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dell computer corporate case study
dell computer corporate case study
dell computer strategic case study
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Comparison and Contrast between Two Chapters
This paper will compare and contrast two CEOs that led technology companies through difficult times. Michael Dell CEO and founder of Dell Computers and Andy Grove former CEO and cofounder of Intel each provided quality leadership as their companies faced challenges in the fast-paced computer technology industry. This paper will introduce each man and describe their contributions to their company and the field of management, resistance they encountered, similarities in their professional lives and how they differed. The information about these two success CEOs comes from Jeffrey Krames (2003) book What the Best CEOs Know: 7 Exceptional Leaders and Their Lessons for Transforming Any Business.
Introduction of Business Professional and their contributions
Michael Dell founded Dell Computer in 1984 and grew it into one of the largest computer manufacturers in the world. Dell Computer’s success resulted in Michael Dell being the highlighted as “youngest CEO of a Fortune 500 company” (Krames, 2003, p.58). Michael Dell’s guiding principle is to focus on the customer. This principle routinely guided his leadership decisions including computer design and development decisions, the organizational structure of the company and in how Dell Computer used the Internet.
Andy Grove cofounded Intel in the late 1960s and helped it become the leading memory chipmaker and then the leading microprocessor chip manufacturer in the world. Andy Grove’s leadership through two significant challenges resulted in drastic change to the company that resulted in their continued success. Through these challenges, Andy Grove realized that companies face Strategic Inflection Points (SIP) or times when the company will ...
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...e also impacted by Moore’s Law, a prediction by Grove’s cofounder Gordon Moore, that “the power of the computer chip would double every 18 months” (Krames, 2003, p.136). This true concept resulted in rapid change in the computer industry causing Dell Computer and Intel to consistently change as technology changed.
Each man contributed significantly to their company’s success based on their own philosophies. They provided excellent insight to leadership paradigms and organizational challenges within the fast moving computer industry. Both men made positive impacts on the computer industry. It is fair to say, that the industry may not look the same today if it wasn’t for these to exceptional leaders.
Works Cited
Krames, Jeffrey A.. What the Best CEOs Know : 7 Exceptional Leaders and Their Lessons for Transforming Any Business.
: McGraw-Hill Professional Publishing,
The reason that I chose to do this article is because in class I found the discussion of CEO’s
Steve Jobs and Fr. Jose Arizmendiarrieta were the founders and leaders of two different but highly successful and profitable organisations, Apple and Mondragon. The two companies are from different parts of the world, in different industries, and can only be compared by their organisational and financial success. Fr. Jose and Steve were the architects of this success, leading and inspiring confidence and support among the people who were needed to achieve their vision and organisations goals (DuBrin, 2013). This essay will compare and contrast the leadership of Steve Jobs with that of Fr. Jose Maria Arizmendiarrieta based on Andrew J. DuBrin’s leadership theory.
... thing while being in the right time on the right place. Everything else is the history. Many stories were told about Dell. Dell was most famous for its customized products which they sold directly to customers. This strategy worked for some period, however to capture bigger market share Dell had to return to the retailers. Michael Dell is one of the biggest asset Dell has. His enthusiasm and hard work build a multibillion dollar company. He has promising outlook for the IT market and always make strategic decisions. Therefore Dell at the beginning made strategic decision to sell in the stores to capture market share, then they decided to sell directly to customers to avoid retailer margins, however, at the end they returned to retailers to capture market share again. Although these strategies contrasted each other, they were right strategies for the right time.
Accomplished leaders inspire the world and their people to reach higher, dream bigger, and achieve greater. Andrew Carnegie, a self-made steel magnate and one of the wealthiest businessmen in the 19th century once stated, “No man will make a great leader who wants to do it all himself, or to get all the credit for doing it.” A man with a striking amount of wealth and ample power was remarkably giving and a notable philanthropist. His statement holds true in that the key to great leadership is not merely one’s achievements but the accomplishments we can make as a team.
This case traces the strategic decisions of Intel Corporation which defined its evolution from being a start-up developer of semiconductor memory chips in 1968 to being the industry leader of microprocessors in 1997 when it ranked amongst the top five American companies and had stock market valuation of USD 113 billion.
