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Executive toolAI Opportunity Assessment→Dell Technologies · Head HR Tech, Data & Analytics
Three people, no infrastructure, one of the world's largest corporate HR data estates. Five years later: a 50+ person multi-disciplinary team, a self-serve platform for 6,500 users, and $10M+ in workforce efficiency.
Build from zero
Stand up a function in one of the largest corporate HR data environments globally, through a 50,000-employee merger and a parallel global Workday deployment, and do it with the discipline that predictive models on real people demand: bias,…
6
Distinct parts of the intervention
$10M+
Workforce efficiency delivered
Dell employed 120,000–150,000 people across hundreds of integrated HR systems. People Analytics did not exist, no governance council, no data lake, no data science capability, no agreed source of truth. Mid-build, Dell acquired EMC, a 50,000-person workforce on a different HR stack, and committed to a global Workday rollout in parallel. I ran the HR data integration of the EMC acquisition while deploying Workday globally across the combined company.
Stand up a function in one of the largest corporate HR data environments globally, through a 50,000-employee merger and a parallel global Workday deployment, and do it with the discipline that predictive models on real people demand: bias, profiling, PII, GDPR.
6 workstreams made up the intervention. Each card shows the key moves, with the deeper detail available where the work was more complex.
“What I'd repeat: govern from day one, not after the fact. What I'd change: invest earlier in the data fluency of consumers, not just producers, adoption is a culture problem, not a tooling one.”
Cost and experience move when the operating model changes, not when teams simply work harder.
Read the case →A category-defining idea still needs timing, evidence and a credible operating model.
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