Year after year, we see the same pattern: failed decisions, failed projects, failed products, failed initiatives, failed policies. The outcomes are consistent — underperformance and disruption.
Yet the accountability is not.
Senior leaders are rarely, if ever, held responsible for these failures. Instead, rank-and-file employees absorb the consequences — blamed, terminated, or laid off while the architects of these poor decisions remain untouched.
How does this culture persist? When poor judgment repeatedly goes unchecked at the top, it raises serious questions about governance, transparency, and whether advancement is based on merit or internal favoritism.
Failure at Dell has become all too systemic — and predictable.