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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He remains a restless and relentless innovator in both his professional and social capacities, who believes that even the most successful management approaches must constantly be evaluated, refined, adapted and rethought, and, when necessary, scrapped altogether.

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. In fact, its bold management experiments enabled it to enjoy continued rapid growth through the economic recession.

It also means acknowledging each and every problem that employees voice opinions about. The Discipline of Getting Things Done. This means focusing on the future—rather than the past.

Vineet Nayar: Employees First, Customers Second

Management also had appraisals done regularly by employees. So as a leader, you need to be able to provide your people with a vision that resonates with them.

Turning Conventional Management Upside Down. What is the core business? Nayar could be the next Peter Drucker.

Vineet Nayar: Employees First, Customers Second – Nordic Business Report

The 4 steps of transformation 1. Get your digital copy of the summary from the link below. 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.

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He wears that smile as he addresses the audience at the Nordic Business Forum. Instead, they employed a number of relatively simple catalysts that produced big and often unexpected results and proceeded through four phases:.

She comes and picks up the child and defines the vision for the child…. According to Nayar, the definition of a high-performing team is simple: I’m on the verge of the verge of declaring that Mr.

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 custpmers Nayar used the four questions and four steps in Indian schools to vastly improve educational outcomes—specifically in English and math.

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: A passionate and disruptive thinker, Vineet has introduced to the world a unique brand of energetic and inspirational leadership.

The results tell the tale. His vision for HCL was simple: For a company to truly transform and get better, it needs plumbers—people who are interested in finding the leaks and fixing them.

Death of The Advertising Industrial Complex by: It means thinking outside of the normal boundaries of logic and reason. 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. The value zone in action. There were fustomers, teachers who needed to teach English and math to 3 million students in 50, schools.


Nayar tells an interesting story to illustrate that point. A young boy with only one arm wanted to learn Judo. Nayar emphasizes the literal definition of that term; to transform means to change the form of something.

Benefits cannot be that. You can read more about his management philosophies at his own scrapbook and a blog at Harvard Business Review website. 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. The system had a guaranteed resolution time. 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 purpose of the business is to create and deliver differentiated value to the customers. What did HCLT do to effect such a transformation? In order to really grow, a company will need to make two changes: Nayar has his eyes on something more: Employees First, Customers Second: 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.