For a massive IT company, Dell sure doesn’t get the kind of respect given their competitors. Time and again, I’ll hear the sneers about Dell being little more than a â€œbox shifterâ€ who doesn’t â€œgetâ€ real enterprise IT needs. After a series of acquisitions in storage and networking, Dell is trying to stake a claim as a serious competitor to HP, IBM, Oracle, and the like. But why should anyone take Dell seriously, especially in enterprise storage?
After years spent focusing on personal technology, businesses are increasingly turning back to the enterprise. The corporate IT market is much more dynamic and competitive, with a few very large “superpower” companies discovering their power to drive purchasing decisions. If a supplier can create an integrated “stack” of hardware and software, they can push product purchases that might otherwise be overlooked or postponed. This is the main reason that enterprise IT acquisitions work so well: Where a small company must fight to sell their product, a large one can hitch it to a much more strategic sale and have it pulled along.
Shakespeare said it best in Hamlet: “For ’tis the sport to have the enginer / Hoist with his owne petard.” Thus it is with Mark Hurd, hoisted by his own petard; ousted by his own rules. Shocked by his abrupt resignation, many speculated that some juicy scandal was hidden underneath. But the news since Friday has left observers scratching their heads: could the CEO of one of the largest companies in the world really have been brought down for lying about his dinner companions?