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.
Microsoft's an important partner for Dell, an important company in the industry.
In taking Dell private, we plan to go back to our roots, focusing on the entrepreneurial spirit that made Dell one of the fastest-growing and most successful companies in history.
The customer reaction to Dell going private has been a lot more positive than I would have ever imagined. Customers see it as - 'You don't have to be distracted. Now you can totally focus on your business.' So they see it as a positive.
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.
When you found a company, you feel a deep sense of responsibility for it. I'll care about Dell even after I'm dead. So this is a pretty personal process. And when you're doing what you love, and it's working, you don't get tired working what other people might consider long hours or crazy schedules. It's just fun. It's energizing.
When we acquired Secureworks, if we had taken it and made all the salespeople into Dell salespeople, we would have totally destroyed Secureworks. Instead, it remained Secureworks but with capital from Dell and access to Dell's customers. And now, it's a great business.
Relative to other economies in the world, India has a good feel to it.
The whole idea behind virtual integration is that it lets you meet customers' needs faster and more efficiently than any other model. With vertical integration, you can be an efficient producer - as long as the world isn't changing very much.
People assume that the executive branch has more power than it actually has. Only the legislative branch can create the laws; the executive branch cannot create the laws. So, if the executive branch tries to create a branch one side or the other... you go back to the founders of the nation. They set up a system that ensures that it doesn't happen.
I do think a founder has special permission to make sweeping changes across an organization.
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.
One of the interesting things about the Dell-EMC combination is that we don't have a lot of overlap.
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.
We tell prospective hires, 'If you want an environment that is never going to change, don't come here. This is not the place for you.'
VMWare, as you know, remains a public company, and Secure Works is also a public company. And it's possible in the future that within the group, we could have other public companies.
Real entrepreneurs have what I call the three Ps (and, trust me, none of them stands for 'permission'). Real entrepreneurs have a 'passion' for what they're doing, a 'problem' that needs to be solved, and a 'purpose' that drives them forward.
