某公司EXECUTIONWITHOUTEXCUSES（英文版）(doc 32页)

某公司专访EXECUTIONWITHOUTEXCUSES（英文版）内容提要：
      MICHAEL DELL FOUNDED the computer company that bears his name in 1984. Eight years later, at the age of 27, Dell became the youngest CEO in the Fortune 500. Soon the business world was abuzz with talk about the Dell business model, which allows the company to bypass middlemen, sell directly to customers, and achieve superior management of information and working capital. "The Power of Virtual Integration," HBR called it in a 1998 interview with Michael Dell. Since then, the company has continued to gain market share while delivering better shareholder returns than any of its competitors. Initially capitalized with $1,000, Dell is now worth more than $100 billion.
      The secret of Dell's success goes beyond its famous business model. High expectations and disciplined, consistent execution are embedded in the company's DNA. Dell is more than an efficient factory -- it's an organization that can turn on a dime and that has demonstrated impeccable timing in entering new markets. The company now employs 53,000 people and operates in more than 80 countries. Last month, its founder and chairman reached the ripe old age of 40. Kevin Rollins, a former Bain & Company consultant who began working with Dell back in 1993 and joined the company in 1996, was appointed CEO last year. Chairman and CEO work in adjoining offices. The wall between them is glass, and it has a large door in the middle that is never closed.
While providing extraordinary rewards to its shareholders, Dell has created a culture that expects great performance from its people. In order to double its revenues over a five-year period, the company has had to adapt its execution-obsessed culture to new demands, as Rollins and Dell reveal. To discuss how the company has sustained its advantage over two decades, Thomas A. Stewart, the editor of HBR, and Louise O'Brien, an HBR consulting editor who served as Dell's VP of strategy from 1999 to 2002, met with Rollins and Dell at the company's headquarters in Round Rock, Texas. In this edited interview, the two describe how they've worked together to refine Dell's business model, management-development structure, and culture.

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