Yesterday at Dell EMC World, the 14th generation of PowerEdge servers were announced. Ravi’s blog breaks down how the new, customer-inspired design came about and what it means for customers in this age of digital transformation.Those of us over in Dell EMC’s OEM division are equally excited with the PowerEdge announcement. I thought I’d take a moment to share our perspective on what the platform’s key elements signify for customers who are in the business of bringing new solutions to market.Scalable business architecture: Appliance to the cloud and everything in-betweenAs our customers and partners tell us they’ve experienced in their own solution design efforts, the digitization of every industry is real and it’s happening now. Customers are evaluating alternate delivery models. The appliance they desire might be virtualized, converged, hyper-converged, software-defined, in the cloud or anything in between. Having a scalable architecture is fundamental to accelerating your own digital product transformation.The new Dell EMC PowerEdge appliance-ready servers are designed to maximize performance across all workloads and shrink development times. Dell EMC OEM works with to find the exact right fit platform for our OEM customers’ software, organization and customers. Then we configure and customize to achieve your vision. We make it simple to strengthen your brand while reducing cost and complexity.Intelligent Automation: Free up resources, increase availability and deploy fasterSystems management is incredibly important. It increases the simplicity, efficiency and availability of your solutions, which makes increases their value. With PowerEdge, powerful systems management is integrated into the solution from day one including configuration, OS deployment, firmware updates, health monitoring and maintenance. Management is agentless, on-site or remote, and irrespective of operating system or hypervisor presence. You can harness our scriptable interfaces and integrate them right into your software applications. That means you aren’t spending time and resources developing your own systems management solution.Integrated security: Protect your solution, protect your businessYour solutions must be secure. OEM business depends on it. PowerEdge has a number of key security features built in from the ground up relevant to OEMs: Self-encrypting drives, chassis intrusion detection, blacklisted bootable device categories, signed firmware updates and much more.In short, get back to innovating. Take advantage of appliance-ready PowerEdge 14th generation servers from Dell EMC and you can dedicate time and money to what really matters: developing and enhancing your software. Whatever you’re working on, we can help you build it and get it to market faster. For more information, visit our site or reach out to me on Twitter. I’d love to hear from you.
Our Dell EMC Hybrid Cloud Platform team has the chance to attend many interesting events through the year, but I’m particularly excited about this week’s Microsoft Inspire conference in Washington, D.C. Naturally, we’re proud to be a Titanium sponsor, but our focus is on the opportunity to talk with you, the 15,000 Microsoft solution partners, service providers, resellers, executives and guests attending the event, about our game-changing, new Microsoft Azure Stack solutions.Since we announced Dell EMC Cloud for Microsoft Azure Stack back in May, we’ve been hard at work building a world-class hybrid cloud that delivers IaaS and PaaS in a single platform for service providers and customers. We are taking orders for Microsoft Azure Stack now, and working together with Microsoft plan to start shipping the first systems in September.Dell EMC and Microsoft have a long history of co-innovation which led Dell EMC to ship the industry’s first Microsoft-based hybrid cloud system in October, 2015. Our testing and validation is very rigorous, matured through experience launching the first Microsoft-based hybrid cloud system. We’re making sure that you get a consistent turnkey experience, letting you confidently deliver innovative solutions faster and with a competitive edge, not risk and complexity. And future enhancements in the areas of data protection and encryption mean you won’t have to figure these things out yourself– we’re doing the work for you!Recognizing that our partners’ success is critical to our success with the Cloud for Microsoft Azure Stack platform, I want to re-emphasize our commitment to the channel:You are the key to our success in delivering an excellent Customer ExperienceTo help you, we will deliver a simple, predictable and profitable partner programSales engagement between us and you will include deal registration, joint territory/account planning and teaming agreementsWe commit that conflict will be managed and resolved with the highest level of prioritization and transparencyWe will offer comprehensive solution and enablement training for Cloud for Azure Stack to ensure your success“Continuing a long legacy of hybrid cloud solution development, Dell EMC and Microsoft have worked closely together for years to develop this robust solution that enables new hybrid cloud applications and true digital transformation for enterprise customers and service providers alike.” Mike Neil, Corporate Vice President, Azure Infrastructure Management, Microsoft Corp.And here’s one of our partners who shares our excitement about this new offering.Come learn more about Dell EMC Cloud for Microsoft Azure Stack at Microsoft Inspire. We’ll be at booth 1400, and are looking forward to seeing you there!
