世界500强CEO访谈 第43期:戴尔集团迈克尔 投资由我来做决定(1)

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

记者：要管理好戴尔这样的公司，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.

戴尔：你必须有一个商业模式，那包含技术的变化程度以及客户对产品和服务喜好的变化速度。你也必须要有一个组织，可以满足客户的期望，这些比起最后一部分是非常容易的事情，因为最后一部分是对前两方面的执行工作。有一些公司有听起来很合情合理的产品和策略等，但公司的员工们实际上并不能够很好的执行它，所以我们必须要制定一些能够真正得到执行的模式。

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?

记者：随着戴尔的成长壮大，作为一个管理者，您都经历过怎样的变化以适应戴尔的不断变化呢?

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.

戴尔：在各种不同大小或规模的组织的管理本质发生了改变。我的责任主要在于:决定我们将要开展怎样的生意，将对哪里进行投资，确定投资的先后顺序，在不同的行业领域建立成功的标准。当然，决定机会的优先顺序。我们总是会有比我们想象的更多的机会，关键就在于我们应该首先把握哪些机会。在公司开始发展的时候，我总是会说："好的，让我们来做这件事情。"当一个组织发生改变的时候，我们就从对每项计划具体的执行，变为我们要决定应该做哪件事情，并且要确保它们都是正确的事情。

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?

记者：戴尔有一个传统，那就是对顾客们的回馈总是给予很积极的反应，并且每次更新换代的速度都很快。您总是特意雇用那些能够很好的适应你所创造的戴尔文化风格的雇员吗?

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.

戴尔：我们的确是在寻找一些特定类型的雇员，尤其是在销售和服务导向的领域。在公司内部，每个员工都要经历很多步骤以更好地了解顾客们的需求。比如说，在任何一个国家的戴尔运行中心，你都可以看到，我们在每周五的早上7点30分都有一次顾客倡议会议。参加会议的往往有200或300个人，遍及公司的各个领域，大家分别拿出关键数据，以表明我们是否满足了顾客们的需求。如果结论说明我们并没有满足顾客们的需求，那我们就会接下来讨论在公司的运行过程中哪一步出现了问题，我们应该怎样做以改变那一现状。我们在那有制造人员、人力资源员工、财务员工、工程师，当然还有销售人员和市场营销人员，我们也会邀请一些顾客来参加我们的会议。我想，这能够使我们组织中的每一个人都深刻地了解到顾客的需求。使每一位员工都了解顾客的需求，是我们运行公司的一个关键的部分。我们与很多我们的竞争者之间一个很大的不同还在于，我们的分销工作是公司自己来做的。所以我们每天都在与顾客们接触。我们每天能够接5万个电话，所以实际上我们每时每刻都沉浸在顾客的反馈信息之中。那给我们提供了一个很好的机会，以更好的提升我们的产品、服务以及公司运行的每一个步骤。我想那是我们公司的一个关键组织架构优势所在。