              effectively use
                                                         careers and meeting                                                                   processes & tools
                                                   their personal and professional                                      1:1 Meetings
                                                                                                                                                  to enhance
                                                                                            Feedback &
                                                                goals?                       Coaching
                                                                                                                                                    employee
                                                                                                                                                 engagement?
    Tell Dell
 What does Tell Dell Measure?
 • Employee opinions on important drivers of
   Employee Engagement and a Winning Culture
                            Providing
        Trust
                            Feedback
                                                                                        Employee
      Creating             Developing
    Alignment              Capability                                                Engagement
                                                    Which all drive
     Work/Life               Instilling
       Effect.             Ownership                                                         Winning
                                                                                             Culture
     Managerial
                             Inclusion
    Effectiveness




                    EMEA Ops WC metrics - Trend FY03-FY06


   FY04 Winning Culture Metrics                 Actual   Actual   Actual   Actual   Actual    Actual   Actual   Trend
                                               Q3 FY03 Q2 FY04 Q4 FY04 Q2 FY05 Q4FY05 Q2FY06 Q4FY06



                                               EMEA OpsEMEA OpsEMEA OpsEMEA Ops EMEA Ops EMEA OpsEMEA Ops EMEA Ops

I receive on-going feedback to help
improve my performance.                          49%      55%     63%       67%      67%       72%     77%         5%
I can be successful at Dell and still retain
my individuality                                 51%      52%     62%       64%      65%       72%     76%         4%
My manager is effective at managing
people.                                          69%      69%     75%       76%      78%       79%     83%         4%
My manager supports my efforts to              Q2FY04
balance my work and personal life.             Survey.    66%     74%       76%      77%       83%     85%         2%
 Even if I were offered a comparable
position with similar pay and benefits at
another Company, I would stay at Dell.           47%      48%     58%       58%      56%       62%     66%         4%
Leadership Development
                                                        Outside of the




                                                                                  Dell-wide Focus
     Target                    Classroom
                    Owner                            Classroom Learning
    Audience                    Learning
                                                        (Bold=Common)
   Top 10% of        KBR/           ELS I      •Regional Meetings
   D3/E1 leaders     MSD         (10 Days)     •Mentoring
                                    ELS II
                                               •Strategic Projects
   Prep for SVP                   (5 Days)
                                               •Teaching Opportunities
   or broad VP
   roles                                       •Job Movement/Enrichment
                                               •Executive and Peer Coaching
   Top 5- 10% of      SC       5-day Session   •Regional Meetings
   D1/D3 leaders    Members    3-day Session   •Mentoring
                                               •Strategic Projects




                                                                                  Cross-business Focus
   Prep for VP
                                               •Teaching Opportunities
   roles
                                               •Job Movement/Enrichment
                                               •Executive and Peer Coaching
                                               •Leadership Exchange
   Top 5- 10% of      SC       3-day Session   •Regional Meetings
   C3/D1 leaders    Members                    •Mentoring
   Prep for                                    •Strategic Projects
   Director roles
                                               •Teaching Opportunities
                                               •Peer Coaching




                                                                              Agenda




                              EMEA - Dell Graduate program




                                Fiona McCarthy
                        HR Director – EMEA Operations
                                   October 12th – 2006
  Background

•The requirement to recruit and build talent for leadership in the future is
an ongoing challenge

•Recruitment of graduates has changed from filling “current vacancies” to
investment hiring encompassing a graduate development program

•Calibration of graduates through recruitment process to specified
standards to ensure future leadership capability


•Dell currently has developed an EMEA formal graduate recruitment and
development programme

•Organisations of our size and stature do offer Graduate programmes -
Dell branding

•The graduate programme has enhanced our reputation as an employer,




EMEA Graduate recruitment and development programme for FY08




  •Recruit typically Degree/Masters graduates
  •Clear standards of assessment applied to ensure future leadership potential
  •Recruit to a specific function
  •Entry level at B2
  •2 year tailored programme including both on and off-the-job development
  opportunities
  •Up to 3 rotations giving broad experience within their chosen function
  •Delivering ‘real jobs’ for the business
  •Ready to flow into C1 level positions at the end of 2 year programme
  •Headcount held as ‘super-numery’ in HR and therefore ring-fenced from usual
  headcount figures for opex purposes (key learning from EMF)
The Programme

•Focus is required in 4 key areas




                                                     Performance
         Acquisition   On-Boarding Development
                                                       Planning

                          Compensation & Benefits




 The Programme                                               Acquisition




•The Talent Acquisition Team will ‘own’ the process of recruiting
graduates across EMEA. This will be achieved through:-
• Reaching clear agreement with the businesses/functions on the number of
  graduates that will be recruited to the scheme each year.
• Defining the standards to which graduates will be recruited
• Identifying current Interns who demonstrate the capability and potential to be
  good candidates for the development programme.
• Building relationships with local targeted universities to promote Dell as a
  graduate recruiter.
• Conducting initial in-country screening to identify candidates for a European
  assessment centre.
   The Programme                                                               On-Boarding




  A dedicated Graduate Induction Programme including:-
  •a scaled version of the Executive Induction Programme
  •a team-building event for the graduate community
  •a team ‘action challenge’ to accelerate business learning, networking
  and problem solving




Development and Performance Planning                                                                     Performance
                                                                             Development
                                                                                                           Planning



                                                 Graduate
                                               Development
                                                Programme



                         Training/
                                                                             Job
                       Development



                                Functional Devt
     Mngnt Devt/
                                 Professional                Rotation               On the Job Devt
  Core Competencies
                                 Qualifications


  •Suite of training           •Support to train for   •Defined graduate           •Delivering for the
                               professional            roles of differing          business
  •Core competence             qualifications and/or   scope
  development                                                                      •Clear development goals
                               BPI certification
                                                       •2 or 3 rotations           •Performance
                                                       within chosen
                                                                                   management
                                                       function in 2 years
                                                                                   •Mentoring
                                                               Agenda




                 What got us here won’t get us there




                                Fiona McCarthy
                        HR Director – EMEA Operations
                                 October 12th – 2006




Emerging Challenges

Supply Chain Sourcing/Procurement:
       80% Products Procured by Dell are from Far East
       Skill sets changing
                - Business Acumen & Economic Awareness
                - Political Savvy & Negotiation skills
                - Cultural Awareness
R&D
        Free Market Vs. Closed Market
        Government requirements in Product Development
        Build on-the-ground relationships to influence Government
requirements in Product Design & Development; Product Positioning in
the Market

Import Talent
        Restriction to sourcing within the EU
   Challenge




How to merge business acumen for the emerging Asian markets – Dell ?

        * Export European Talent – ASIAN grad programs

        * Import Asian Talent to EMEA – EMEA grad program

				
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