Dell Technologies reviews

- Easily the most political climate I've ever worked in. A very big hinderance to accomplishing anything significant or making long overdue changes. - Lots and lots of legacy executive and senior management that do not want to rock the boat or change with the times. This leaves a culture of legacy thinking; new ideas, approaches, challenges are NOT accepted. - Dell is too big and too cumbersome for its britches. Entire BUs are competitive with each other, rather than working together to build a cohesive Dell solution and family. Competing initiatives and product lines are the norm, the right hand does not know what the left hand is doing....ever. - Business is pretty bad and they're deep in debt from going private, so its a perpetual cut environment recently and for the foreseeable future. - Benefits outside of salary/bonus are subpar - Moving target on bonus structure and goals is unfair. Its changed several times during my tenure and of course favors the company. - More bureaucracy than the United States federal government - Glass ceiling career growth-wise unless one is well connected to the old guard, not a meritocracy. I see so much good talent get discouraged and leave (or worse, get RIF'd) or not get traction after years in their Dell tenure, while well connected friends or old guard or established folks have invincibility despite clear incompetence. - Incompetence, laziness, "just following orders" mentality, "hiding out" are all rampant; Dell is an MBA case study in bad organizational behavior and how bad is incentivized and good is punished

Dell has a long history, with employees who have long histories. Quite frankly, some of these long-term employees need to go. They've worked their way into cushy jobs, but they no longer perform or expand their skill sets. They've managed to avoid layoffs, but they couldn't possibly survive in the real world. Mid-level directors and managers -- well, quite frankly, there are just too many of them vying for resources and budget dollars. While Dell has undergone a tremendous upheaval in the past two years, it needs even more. I was always baffled that certain departments got more money, while things like infrastructure and the website team suffered great losses. There is a buddy system at the upper levels, where ELT and directors protect each other. There must be, because, frankly, I don't know how the Design (DCX) team's management hasn't been fired. They've broken the website more than once, created a really bad user experience, and ignored the advice of other departments. All the while, the CIO keeps giving them more money and more authority over other teams. While Michael Dell seems to genuinely care about the company, sadly, he is kept oblivious to many of the biggest issues by his own executive leadership team. When he discovers a problem or a problem is brought to his immediate attention, he pursues the problem until a solution is implemented. And while it's great when he does act, there are hundreds of these types of problems evading his gaze. And when it's too late, and an ELT member is let go, they receive a great, big golden parachute, even after years of hiding problems. Meanwhile, very important employees with tons of vital tribal knowledge are swept up in the semi-annual purges (layoffs). (As a side note: employees should expect a potential layoff every six months at Dell without fail. This is just the nature of Dell.) While these employees are well-compensated with severance packages, oftentimes the wrong employees/management are let go. Vast amounts of knowledge are lost, exacerbating the problems that exist. If you find yourself beating your head against the wall and unable to get anything done, it's nearly impossible to move around within the company. Hiring freezes abound. And, if you've gone out to the internal job search site and tried to find a job, you are tagged and marked for the next round of layoffs.