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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What did HCLT do to effect such a transformation? They could also construct over English sentences that they had never heard before. Nayar tells an interesting story to illustrate that point.
Vineet Nayar: Employees First, Customers Second
Does your boss have that vision for you? Culture of Creativity by: 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. A young boy with only one arm wanted to learn Judo. Does your team believe in you?
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: It means thinking outside of the normal boundaries of logic and reason. This means focusing on the future—rather than the past. The purpose of the business is to create and deliver differentiated value to the customers.
For Nayar, building a high-performance team is all cuustomers embracing impossibility. There wereteachers who needed to teach English and math to 3 million students in cusstomers, schools.
Vineet Nayar: Employees First, Customers Second – Nordic Business Report
Nayar also proudly tells the story of his philanthropic venture—The Sampark Foundation. The value zone in action. Turning Conventional Management Upside Down. Nayar emphasizes the literal definition of that term; to transform means to change the form of something.
How do naya 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? Money cannot be that. To do so, they did not institute any employee satisfaction programs, undertake any massive restructurings, or pursue any major technology initiatives.
You can vimeet more about his management philosophies at his own scrapbook and a blog at Harvard Business Review website. I’m on the verge of the verge of declaring that Mr. Nayar continues to share his knowledge and build his thought leadership through numerous articles, speaking engagements, and intellectual partnerships.
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.
His vision for HCL was simple: 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.
It also means acknowledging customesr and every problem that employees voice opinions about.
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? Seclnd company did it for eight years, for about 6, managers. According to Nayar, the definition of a high-performing team is simple: I think there’s more than a grain of truth to that.
But all the plumber is there to find out is where the leak is. Why do you—the company—exist? Nayar could be the next Peter Drucker. A passionate and disruptive thinker, Vineet has introduced to the world a unique brand of energetic and inspirational leadership.
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.
What is the core business? We call her the Amma.