Leaders are those that other follows. In the business world, Bernard Ebbers demonstrated his leadership skills by growing his small-scale long-distance service company into a multi-billion telecommunication giant in the country. According to the Washington Post, the acquisition of MCI Communications Corp. in 1998 was the largest deal in history at the time (Washington Post, 2005). “Focused”, “mentor”, “incredible”, were some of the words used by his former employees to described Ebbers as a leader (Trevino, L. and Brown, M., 2005). On the contrary, some believe Ebbers displayed destructive deviant behavior, which was not accepted socially. Ebbers’ management philosophy was to aggressively grow while cutting cost down. Even after the 40 million dollar acquisition of MCI (Washington Post, 2005), the company announced a 2000 job cut (Trevino, L. and Brown, M., 2005), and such approach showed little to no concern over providing job security to its employees. The focus was on inflating company’s stock value rather than on the operation of the business itself. The effect of this irresponsible corporate behavior created widespread consequences beyond their own organization (Isaacs, 2002). In addition, Ebbers also paid no attention to his employee’s work environment; he bureaucratically cut off
For both Tim Berners-Lee and Bill gates, they are one of the most successful men in the world, or even in the history of mankind. The reasons beyond their victorious stories of why and how they could gain success are worth thinking about, where I reflected on their life experiences and generated some
In chapter eleven case study, we were asked, What special qualities of Steve Jobs seem to have contributed to his leadership success as Apple’s CEO? We think Steve Jobs was a successful leader because he was imaginative; passionate about his job, he had the ability to push employees to create new things, had confidence, and believed
Sir Steve Jobs, the almighty co-founder of Apple started apple dreaming big. The Harvard College dropout carried through with that dream. According to Leander Kahney, author of “Inside Steve’s Brain,” “apple went public 1980 with the biggest public offering since 1958” (2008), this offer proved successful as apple soon became a super power. Apple suffered a fall out though, but Steve Jobs came back and rescued them, reviving them to their previous stature.
To transform a good company to great company is all manages’ dream, but only few of them make it. To find out the core factors which lead to a good company became a great company is very difficult, because in different era, different industry companies face different opportunities and threats. To begin the research for the Good-to-Great study, Jim Collins and his research team searched for companies that: performed at or below the general stock market for at least fifteen years; then at a transition point began to pull away from the competition, and sustained returns of at least 3 times the general market for the next fifteen years. He started with a list of 1,435 companies and found eleven that met his criteria. These eleven companies produced, on average, a return of 6.9 times the general stock market during the 15 years following the transition points. Collins chose a 15-year span to avoid "one-hit wonders" and lucky breaks. In the book, Collins highlights some important factors which are the result of the research. They are level 5 leadership, fist who … then what, confront the brutal facts, the hedgehog concept, culture of discipline, and technology accelerators, (Collins, 2001, p.12).
It's interesting to read about the great leaders discussed in this book and that they are very different from what most people think. Many great leaders are quiet, shy, reserved, and modest. I had never heard of any of the good to great CEO's that Jim Collins talks about in this book. It's too bad they weren't more well known which might have influenced other CEO's to follow some of their methods and ideas to transform more companies to great.
Suddenly, some companies become extremely successful, while rest of them unfortunately remains a failure. There can be off-course a lot of reasons for this failure but one of the main reasons is lack of leadership qualities. There are many s...
Dearlove, D. (1998) Business the Bill Gates Way: 10 Secrets of the Worlds Richest Business Leader. Capstone Publishing, Oxford.
Being a CEO is proven to be much more difficult than trying to become one. Over the last few months we have been examining the reasons behind the successes and failures of some great CEO practitioners. It seems that, despite the different managerial styles, great CEOs employ some common techniques. The following pages contain the golden rules of successful business leadership.
Dell’s initial competitive strategy, when it was founded in 1984 by Michael Dell, was to focus mainly on differentiation. Its strategy was to sell customised personal computer systems directly to customers, which was a rapidly emerging market at that time (1). This was done by targeting second-time customers, those that already understand computers and know what they wanted. Meanwhile other companies at the time was selling “’plain brown wrapper’ computers” (2). By offering customisations, Dell gained a better understanding of customers’ needs and wants. This helped the organisation position itself differently against the more popular brands, such as Compaq and IBM.