Michael Dell Quotes

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.
Our business is about technology, yes. But it's also about operations and customer relationships.
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.
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.
Twenty years and $40 billion. They seem like good round numbers.
5G cell networks create a whole new wave of distributed and edge computing.
At Dell, we believe the customer is in control, and our job is to take all the technology that's out there and apply it in a useful way to meet the customer's needs.
Buying a company that is number one in its business is hard to do. When something is for sale, it's often not a leader.
Computing shows up in many different ways. You have computing that you wear, computing that you carry. What you think of as the traditional PC market has a long tail of usage, particularly in the commercial world, but also in consumer.
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.
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.
Every breakthrough business idea begins with solving a common problem. The bigger the problem, the bigger the opportunity. I discovered a big one when I took apart an IBM PC. I made two interesting discoveries: The components were all manufactured by other companies, and the system that retailed for $3,000 cost about $600 in parts.
I always knew I wanted to run a business someday.
I called up a bunch of the CEOs of Silicon Valley companies and said, 'Hey, can I come and see you? And I'd like to learn about what you're doing.' And I don't know, most of them said yes.
I can predict things. I can improve the uptime and the reliability. I can intervene and cause a better outcome before there's a problem.
I can't ever remember being struck by lightning when making a big decision. It's always about taking in more and more data points and making tack adjustments as you figure it out. I call customers, suppliers, industry analysts and try to get as much information as possible.
I do think a founder has special permission to make sweeping changes across an organization.
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.
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.
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.
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