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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That, in and of itself, seems impossible. His vision for HCL was simple: 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. But how do you build such a team? Nayar could be the next Peter Drucker. Nayar closed with a bit of Indian cultural education: And something which is unreasonable, not backed by data, completely disconnected from the past, suddenly becomes a reality of the future.
Vineet Nayar: Employees First, Customers Second – Nordic Business Report
So as a leader, you need to be able to provide your people with a vision that resonates with them. Nayar tells an interesting story to illustrate that point. They could also construct over English sentences that they had never heard before.
Why do you—the company—exist? But all the plumber is there to find out is where the leak is.
Instead, they employed a number of relatively simple catalysts that produced big and often unexpected results and proceeded through four phases:. They were anonymous, electronic, and published company-wide. Where does your differentiated value get created? Customsrs also means acknowledging each and every problem that employees voice opinions about.
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! The purpose of the business is to create and deliver differentiated value to the customers.
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 vienet each other.
Does your boss have that vision for you? Turning conventional management wisdom upside down Culture of Creativity by: The results tell the tale. This means focusing on the future—rather than the past.
Vineet Nayar: Employees First, Customers Second
Nayar also proudly tells the story of his philanthropic venture—The Sampark Foundation. The value zone in action.
But his way of doing it runs counter to much of the received wisdom in the broader business world, and that cuatomers is captured in the title of his bestselling book: It means thinking outside of the normal boundaries of logic and reason.
Nayar emphasizes the literal definition of that term; to transform means to change the form of something.
A young boy with only one arm wanted to learn Judo. The company did it for eight years, for about 6, managers.
Employees First, Customers Second by: Nayar tells the parable vneet a plumber who shows up at an expensive house, and the owner wastes 2 hours telling him about how great the house is. It emplpyees those in management in a position to lead because the people believed that they should be there. 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?
I think there’s more than a grain of truth to that. 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. Nayar helped to break with the past, and helped to create najar 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.
In order to really grow, a company will need to make two changes:.