The following is the first of two guest posts from John Powers, principal, Deloitte Consulting LLP (the second is here). Powers recently interviewed Rory Read, chief integration officer for Dell and chief operating officer, Dell EMC, and Howard Elias, president, Dell EMC Services and IT, for the Deloitte Module in CFO Journal, published by The Wall Street Journal. Following that, and many prior discussions, he gathered his thoughts here on the historical combination of companies that created Dell Technologies.A Merger of Equals.History says it’s not possible; Dell and EMC prove the exception.Parity generally doesn’t exist. Sure, we like to believe it’s possible to achieve true equality in any given situation, whether it’s on the sports field or in the boardroom, but the truth is, in any meeting of equals, one player or executive group is likely to be just a little more equal than the other.Such was the expectation when, in October 2015, Dell announced its intent to combine with EMC to form Dell Technologies in the largest technology deal in history. Billed as a merger of “two of the world’s largest technology franchises with leadership positions in servers, storage, virtualization, security and PCs,” the merger would create the world’s largest, privately controlled, integrated technology company with reach into 98 percent of the Fortune 500. The announcement was bold, to say the least.The bold move, championed by Dell CEO, Michael Dell, would not only reinvent his company, but if successful, impact the entire IT industry by showing that long-established brands could still innovate and disrupt the sector in the same way as the young start-ups championed by the Silicon Valley venture capital firms on Sand Hill Road.As ambitious as the announcement was, however, one question remained – could Dell pull off an integration of such complexity and magnitude? And, if so, how would the new $74 billion combined company with 140,000 team members and a massive partner/supplier ecosystem, ultimately perform?The road toward integration was littered with “Deals from Hell,” to quote a famous book on the topic. So, how did Dell and EMC avoid the potholes along the way and achieve this rare feat? Specifically, we will look at the behind-the-scenes work that took place to make this merger happen, and study how two IT giants worked together to create a new organization that is greater than the sum of its parts.The mergerBased on their long and successful histories, and their relative sizes in the technology marketplace, news of the proposed merger between Dell and EMC was announced on October 12, 2015.Both companies had been serial acquirers, though each approached integration differently. Dell focused on tight integration, leveraging the significant synergies across their go-to-market approach, supply chain and corporate functions. EMC preferred to lightly integrate some of their acquisitions, focusing on scaling and amplifying their portfolio of companies, while tightly integrating others as the specific situation dictated. This merger, however, was something different; one computing leader combining forces with another. There was no standard playbook for something this complicated. Due to the scale and complexity involved in combining two massive organizations, they had the foresight to add both Bain & Company and Deloitte as trusted advisors to the team to support critical elements of the process.It’s common to see the acquirer attempt to inflict their will on the acquired company, even when they call it a merger of equals. In the case of Dell and EMC, this was a true partnership with mutual respect. One core tenet throughout the entire process was the banishing of any notion that one team was acquiring the other. Michael Dell, MSD Capital, and Silver Lake took Dell private in 2012. The same collection of investors acquired EMC in 2016 and, through the blending of EMC and its various businesses (e.g. VMware) with Dell, formed Dell Technologies.In short, this merger was anything other than business as usual for either Dell or EMC. In fact, The Wall Street Journal, on the day the deal was announced, called the merger “extraordinarily complex.” And, as such, it involved an incredible amount of trust, hard work, and consensus building toward a shared future direction for the two companies to be able to deliver on their promises to customers, employees, their respective communities, and their owners.Michael Dell and Joe Tucci also had a strong and positive relationship, having managed a nearly $2 billion partnership together a decade earlier, which helped set a collaborative tone that reverberated across both organizations. The two companies would be coming together with very minimal overlap. But the road ahead would depend on far more than that.Laying the foundationNeeding to evaluate the operating model of both companies as part of the proposed merger, Dell and EMC began the process by creating a foundational framework designed to address some of the biggest strategic questions at hand. The framework defined a roadmap of critical questions and decisions and assigned the questions to teams of experts from both companies. Rather than forming a standard integration task force, the companies set up a Value Creation Integration Office (VCIO) to manage the process from beginning to end, and to provide for rapid decision making.The VCIO was led by one senior executive from each company — Rory Read from Dell and Howard Elias from EMC — who acted as the Chief Integration Officers. The two chaired a committee which surfaced and drove decisions around key strategic questions. Howard and Rory reported directly to the CEOs of their companies, effectively driving the merger so neither CEO was distracted from his current-year commitments.In addition, high-performance leaders were hand-selected by senior management to form the VCIO team, which worked as a facilitating function while leaders remained embedded in their existing line organizations. When there were conflicting priorities, their commitment to the VCIO came first.“‘We chose the very best leaders from both companies, most of whom ended up with very big roles in the new company,’ said Rory ReadShareIn choosing members of the VCIO, a litmus test was developed to determine their fit. It wasn’t about picking available manpower; it was about picking the best manpower, the “A players.” Among the key criteria used across the board when selecting VCIO teammates was a proven track record and reputation for being change agents, credible leaders, excellent communicators, and strong, positive, resilient team players with the ability to influence without authority.As a result, Dell and EMC not only closed their record-setting merger in September 2016, but surfaced a number of invaluable lessons along the way that should be studied closely by any company entering into a similar arrangement.In the second installment of this post, Powers will share those six lessons and dive into ways they can be applied to future mergers of all sizes.John Powers is Deloitte’s Global Corporate Development leader. He drives the inorganic growth strategy of Deloitte, in coordination with our global business and member firms.John, a principal in Deloitte Consulting LLP, formerly led Deloitte’s Defense Sector and its Mergers & Acquisitions (M&A) practice in the US and globally. Throughout his career, he has helped to execute several large M&A transactions, including the Dell/EMC merger, and the eBay/PayPal divestiture. His work has spanned the globe and has enabled the effective transition of more than 400,000 employees over the course of his career.John is a visiting executive lecturer at the University of Virginia, Darden School of Business on the topic of merger integration. He joined Deloitte upon completion of his MBA from Northwestern University Kellogg School of Management in 1994 and graduated with a BA from Brown University in 1988. As an undergraduate, he received an Army Reserve Officer Training Corps (ROTC) scholarship and later served as an Army Finance Corps officer.As used in this document, “Deloitte” means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of our legal structure. Certain services may not be available to attest clients under the rules and regulations of public accounting.
FALLS CHURCH, Va. (AP) — Amazon has revealed plans for the next phase of its headquarters redevelopment in Virginia. featuring a signature 350-foot helix-shaped office tower that can be climbed from the outside like a mountain hike. The head-turning helix building is the centerpiece of the proposal that also features three 22-story office buildings. The Seattle-based company is looking to accommodate 25,000 new workers over the coming years in the Arlington County neighborhoods across the Potomac River from the nation’s capital. The company said in a blog post that the building is designed to help people connect to nature. Sketches show trees spiraling along the building’s exterior. Amazon said the exterior climb will be open to public tours on weekends.