High expectations and disciplined, consistent execution are embedded in the company's DNA.
To double its revenues in five years, the company had to adapt its execution-obsessed culture to new demands. They had to reignite the spirit of the company to retain its top team members.
They implemented a team member survey, whose results led to the creation of the Winning Culture initiative, which defined the "Soul of Dell":
- Focus on the customer
- Be open and direct in communications
- Be a good global citizen
- Have fun in winning
BOTTOMLINE: Dell changed as individuals and as an organization. They are not only creating a "great" company that not only performs consistently both financially and operationally, they are creating a culture that makes people stick around for reasons other than money.