Name: Michael Dell's Race Against Big Tech Powerhouses
Uploaded: 2019-12-11
Duration: 4 min 36 s
Description: Michael Dell’s Race Against Big Tech Powerhouses

 Michael, it's almost a year since you did that huge merger with EMC. What do you want the new Dell to be? Well, we're really enabling the digital transformation of our customers. So you think about what's going on today, where there's an explosion in the amount of data, and that data has to be used in real time to make better decisions. It requires modern infrastructure, requires an enabled workforce that has to be secure. So we're really a big enabler for all the world's leading companies, governments, institutions to jump into this digital transformation. Everybody's talking about artificial intelligence, big data, the internet of things. Where does Dell fit into all of that? So we store a little over half of the mission critical data in the world with the biggest companies. And if you think about artificial intelligence and machine intelligence as a rocket, the fuel for the rocket, of course, is the data. That data has to be stored, protected, managed. We do all that. And it has to be funneled into these artificial intelligence and machine intelligence systems. Is there any one of these capabilities that is going to be the biggest driver of growth at Dell Technology? I happen to believe that the digital transformation fueled by artificial intelligence and machine intelligence will be a massive driver of growth. I mean, you're going to have, the amount of data in the world is roughly doubling now at, maybe every nine months, maybe every eight months. That's speeding up, as you have many, many more of these connected nodes. That's certainly for us an enormous driver of growth. And for our customers, it's the fuel for their transformations. As you know, your big customers have a lot of choices when it comes to technology. They could go, let's say, to Amazon or Microsoft. Why would they choose Dell? They'll probably use all of us. And what we're doing is modernizing and automating the data center so that those advantages of a public cloud can be brought to any data center and any customer, really, no matter what size they are. I don't need to tell you about how much the world is changing because of all this technology, and every company today knows that they have to be more nimble and get ready to disrupt or be disrupted. So at Dell, what are you doing to make sure that you're doing the disrupting and that you're going to have a competitive edge? How did I get from my dorm room to an almost $80 billion business, big ears. You know, listening carefully to the changing requirements, and then understanding what the molecular ingredients of technology are, and evolving our business and not being afraid to eat our own as we evolve and change. Dell was a public company. Now, it's a private company. From the perspective of being innovative, does it make a difference to be one or the other? I do find more freedom to innovate, and there was one other thing that occurred that I didn't really forecast. And that was the complete alignment of the people in the front lines and the leaders in the company and the owners with no disconnection among all those. A public company, where, let's just say, there are a large number of people outside the company constantly questioning whether the strategy is right, whether the products are right, the leadership is right, and the cumulative effect of that on a public company, particularly in transition, particularly as it's evolving, can, let's say, make it difficult to execute. I know you've never been afraid to do something very different and going against the crowd. But to what extent do you feel any kind of pressure in this new chapter of Dell's history to prove that the steps that you're taking now were the right way to go? You know, my life is a bit characterized by doing things that maybe weren't so obvious. And I'm not really doing it to prove it to anyone. I'm doing it because it's fun. It's interesting. And it creates a lot of opportunity. And it's cool, stuff I'm passionate about. That's how I got started in our business. And if, at the end of the day, it proves something to somebody, well, that's fine too. But that's not really why I'm doing it. 

Michael Dell's Race Against Big Tech Powerhouses

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Michael Dell’s Race Against Big Tech Powerhouses

Michael is almost a year since you did that huge merger with E. M. C. What do you want? The new Delta Bi were really enabling the digital transformation of our customers. So you think about what's going on today, where there's an explosion in the amount of data, and that data has to be used in real time to make better decisions. It requires modern infrastructure requires an enabled workforce that has to be secure. So we're really, ah, big enabler for all the world's leading companies. Governments, institutions, toe jump into this digital transformation. Everybody's talking about artificial intelligence, big data, the Internet of things. Where did L fit into all of that? So we store a little over half of the mission critical data in the world with the biggest companies. And if you think about artificial intelligence and machine intelligence as a rocket, okay. The fuel for the rocket, of course, is the data that data has to be stored, protected, managed. We do all that, and it has to be funneled into these artificial intelligence and machine intelligence systems. Is there any one of these capabilities that is going to be the biggest driver of growth at Delta Technology. I happen to believe that the digital transformation, fueled by artificial intelligence and machine intelligence, will be a massive driver of growth. I mean, you're gonna have the amount of data in the world is roughly doubling now at the every nine months, February 8 months. That's speeding up as you have many, many more of these connected nodes. That's certainly for us an enormous driver of growth. And for our customers, it's the fuel for their transformations. As you know, your big customers have a lot of choices when it comes to technology. They could go, let's say Amazon or Microsoft, Why would they choose? They'll probably use all of us. And what we're doing is modernizing and automating the data center so that those advantages of a public cloud can be brought to any data center and any customer, really, no matter what size they are. I don't need to tell you about how much the world is changing because of all this technology. In every company today knows that they have to be more nimble and get ready to be to disrupt or be disrupted. So, Adele, what are you doing to make sure that you're doing to disrupting and that you're gonna have a competitive edge. How did I get from my dorm room to an almost $80 billion business? Big years, you know, listening carefully to the changing requirements and then understanding what the molecular ingredients of technology are in evolving our business and not being afraid to sort of eat our own as we evolve and change. Dell has was a public company. Now it's a private company. From the perspective of being innovative doesn't make a difference to be one or the other. I do find Maur Freedom to Innovate, and there was one other thing that occurred that I didn't really forecast. And that was the complete alignment of the people in the front lines and the leaders in the company and the owners with no disconnection among all of those a public company where let's just say there are a large number of people outside the company constantly questioning whether the strategy is right. Whether the products are right, the leadership is right, and the cumulative effect of that on a public company, particularly in transition, particularly as it's evolving can, uh, let's say, make it difficult to execute. I know you've never been afraid, Thio do something very different and going against the crowd. But to what extent do you feel any kind of pressure in this new chapter of Dell's history that to prove that the steps that you're taking now with the right way to go you know, my my life is a big characterized by doing things that maybe weren't so obvious? And, uh, I'm not really doing it to prove it to anyone I'm doing because it's fun, It's interesting and it creates a lot of opportunity, and it's cool stuff on passionate about. That's how I got started in our business. And, you know, if at the end of the day it proves something to somebody, well, that's fine, too. But that's not really what I'm doing. It