As a result, 25, people looked up to him and waited for his direction. But there was a problem. It employs - nowadays - more than , people and operates globally. It is one of the pioneers on our Bucket List we yet have to visit. Back in , HCL had a strong desire to transform into 'the best company in the world'.
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He wears that smile as he addresses the audience at the Nordic Business Forum. But his way of doing it runs counter to much of the received wisdom in the broader business world, and that way is captured in the title of his bestselling book: Employees First, Customers Second: Turning Conventional Management Upside Down. Nayar emphasizes the literal definition of that term; to transform means to change the form of something.
In order to really grow, a company will need to make two changes:. But how do you build such a team? How do you get together a group of people who are willing to take on the impossible, and get them to execute at a high level to do it? That, in and of itself, seems impossible. For Nayar, building a high-performance team is all about embracing impossibility. This means focusing on the future—rather than the past.
It means thinking outside of the normal boundaries of logic and reason. Nayar tells an interesting story to illustrate that point. A young boy with only one arm wanted to learn Judo. Numerous coaches turned him down, saying that a one-armed person could never excel at Judo. That was until he met a coach who not only taught him Judo but helped him win an entire tournament. In Judo, there is an aggressive move—the counter of which is to catch hold of the right arm of the opponent and spin them around.
What is the core business? Why do you—the company—exist? The purpose of the business is to create and deliver differentiated value to the customers. Where does your differentiated value get created? What creates the differentiated value? Given that the value is created in the value zone that exists between the customers and the employees, it seems obvious that it is the employees who create the differentiated value.
Given the fact that the value is created by the employees in their interface with the customers, what should the business of the managers be? Nayar tells the parable of a plumber who shows up at an expensive house, and the owner wastes 2 hours telling him about how great the house is. But all the plumber is there to find out is where the leak is. For a company to truly transform and get better, it needs plumbers—people who are interested in finding the leaks and fixing them.
They give orders, but the orders are not executed because there is no trust. It also means acknowledging each and every problem that employees voice opinions about. Employees at your company can get a paycheck from anywhere. So as a leader, you need to be able to provide your people with a vision that resonates with them. Money cannot be that. Benefits cannot be that.
Nayar has his eyes on something more: pride. The system had a guaranteed resolution time. Management also had appraisals done regularly by employees. They were anonymous, electronic, and published company-wide. The company did it for eight years, for about 6, managers.
It kept those in management in a position to lead because the people believed that they should be there. She personally told them how hard everyone had worked on the presentation and how hard they will work to create value for them. The value zone in action. Nayar also proudly tells the story of his philanthropic venture—The Sampark Foundation. Nayar used the four questions and four steps in Indian schools to vastly improve educational outcomes—specifically in English and math.
There were , teachers who needed to teach English and math to 3 million students in 50, schools. Nayar helped to break with the past, and helped to create a program using audio programs on boomboxes to help teach English to teachers and students at the same time, then empower teachers to reinforce and build upon the lessons to the students. The results tell the tale. They could also construct over English sentences that they had never heard before.
We call her the Amma. She comes and picks up the child and defines the vision for the child…. And something which is unreasonable, not backed by data, completely disconnected from the past, suddenly becomes a reality of the future. Does your boss have that vision for you? Does your team believe in you? You can read the summary from the link below. Open navigation. Leadership NBForum The 4 steps of transformation 1. Create a Compelling Vision for Tomorrow Employees at your company can get a paycheck from anywhere.
Vineet Nayar: Employees First, Customers Second
Below are the available bulk discount rates for each individual item when you purchase a certain amount. Publication Date: June 08, One small idea can ignite a revolution just as a single matchstick can start a fire. One such idea - putting employees first and customers second - sparked a revolution at HCL Technologies, the IT services giant.
Employees First, Customers Second: Turning Conventional Management Upside Down
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Employees First, Customers Second: Why It Really Works in the Market
If this is your first time registering, please check your inbox for more information about the benefits of your Forbes account and what you can do next! When I worked for IBM , the customer was always right. Vineet argues that how it got to be one of the world's largest IT firms is by putting employees first and customers second. Sounds radical, but when he explains, it makes sense.
Employees First, Customers Second
He wears that smile as he addresses the audience at the Nordic Business Forum. But his way of doing it runs counter to much of the received wisdom in the broader business world, and that way is captured in the title of his bestselling book: Employees First, Customers Second: Turning Conventional Management Upside Down. Nayar emphasizes the literal definition of that term; to transform means to change the form of something. In order to really grow, a company will need to make two changes:. But how do you build such a team?