Diana Elliott, 1997 IU Sponsor, hosted our visit to Dell University. We were brought into their Accelerated Learning room which is outfitted with tables of computers. Also in the room were all the other learning paraphernalia; i.e. video equipment, overhead projector, etc. Dell-designed learning aids included a Velcro wall where learners can build Dell's business model and learn other elements to the Dell way of doing business.

We watched a video on the history and making of Dell Computers where clearly Michael Dell keeps the energy alive within the entire organization. And then Diana took us through software they developed on their intranet that allows users to get training when they need it, as they need it.

A presentation by John Cone, president of Global Education for Dell University proved to be exciting. John is the champion of learning at Dell. He calls his philosophy of training "stealth learning". John believes in decentralizing training in order for the training function to become almost invisible. Learning is embedded in the job with learning centered work instead of bringing problems to the classroom to be worked out. He tries to get training down to the smallest nugget possible and believes in what he calls disposable training. Dell employees are expected to "learn on the fly" and manage their own learning. Dell has a willingness to let people make mistakes, learn from them, and move on to leverage the value of knowledge. Any training that is done must create strong links to the business. Their goal is to ramp people up fast and get them working as soon as possible.

Dell values people with imagination, talent, and will to do things. Dell does not have a formal innovation program rather they expect innovation and new ideas to happen naturally. People are expected to champion their own ideas and are given the authority to run with them. There is no hand holding here at Dell, people must seek out the support they need on their own. During the job interviewing process, prospects are asked what creative thing they did on previous jobs. This helps to ensure they hire creative types. New hires hit the ground running. They have an extensive new hire package in which materials are marked with the order in which to open each package. This places the responsibility on the new employee to bring themselves up to speed with their new company.

They celebrate their successes off-site. They believe in renewal through monthly employee lunches, monthly social events, and quarterly meetings off-site.

Dell has organized their business almost down to a science whereby they are able to ship new innovation to market by the 1,000's in just two weeks. This is made possible by Dell's clearly defined business model, business strategy, mission statement, their fundamental beliefs, core values, and their strong global presence.

Innovation Principles - Dell Computers/Dell University:

Values - They call them "core values". They are clearly defined and written. They are: direct relationships, respect of all relationships, performance, quality, and integrity.

Organization:

Management Style:

Mission: clearly defined mission statement: "To be the most successful computer company in the world at delivering the best customer experience in markets we serve".

Strategy: Strategy is set out by use of the Dell Business Model.

Culture: "Learn on the fly"

Environment: very business like environment, no frills.

Systems: Structure: Customer Focused - Dell values their customer. They deal directly with the customer and provide customer support in house.

Champion: Clearly Michael Dell keeps the energy alive within the entire organization. And John Paine, president of Global Education for Dell University, is the champion of learning at Dell People - Dell looks for creative and intelligent people who can learn on the fly, who are open to new ideas, and are flexible and open to change.

Celebrate Success: They celebrate their successes off-site

Formalized process for generating ideas: none