Executing the largest integration in high-tech history is not something that either Dell or EMC expect will be easy.  But we didn’t do it because it was going to be easy, we did it because of the huge value it adds to our customers and employees. From the outset, we set about to achieve our integration through flawless IT execution and develop a platform for future project success  This presentation will share the frameworks we applied to the integration, our tenants, our decision making processes, and of course our learnings as we brought these two great companies together. See what we have achieved thus far and the value in the plan we are executing as we share these learnings with our most valued partners, you.

1. How we're integrating
IT for the largest merger
in tech history
Michael Smyth: Vice President, IT Integration
Bobbi Dangerfield: Senior Vice President, Global Business Operations
Kate Parsons: Senior Vice President, IT Portfolio and Technology
SessionMT99

2. How would you
integrate two
gigantic, global
companies in an
efficient manner?
Meeting the needs of
the organization…
without disruption

3. Dell - Internal Use - Confidential
Our end-state vision
Synergies in
services &
sales tools
360 customer view
& experience
Efficient &
integrated
supply chain
Revenue
growth
Customer &
partner
experience
Business
process
efficiencies
Unified
management &
employee
experience
Foundational
programs

4. Dell - Internal Use - Confidential
Significant differences at all levels
IT operating model
Infrastructure
Business processes
Applications
IT operating model
Infrastructure
Business processes
Applications

5. 5 Dell - Internal Use - Confidential
Integration
guiding
principles
Focus on the end state & build sustaining foundation
Prioritize based on value creation & synergies
Transparent decision making on defined eval. criteria
Ruthlessly eliminate waste & redundancy
Showcase architecture with customers
Leverage common language processes
Integrate from an end-to-end perspective

6. 6
Dell - Internal Use - Confidential
Building blocks to a successful integration
Disciplined execution
Stakeholders
Planning
Execution
Decision
making
Orchestrated IT planning
Stakeholderexperience focused
Fact based decisionmaking
Cross-
functional
governance

7. Dell - Internal Use - Confidential
Employee experience
Connectivity
(Wireless/VPN,
access)
Perceptions
(End user devices,
Help Desk)
Productivity
(Email,
Lync, intranet)
Collaboration
(Directory,
calendar, GAL)
Interaction
(EBC, events,
trade shows)
Perception
(Service call
transfers)
Communication
(Marketingemail,
supportpages)
Awareness
(Microsite,
online branding,
Premier pages)
Unified Dell Technologies experience
Customer experience
Creating a continued experience for stakeholders

8. Dell - Internal Use - Confidential
Dell EMC integration governance structure
Value Creation Integration Office (VCIO)
Integration Steering Committee
Integration Functional Core Teams (Dell/EMC)
GTM/Sales
Process & SC
mf g. & logistics
Org, talent & culture HR
FacilitiesFinance, tax & audit Communications Legal
ITMarketing Ent. products/R&D Ent. serv ices
IT Integration Functional Core Team
Program Management Office
Integration architecture
IT Integration Steering Committee Leadership
Synergy realization
Solution &
planning
Execution &
delivery
Readiness &
adoption
Support functions
IT Integration Functional Core Team

9. Dell - Internal Use - Confidential
Orchestrated IT Planning
Jan Jul Aug SepApr May JunFeb Mar
Kickoff
Similarities
& differences
Dell
Technologies
Day 1
Integration
org model
IT program
structure
MVPs for
Day 1
Synergies
End state
Day 1
readinessMonthly workshops to
thoughtfully plan the work

10. Dell - Internal Use - Confidential
Facts & alternatives (F&A) Choices &
Commitments (C&C)
Fact-based decision making
1. Develop & review relevant facts
2. Agree in set of alternatives
to evaluate
1. Select choices that
maximize value
2. Make commitments that
drive success
• Are they sufficient?
• Are there others that should be considered?
• Which one maximizes value?
• What resources are required?
• What support will be required from other functions?
• What is the impact of the decision on other teams?

11. Dell - Internal Use - Confidential
Day 1
Continuity
Prioritize & deal-related
Practical
Start post-close integrations
Meet the schedule
Disciplined Execution
Day 100
Stabilize Day One
Address costs
Prioritize
Follow existing policies
End state
Enable value creation
Leverage our scale
Reuse existing
Be practical, affordable,
simple & flexible
Excellence & transparency

12. Dell - Internal Use - Confidential
What went well
Timely cross-functional decisions
Pre Day One planning & execution
PMO governance & reporting
Delivery on Day One
Fact based decision making
Day 1 Readiness and cutover
Team collaboration

13. What have
we learned
from this
process?
Understanding and communicating
dependencies outside IT
Performance testing
It takes a true partnership
Be flexible enough to
adjust along the way
It won’t be perfect - ever

14. Thank you