Michael Dell engaged his talent and innovation at crafting & executing Dell’s strategy in a very simple format – ‘PCs could be assembled by the order directly to the customer’ this strategic vision contains four doctrines such as well-built direct customer relationship, facilitate customers to obtain the customized product, providing efficient technology along with strong supply chain for the company. The unparallel leadership of Michael Dell was again proved when he shifted the responsibility of CEO to Kevin Rollins, it demonstrated the most devastating impact on the performance of the company through slowed down in 2006 and the board was bound to resettle Michael Dell as the CEO of the company including chairman of the board. His excellent communication and easy accessibility, emphasis on the talented people and entrust control over the subordinates turned him into a role model to the juvenile executives and he established himself as the chief strategist for direct sales approach in the IT product and service market.įrom the case study, it has been evidenced that as CEO of Dell Michael Dell performed such duties and responsibilities that commercially appointed CEOs may never perform for instance he traveled door to door to meeting customers, checking their demands, scrutinizing the outcomes of different strategies and the extents of customer’s satisfaction.
The performance of Michael Dell as CEO and Chairman was excellent, his dynamic leadership, innovative marketing concept, and time-worthy decision guided Dell to turn it into the global giant of the information technology-related product and services.
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