Play Nice But Win: A CEO's Journey from Founder to Leader
von Michael Dell
But—from a capital-structure finance perspective, if your company has a lot of cash, its equity can’t appreciate nearly as much because in a sense it’s weighed down by the cash. Cash doesn’t appreciate. If, on the other hand, you use the cash to buy back stock, the stock can appreciate far more. Now, doing that inserts risk: stock prices can always fall, for all kinds of unanticipated reasons. But if you have a business that generates lots of cash flow very consistently, a stock buyback could turn out to be a very good thing. Some people brag about their ability to multitask—I’m not sure how well I can do that, but one thing I know I’m good at is compartmentalizing. When you’re leading a team with 110,000 members, focusing intensely on one thing at a time really is a survival skill, and this was a period when the stakes were unusually high.
Some people brag about their ability to multitask—I’m not sure how well I can do that, but one thing I know I’m good at is compartmentalizing. When you’re leading a team with 110,000 members, focusing intensely on one thing at a time really is a survival skill, and this was a period when the stakes were unusually high.
In business you can surround yourself with the smartest people, you can plan ahead with the greatest care and intelligence, but one thing you can count on is that from time to time you’ll get smacked in the face with a flounder—aka something you’d never anticipated. This was one of those times.
It should be pretty clear to you by now that I’m an optimist by nature—basically, I just feel it’s a better way to live than the alternative. You don’t start a company if you’re not an optimist.
A corporation is a living organism; it has to continue to shed its skin. Methods have to change. Focus has to change. Values have to change. The sum total of those changes is transformation.
A corporation is a living organism; it has to continue to shed its skin. Methods have to change. Focus has to change. Values have to change. The sum total of those changes is transformation.
"But—from a capital-structure finance perspective, if your company has a lot of cash, its equity can’t appreciate nearly as much because in a sense it’s weighed down by the cash. Cash doesn’t appreciate. If, on the other hand, you use the cash to buy back stock, the stock can appreciate far more. Now, doing that inserts risk: stock prices can always fall, for all kinds of unanticipated reasons. But if you have a business that generates lots of cash flow very consistently, a stock buyback could turn out to be a very good thing."
"Some people brag about their ability to multitask—I’m not sure how well I can do that, but one thing I know I’m good at is compartmentalizing. When you’re leading a team with 110,000 members, focusing intensely on one thing at a time really is a survival skill, and this was a period when the stakes were unusually high."
"In business you can surround yourself with the smartest people, you can plan ahead with the greatest care and intelligence, but one thing you can count on is that from time to time you’ll get smacked in the face with a flounder—aka something you’d never anticipated. This was one of those times."
"It should be pretty clear to you by now that I’m an optimist by nature—basically, I just feel it’s a better way to live than the alternative. You don’t start a company if you’re not an optimist."
"A corporation is a living organism; it has to continue to shed its skin. Methods have to change. Focus has to change. Values have to change. The sum total of those changes is transformation."
"A corporation is a living organism; it has to continue to shed its skin. Methods have to change. Focus has to change. Values have to change. The sum total of those changes is transformation."
"Persistence is an all-important quality on the road to success. (And success presents its own challenges, avoiding complacency being the first and biggest."
- →Some people brag about their ability to multitask—I’m not sure how well I can do that, but one thing I know I’m good at is compartmentalizing. When you’re leading a team with 110,000 members, focusing intensely on one thing at a time really is a survival skill, and this was a period when the stakes were unusually high.
- →In business you can surround yourself with the smartest people, you can plan ahead with the greatest care and intelligence, but one thing you can count on is that from time to time you’ll get smacked in the face with a flounder—aka something you’d never anticipated. This was one of those times.
- →It should be pretty clear to you by now that I’m an optimist by nature—basically, I just feel it’s a better way to live than the alternative. You don’t start a company if you’re not an optimist.
- →A corporation is a living organism; it has to continue to shed its skin. Methods have to change. Focus has to change. Values have to change. The sum total of those changes is transformation.
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