Vineet Nayar: Employees First, Customers Second. by: Mike Sturm. Vineet Nayar has a smile that implies that he knows something that many. In today’s column I interview Vineet Nayar, CEO of HCL one of the world’s largest IT firms is by putting employees first and customers second. Review the key ideas in the book Employees First Customers Second by Vineet Nayar in a condensed Soundview Executive Book Review. Summaries & book.
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His vision for HCL was simple: In order to really grow, a company will need to make two changes:. Turning Conventional Management Upside Down.
Five years later, the company had become one of the fastest-growing IT services partners on the planet, world-renowned for its radical management practices. 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. Why do you—the company—exist? Does your boss have that vision for you? Nayar closed with a bit of Indian cultural education: Vineet Nayar’s book tells the story of how management can step out of the way to let employees leadand to let engagement and productivity soar.
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Nayar could be the next Peter Drucker. A young boy with only one arm wanted to learn Judo. But all the plumber is there to find out is where the leak is. Employees at your company can get a paycheck from anywhere.
Vineet Nayar: Employees First, Customers Second – Nordic Business Report
In order to really grow, a company will need to make two changes: Does your team believe in you? I’m on the verge of the verge of declaring that Mr. You can read more custpmers his management philosophies at his own scrapbook and a blog at Harvard Business Review website. For a company to truly transform and get better, it needs plumbers—people who are interested in finding the leaks and fixing them.
Nayar emphasizes the literal definition of that term; to transform means to change the form of something. What is the core business? Death of The Advertising Industrial Complex by: Nayar used the four questions and four steps in Indian schools to vastly improve educational outcomes—specifically in English and math. So as a leader, you need to be able to provide your people with a vision that resonates with them. I think there’s more than a grain of truth to that.
Employees First, Customers Second by: They were anonymous, electronic, and published company-wide. Nayar continues to share his knowledge and build his thought leadership through numerous articles, speaking engagements, and intellectual partnerships.
Given the fact seconf the value is created by the employees in their interface with the customers, what should the business of the managers be? In fact, its bold management experiments enabled it to enjoy continued rapid growth through the economic recession.
The company redefined processes to make the enabling functions and company management accountable to employees — with resulting improvement in both their effectiveness and their passion for their work. It kept those in management in a position to lead because the people believed that they should be there. A culture of trust was created by opening the financial books, sharing information that would make other companies cringe, and enabling employees and managers including the CEO to ask questions of each other.
The purpose of the business is to create and deliver differentiated value to the customers. There wereteachers who needed to teach English and math to 3 million students in 50, nayat. To do so, they did not institute any employee satisfaction programs, undertake any massive restructurings, or pursue any major technology initiatives.
A passionate and disruptive thinker, Vineet has introduced to the world a unique brand of energetic and inspirational leadership.
The results tell the tale. If you doubt that it’s possible to turn the pyramid upside downor wonder whether it’s really necessaryI urge you to read this thoughtful and timely book! She comes and picks up the child and defines the vision for the child….
What creates the differentiated value? 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? Management also had appraisals done regularly by employees.
Vineet Nayar: Employees First, Customers Second
The Discipline of Getting Things Done. The system had a guaranteed resolution time. They could also construct over English sentences that they had never heard before. For Nayar, building a high-performance team is all about embracing impossibility. That, in and of itself, seems impossible. Turning conventional management wisdom upside down They give orders, but nayae orders are not executed because there is no trust.
He wears that smile as he addresses the audience at the Nordic Business Forum. We call her the Amma.