en proves
6 de febrer del 2007
El Sr. Dell reclama el seu regne
Ja està fet, després de tan sols tres anys, Michel Dell acaba de reprendre el control total de l’empresa que du el seu cognom, i que va fundar als 19 anys amb 1.000 dòlars a la butxaca. És l’admissió implícita del delicat punt en el que es troba l’encara segon fabricant mundial d’ordinadors personals.
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Val la pena recordar que, a més a més del deteriorament financer que mostrava l'empresa, la retirada massiva de bateries defectuoses dels seus portàtils va acabar afectant més del previst l'activitat del grup, que compta amb 78.000 treballadors, dels quals 19.000 treballen a la seu de Texas.

El Financial Times li dedica el seu editorial
On parla del cas concret de Dell, però també i de forma general, sobre el paper dels fundadors d'aquestes empreses que han esdevingut gegants.

(..) In spite of its present troubles, the business he set up in his University of Texas dormitory room more than 20 years ago is still the world’s second largest personal computer maker. His return highlights the delicate and complex relationship between a company and its founder.

Whenever the person who built the business from scratch steps back, it shows the company is in transition. Having outgrown its roots, its lacks the resilience in hard times characteristic of groups controlled by an individual or family. But compared with a large corporate whose founder has long gone, a company in this faintly awkward middle position is usually overly dependent on one or two people.

(..) – like Steve Jobs at Apple in 1997 – he comes back after a long absence to reclaim his kingdom, it is a mark of corporate desperation.

Nevertheless, a switch can be effective. A founder who takes back the reins should inject a sense of urgency, boosting employee morale and building the base for a turnround. The move can also reinvigorate and personalise the company’s relationship with its customers (..)

(..) Mr Dell’s (..) can and should correct the internal mistakes made on pricing and customer service – even though as chairman he must surely have been involved in the original decisions.

Dell’s best hope is that the founder can recover the same drive and vision that spotted the initial opportunity to sell standardised computers direct to customers. This is the minimum needed to deal with a resurgent Hewlett-Packard, to which Dell now takes second place, and to regain sales and margins when its supply chain efficiencies have been so widely copied.

If Mr Dell is successful, like Mr Jobs, Mr Schwab and others, he will face a fresh challenge: when to make for the exit again. Founders often see no reason to quit when the business is going well and cannot bring themselves to depart if it is going badly. Judging when to leave after an encore is even more important than knowing when to do so first time round. Comebacks only come round once.

I ja s'han "filtrat" les primeres decisions:

Pel que fa a la gestió, Michel Dell està decidit a enfrontar-se al que qualifica com el “nou enemic” de la seva empresa, la burocràcia, per tal d’aconseguir així adaptar-se més eficientment a l’actual entorn competitiu. Alhora que aposta per reduir despeses i potenciar la innovació.

Com a política de producte creu que s’ha de millorar el disseny dels productes, a més de potenciar el mercat del consumidor creant una “autèntica” divisió de consum (divisió que ja existeix i que actualment representa només el 15% dels ingressos).
Digues la teva *
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