Presented To: Prof. Anita Singh

IMPLEMENTATION OF CHANGE IN
DELL PEROT SYSTEMS
Presented by:
• Presented to: JAYANT KUMAR(BM09086)
Prof. Anita Singh
MANOJ BUTOLA(BM09101)
NIMISHA GUPTA(BM 09125)
PALLAVI MISRA(BM 09133)
POOJA(BM09139)
RAGINEE (BM09161)
KARN SINHA(BM09268)
OBJECTIVE
• To study the implementation of changes related

to acquisition of Perot systems by Dell .
• To focus on the changing perception of the

employees due to the association of bigger
brand.
INTRODUCTION
 Dell traces its origins to 1984, when Michael Dell created PCs Limited
The company changed its name to "Dell Computer Corporation" in 1988
and began expanding globally.
 Perot Systems ,a technology services and outsourcing company founded

by H. Ross Perot.
 On September 21, 2009, Dell announced its intent to acquire Perot

Systems (based in Plano, Texas) in a reported $3.9 billion deal.
 The Dell Perot merger has been claimed as one of he biggest

collaborations the IT industry has ever seen.
 Dell systems was well known for its software services and Perot for its
hardware excellence. With their merger both the dynamics of the IT
industry have been integrated in terms of their service requirements and
the subsequent provision of theses services by the newly formed
organization.
CONTD.
The new avatar of the organization required a complete
change in the combined business model.
These changes came in the form of a more intense

customer focus for delivering best value solutions, domain
knowledge for competitive advantage through industry
focused solutions, a more broader breadth of services that
could facilitate cost efficiencies, operational
improvements, a stronger customer facing presence and
faster new product development.
The success of Dell systems in providing such

revolutionary services came from an effective adaption’s in
leadership, governance, and execution on vision and
synergies and people management.
WHY DELL AND PEROT
SYSTEMS…..
DELL-PEROT SERVICES
APPROACH
COMBINED BUSINESS
MODEL
HUMAN
PERFORMANCE MODEL
CHANGE MANAGEMENT METHOD
First, they gather information to help Orient & Focus the change
team on the change event(s) to meet organizational goals.
Second, they Assess & Plan in order to efficiently formulate

prescriptive solutions.
Third, they Design & Construct a full change management plan

and set an aggressive time frame for completion
Fourth, they Implement the plan using proven strategies that

leverage past expertise
.
Finally, after successful completion, they Close & Transfer
knowledge to enable long-term results.
CHANGE MANAGEMENT LIFE CYCLE
DELL-PEROT Systems has

the depth and scope of
expertise to help and reach
the ultimate business
transformation goals. Their
Change Management
Lifecycle is designed to
maintain business continuity
for associates, suppliers,
and customers.
CHANGE MANAGEMENT IN DELL
PEROT
• Changes were planned on these 4 fronts:
COMPREHENSIVE APPROACH TO
MANAGE THE CHANGES.
Organizational change Management (OCM).

• Managing change to achieve desired return on investment requires
an understanding of employee predisposition and a carefully
orchestrated change program. they begin with diagnosis,
understanding the impacts on the people, and developing a
roadmap to guide you through the change journey.

Result:
Increased acceptance with a stronger overall commitment to the
new environment.

Process and technology enablement.

• Their services are developed around the specific needs based on
baseline skills and knowledge of staff. A training program is
designed and delivered to augment staff skills in the context of
business process and technology use.

Result:
Improved job performance.
CONTD.
Organizational design and development and Performance
Management.

Sustaining the changes implemented and altering behavior to
elevate performance levels often requires adjustments in
workflow, competencies, rewards, and motivation.A
collaboration to identify and adjust the levels required for
complete integration and sustainability of change was ensured.

Result:
• Increase in employee engagement and sustained change.

Advisory and Strategic Planning.

Aligned executives and visionary leadership were the
requisites for managing such a successful change roadmap.
They team up to meet the specific needs for individual
coaching, executive team alignment, and strategic planning.

Result:
• Increased alignment, shared vision, and increased commitment
to making it work.

CONTD.

• Speed to value
The goal of any change program is to optimize the

“Speed to Value” and migrate through the
transition period to begin reaping benefits from
the new processes. Their Human Performance
Solutions focus on three key Speed-to-Value
goals—
A – Minimizing performance drop-off after

implementation
B – Maximizing performance level increases
rapidly after the change event
C – Optimizing continual improvement for long-
term benefits

CONCLUSION
• Dell company is well known for its innovations in

supply chain management and electronic
commerce. ,it now also provides a variety of business
process outsourcing services, including claims
processing and call center operations.
• Dell perot ensured transformational change by

altering its organization’s structure and culture from
the traditional top-down, hierarchical structure to a
large amount of self-directing teams.
• As a result of this change, both companies use their

competencies and their expertise and they can
perform in better way and can compete with their
competitor

Presented To: Prof. Anita Singh

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IMPLEMENTATION OF CHANGE IN

DELL PEROT SYSTEMS

NIMISHA GUPTA(BM 09125)

PALLAVI MISRA(BM 09133)

• To study the implementation of changes related

• To focus on the changing perception of the

 Perot Systems ,a technology services and outsourcing company founded

 On September 21, 2009, Dell announced its intent to acquire Perot

 The Dell Perot merger has been claimed as one of he biggest

These changes came in the form of a more intense

The success of Dell systems in providing such

Second, they Assess & Plan in order to efficiently formulate

Third, they Design & Construct a full change management plan

Fourth, they Implement the plan using proven strategies that

DELL-PEROT Systems has

The goal of any change program is to optimize the

A – Minimizing performance drop-off after

• Dell company is well known for its innovations in

• Dell perot ensured transformational change by

• As a result of this change, both companies use their

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