世界500強CEO訪談 第43期:戴爾集團邁克爾 投資由我來做決定(1)

Reporter: What does it really take to manage a corporation like Dell?

記者：要管理好戴爾這樣的公司，都需要做到些什么呢?

Dell: You have to have a business model that comprehends the rate of change in technology and customer preferences for products and services. You’ve got to have an organization that can deliver around customer expectations; those are fairly easy compared to the final part, which is really executing on the first two. A lot of companies have had products and strategies which sound like they make sense, but the people weren’t been able to pull it off. You really have to put together a model that can be executed.

戴爾：你必須有一個商業(yè)模式，那包含技術的變化程度以及客戶對產品和服務喜好的變化速度。你也必須要有一個組織，可以滿足客戶的期望，這些比起最后一部分是非常容易的事情，因為最后一部分是對前兩方面的執(zhí)行工作。有一些公司有聽起來很合情合理的產品和策略等，但公司的員工們實際上并不能夠很好的執(zhí)行它，所以我們必須要制定一些能夠真正得到執(zhí)行的模式。

Reporter: What kind of changes have you gone through as a manager to be able to adapt the changes that have taken places as Dell has grown?

記者：隨著戴爾的成長壯大，作為一個管理者，您都經歷過怎樣的變化以適應戴爾的不斷變化呢?

Dell: Well, the nature of managing an organization at different size or scale have changed.My responsibility is more along the lines of determining what businesses we’re going to be in, and where we，re going to make our investments, prioritizing investment decisions, and establishing the criteria for success in the different businesses that we’re in, and, obviously, prioritizing the opportunities. We’ve always had more opportunities than what we’ve known what to do with, and the key point is which ones we should go after first. As the company was evolving, I was much more into ‘ok，now let’s go do it.，As an organization changes, you go from detailed implementation to deciding which things are going to get done and ensuring that they, in fact，are the right things.

戴爾：在各種不同大小或規(guī)模的組織的管理本質發(fā)生了改變。我的責任主要在于:決定我們將要開展怎樣的生意，將對哪里進行投資，確定投資的先后順序，在不同的行業(yè)領域建立成功的標準。當然，決定機會的優(yōu)先順序。我們總是會有比我們想象的更多的機會，關鍵就在于我們應該首先把握哪些機會。在公司開始發(fā)展的時候，我總是會說："好的，讓我們來做這件事情。"當一個組織發(fā)生改變的時候，我們就從對每項計劃具體的執(zhí)行，變?yōu)槲覀円獩Q定應該做哪件事情，并且要確保它們都是正確的事情。

Reporter: Dell has a tradition of being very responsive to customers and coming out with products quickly. Do you look for a particular kind of employee to hire who manages to fit in well to that culture you’ve created?

記者：戴爾有一個傳統，那就是對顧客們的回饋總是給予很積極的反應，并且每次更新換代的速度都很快。您總是特意雇用那些能夠很好的適應你所創(chuàng)造的戴爾文化風格的雇員嗎?

Dell: We do look for certain kinds of employees, particularly in the areas where it’s a sales or service orientation. We have a lot of processes within the company that really involve everybody in understanding the customers’ desires. For example, at any Dell operation in any country you might see something we call a customer advocate meeting, which occurs generally every Friday at 7: 30 in the morning. We have a series of people from all around the company, oftentimes 200, 300 people, who talk about the key statistics that describe whether we’re meeting customers’ requirements. If we find that we’re not meeting their requirements, we discuss what’s gone wrong with the process, and what we need to do differently to change that. We have manufacturing folks there, human resources, finance, engineers, of course, sales and marketing. And we invite customers to come to it. I think it sensitizes everyone in the organization to the needs of the customer. It’s a very key part of the way we do our business in terms of exposing everybody to customer concerns. One thing that’s different about our company compared with a number of our competitors is we actually do our own distribution. So, we’re in contact with the customer every day .We take 50,000 phone calls every day and we’re sort of immersed in customer feedback all the time, which gives us a great opportunity to use that to improve our products, and our services, and our processes. We think that’s a really key structural advantage.

戴爾：我們的確是在尋找一些特定類型的雇員，尤其是在銷售和服務導向的領域。在公司內部，每個員工都要經歷很多步驟以更好地了解顧客們的需求。比如說，在任何一個國家的戴爾運行中心，你都可以看到，我們在每周五的早上7點30分都有一次顧客倡議會議。參加會議的往往有200或300個人，遍及公司的各個領域，大家分別拿出關鍵數據，以表明我們是否滿足了顧客們的需求。如果結論說明我們并沒有滿足顧客們的需求，那我們就會接下來討論在公司的運行過程中哪一步出現了問題，我們應該怎樣做以改變那一現狀。我們在那有制造人員、人力資源員工、財務員工、工程師，當然還有銷售人員和市場營銷人員，我們也會邀請一些顧客來參加我們的會議。我想，這能夠使我們組織中的每一個人都深刻地了解到顧客的需求。使每一位員工都了解顧客的需求，是我們運行公司的一個關鍵的部分。我們與很多我們的競爭者之間一個很大的不同還在于，我們的分銷工作是公司自己來做的。所以我們每天都在與顧客們接觸。我們每天能夠接5萬個電話，所以實際上我們每時每刻都沉浸在顧客的反饋信息之中。那給我們提供了一個很好的機會，以更好的提升我們的產品、服務以及公司運行的每一個步驟。我想那是我們公司的一個關鍵組織架構優(yōu)勢所在。