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Dell COO
Kevin Rollins Discusses “The Soul of Dell”
Kevin Rollins, president and chief operating officer
of Dell Inc., spoke to School of Management and Business
students, alumni and faculty on Jan. 19 as the
inaugural guest of the school’s Distinguished
Speaker Series.
Rollins, who oversees Dell’s daily global
operations, focused his remarks on the company’s
“The Soul of Dell” initiative —
an endeavor to promote a corporate culture that
sustains not only profits but also employee integrity
and satisfaction.
The initiative consists of five essential elements:
providing a superior customer experience, equipping
employees with training and opportunities for
excellent performance and personal growth, maintaining
open communication and ethical behavior with all
constituents, actively and responsibly participating
in the global market, and perpetuating a “winning”
culture that permeates company life.
These principles underscore Dell’s leadership
model, said Rollins. “One of the things
we're trying to do at Dell is to find the leadership
model that we would like to have represent Dell
now, but also to be a new leadership model for
the future. Our current definition really rotates
around a balanced leadership model of excellent
execution, … a mix of being able to commit
people to do well, being committed yourself, and
then lastly, having an inspirational style that
you can get people to follow.”
And the model is working, he said. Dell is slightly
ahead of its trajectory to meet five-year growth
estimates and is currently in its third year of
a managerial training program to help managers
balance superb performance with inspirational
leadership. It also has implemented an ethics
hotline for employees to anonymously report suspected
infractions and “Tell Dell” surveys
for employees to rate their managers’ performances
— surveys that guide behavior and change
for every manager, including Rollins and CEO Michael
Dell.
“The goals I have as a leader
are to help Dell become a surviving and great
institution, not just a great financial entity.
And so what I believe is that there is an opportunity
now to exert leadership that helps our company
realize there is something other than …
great financial performance,” said Rollins.
“We want to be the kind of company that
people try to emulate not just in financial or
operational terms but in cultural, developmental,
ethical terms.”
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