
Management needs to acknowledge, accept, and learn from failure. When things go badly, you can't just call them a success because that's what was determined to happen from the get-go. You *can* say: "Here's something we tried to do, and it went badly. Here's what we *successfully* learned from that, and (after some time) here's what we *successfully* changed about the way we do things."
In my opinion, I am not sure I would make too many. If there is one, I would be more strict on who and when people can work from home. If you reduce the amount of time people actually interact with each other, it is difficult to have a sustained culture.
They talk about "going big" and "winning big" when it comes to our work, but they turn around and talk about having comparable benefits and compensation to the industry average. Why can working at Dell EMC be as good as working for the Googles or the Facebooks of the world?
I'd start by listening to the Sales Engineering teams - go directly to the people in the field. Most of the SE management structure is strongly upward focused - so if the message isn't what they think the top line management wants to hear they simply don't get delivered.
There is big difference in pay scale compared to other large tech companies. (Google, Facebook, Amazon, etc.) Up double below industry pay in some cases for doing similar jobs.
More testing before products hit the market. Too many stories about not ready for prime time products being released.
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