Zitat des Tages von Michael Dell:
5G cell networks create a whole new wave of distributed and edge computing.
The interesting thing is when we design and architect a server, we don't design it for Windows or Linux, we design it for both. We don't really care, as long as we're selling the one the customer wants.
The world got enamored with smartphones and tablets, but what's interesting is those devices don't do everything that needs to be done. Three-D printing, virtual-reality computing, robotics are all controlled by PCs.
In taking Dell private, we plan to go back to our roots, focusing on the entrepreneurial spirit that made Dell one of the fastest-growing and most successful companies in history.
Rural technology is moving from kind of the back office to where everything, every company - sales, marketing, customer acquisition, new product development, media - all industries are becoming technology industries. And it's not information technology: it's business technology.
People ask me all the time, 'How can I become a successful entrepreneur?' And I have to be honest: It's one of my least favorite questions, because if you're waiting for someone else's advice to become an entrepreneur, chances are you're not one.
I've been fascinated with technology since I was a boy banging around on my father's adding machine. Back then I'd type in an equation, the device made some cool noises, and out came my answer. I was hooked.
There are a lot of things that go into creating success. I don't like to do just the things I like to do. I like to do things that cause the company to succeed. I don't spend a lot of time doing my favorite activities.
I always knew I wanted to run a business someday.
Twenty years and $40 billion. They seem like good round numbers.
When we acquired Secureworks, if we had taken it and made all the salespeople into Dell salespeople, we would have totally destroyed Secureworks. Instead, it remained Secureworks but with capital from Dell and access to Dell's customers. And now, it's a great business.
Dell's a company that has changed the IT landscape in making PCs and servers more affordable. There's enormous opportunities to make IT more accessible to tens of millions of companies, kind of democratizing the ability for companies to gain access to IT.
It's through curiosity and looking at opportunities in new ways that we've always mapped our path at Dell. There's always an opportunity to make a difference.
I think it is going to be very difficult to be a company in silos. I think the game has changed. We won't define our success by looking at the competitors but at how satisfied are our customers, how engaged are our internal stakeholders, and how good is our product pipeline.
You have to do stuff that you're actually incredibly passionate and excited about and you know something about. The 'oppor-tuneurs' don't do as well as the entrepreneurs.
One of the interesting things about the Dell-EMC combination is that we don't have a lot of overlap.
You don't have to be a genius or a visionary or even a college graduate to be successful. You just need a framework and a dream.
Dell will participate in tablets and all sorts of client devices. Our main business is helping our customers secure, protect their data and access it from any device they want to.
The whole idea behind virtual integration is that it lets you meet customers' needs faster and more efficiently than any other model. With vertical integration, you can be an efficient producer - as long as the world isn't changing very much.
IT for a long time has been about how do you make old processes more efficient. But with all of the progress in digital technology, there is a kind of digital transformation that is occurring. And you see it with the explosion in the number of devices; you see it in the explosion in the number of applications.
The IT organization can't drive or lead a digital transformation. It has to come from the business and the business strategy, because they're fundamental to how a company or an organization evolves.
Relative to other economies in the world, India has a good feel to it.
I was in seventh grade math class, and we had this thing called Number Sense. So, I wasn't on the track team. Wasn't on the football team. Wasn't on the basketball team. I was in the Number Sense Club.
The best customers for us are the ones that present us with a new problem because chances are, if one customer has that problem, 100 more have it, or 1,000, or 10,000. So you start thinking about solution development rather than product development.
