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Mirror Mirror: Creating the Need for Change-Starting the Journey to Transformative Growth Through the Empowerment of Frontline Employees
Nayar, VineetBook Chapter HBS-5999BC-EWhen it comes to transforming your business for profitable growth, where do you begin? For CEO Vineet Nayar, who took the reins of IT services giant HCL Technologies in 2005, it began with an honest look in the corporate mirror. Although HCLT had surpassed $700 million in annual revenue and had a good track record of growth, it had begun to lose market share and, worse, mindshare-some of the company's most talented employees were leaving to work ...Starting at €8.20
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Trust Through Transparency: Creating a Culture of Change-How Open Communication with Employees and Customers Enables Transformative Change
Nayar, VineetBook Chapter HBS-6000BC-EOnce you've created the need for transformative change in an organization, a yawning gap often opens between intending to change and actually doing it. In this chapter, Vineet Nayar, CEO of HCL Technologies, a global IT services company, explains that one reason for this gap is a lack of trust among employees and management. To transform a company, people must align themselves and work together toward one goal, but this cannot happen without a cu...Starting at €8.20
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Find Understanding in Misunderstanding: Renewing the Cycle of Change-A Defense of the "Employees First, Customers Second" Philosophy of Management
Nayar, VineetBook Chapter HBS-6007BC-EAs author Vineet Nayar, CEO of HCL Technologies, points out, it is probably easier to misunderstand his "employees first, customers second" management philosophy than it is to understand it. So in this chapter, Nayar addresses the misunderstandings he hears most frequently as he travels around the world talking about his unconventional approach and how it enabled HCLT, under his leadership, to realize enormous profitable growth-even during the wo...Starting at €8.20
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Recasting the Role of the CEO: Transferring the Responsibility for Change-How Leaders Can Tap the Creative Energy of Employees
Nayar, VineetBook Chapter HBS-6002BC-EEveryone agrees that leadership is fundamental to a company, yet its role is difficult to define in companies that compete in a knowledge economy. According to Vineet Nayar, CEO of HCL Technologies, a leading global IT services company, the greatest impact of the "employees first, customers second" approach to management is that it unleashes the power of those working in what he calls the value zone-where direct interaction with customers actuall...Starting at €8.20
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An Overview of the "Employees First, Customers Second" Approach to Management-How Empowering Your Employees Sets the Stage for Transformative Growth
Nayar, VineetBook Chapter HBS-5998BC-EIf yours is a knowledge-based business, you know that your company's assets lie increasingly in the talent and creativity of your employees. Vineet Nayar, CEO of HCL Technologies, a global IT services company, draws on his own experience to show how a company can focus on its value creators-its frontline employees-to achieve remarkable growth and profitability through innovation. In this chapter, he describes how his company turned the convention...Starting at €8.20
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Inverting the Organizational Pyramid: Building a Structure for Change-How to Create Sustainable Change by Empowering Frontline Employees
Nayar, VineetBook Chapter HBS-6001BC-EEven when employees and management both acknowledge the need for organizational change and a culture of trust exists among them, structural flaws can stymie the most promising new strategic initiatives. Many companies around the world try to conduct new-age business with centuries-old structures-hierarchies and matrixes that actually squelch innovation and profitable change. In this chapter, Vineet Nayar, CEO of HCL Technologies, a leading global...Starting at €8.20