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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The company redefined processes to make the enabling epmloyees and company management accountable to employees — with resulting improvement in both their effectiveness and their passion for their work.

She comes and picks up the child and defines the vision for the child…. 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? It also means acknowledging each and every problem that employees voice opinions about. In fact, its bold management experiments enabled it to enjoy continued rapid growth through the economic recession.

Benefits cannot be that. But how do you build such a team?

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

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 employeess evaluated, refined, adapted and rethought, and, when necessary, scrapped altogether.

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 value zone in action.


Nayar closed with a bit of Indian cultural education: Management also had appraisals done regularly by employees. Numerous coaches turned him down, saying that a one-armed person could never excel at Judo. Nayar has his eyes on something more: 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.

The results tell the tale. They were anonymous, electronic, and published company-wide. For a company to truly transform and get better, it needs plumbers—people who are interested in finding the leaks and fixing them. Culture of Creativity by: Nayar also proudly tells the story of his philanthropic venture—The Sampark Foundation. In order to really grow, a company will need to make two changes:. Employees First, Customers Second: 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 of each other. That, in and of itself, seems impossible. The 4 steps of transformation 1. Does your boss have that vision for you? Money cannot be that. For Nayar, building a high-performance team is all about embracing impossibility.

Get your digital copy of the summary from the link below. The system had a guaranteed resolution time. Nayar continues to share his knowledge and build his thought leadership through numerous articles, speaking engagements, and intellectual partnerships. What is the core business?


Vineet Nayar: Employees First, Customers Second

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. Nayar could be the next Peter Drucker. Nayar tells an interesting story to illustrate that point. You can read more about his management philosophies at his own scrapbook and a blog at Harvard Business Review website. empployees

Nayar emphasizes the literal definition of that term; to transform means to change the form of something. We call her the Amma. There wereteachers who needed to teach English and math to 3 million students in 50, schools. 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 order to really grow, a company will need to make two changes: So as a leader, you need to be able to provide your people with a vision that resonates with them. But all the plumber is there to find out is where the leak is. And something which is unreasonable, not backed by data, completely disconnected from the past, suddenly becomes a reality of the future.

That was until he met a coach who not only taught him Judo but helped him win an entire tournament. His vision for HCL was simple: