Opening context
Dell operates a global technology organisation supporting tens of thousands of employees across office, remote, and hybrid working environments. As hybrid work became a permanent operating model, technology experience emerged as a critical factor influencing productivity, engagement, and the effectiveness of collaboration across roles and regions.
Leadership attention focused on understanding how hybrid work was actually being experienced by employees, and whether existing signals were sufficient to guide decisions about workplace technology, support models, and ongoing investment.
The decision context
Dell faced a set of ongoing decisions related to hybrid work enablement, collaboration platforms, and digital workplace services. These decisions required confidence that experience issues affecting productivity, reliability, or coordination were being identified accurately and assessed proportionately across a highly distributed workforce.
Without a clear, comparative view of lived hybrid work experience, there was a risk that prioritisation would be shaped by isolated feedback, role-specific concerns, or regional variation rather than representative patterns. The challenge was not commitment to hybrid work, but ensuring that leadership decisions were grounded in an accurate understanding of how the model was functioning in practice.
Why existing signals fell short
Operational metrics and service desk data provided visibility into incidents, availability, and response times. Engagement surveys and pulse checks offered high-level sentiment, but did not provide sufficient specificity to understand how technology experience varied across roles, locations, and working patterns.
Leadership lacked a consistent way to connect lived experience to specific aspects of the hybrid work environment, making it difficult to distinguish systemic experience gaps from local or situational issues. This limited confidence when evaluating where changes would meaningfully improve outcomes.
How Voxxify was used
Voxxify was used as a focused, time-bound input to complement existing operational and engagement data. Feedback was gathered directly from employees across roles, regions, and hybrid work arrangements, capturing structured experience signals alongside detailed verbatim input.
Analysis provided a segmented view of how digital workplace services were experienced in different working contexts, making patterns of friction and consistency visible at scale. This created a shared reference point that leadership could use to prioritise discussion and action, without introducing another ongoing monitoring layer or replacing existing metrics.
What changed as a result
Leadership gained clearer visibility into how hybrid work experience varied across the organisation, enabling more confident prioritisation of improvement efforts. Issues requiring coordinated attention were distinguished from those that were local or role-specific, reducing noise in decision-making.
Equally important, leadership gained clarity on what did not require immediate action, allowing teams to avoid unnecessary change and focus resources where experience gaps were most likely to affect productivity and collaboration. Conversations about hybrid work moved from anecdote to evidence, strengthening alignment across technology, workplace, and business leaders.
Closing insight
By establishing an organisation-wide view of lived hybrid work experience, Dell gained the clarity needed to support confident decisions and sustain an effective hybrid operating model at scale.
