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 is the core business? In order to really grow, a company will need to nyaar two changes:. Nayar emphasizes the literal definition of that term; to transform means to change the form of something.
Employees First, Customers Second by: She comes and picks up the child and defines the vision for the child….
She personally told them how hard everyone had worked on the presentation and how hard they will work to create value for them. This means focusing on the future—rather than the past.
What creates the differentiated value? Nayar used the four questions and four steps in Indian schools to vastly improve educational outcomes—specifically in English and math.
To do so, they did not institute any employee satisfaction programs, undertake any massive restructurings, or pursue any major technology initiatives. You can read more about his management philosophies at employes own scrapbook and a blog at Harvard Business Review website.
Nayar also proudly tells the story of his philanthropic venture—The Sampark Foundation.
But how do you build such a team? 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: He remains a restless and relentless innovator in both his professional and custommers capacities, who believes that even the most successful management approaches must constantly be evaluated, refined, adapted and rethought, and, when necessary, scrapped altogether.
Why do you—the company—exist? 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 custpmers. The value zone in action. For Nayar, building a high-performance team is all about embracing impossibility.
Vineet Nayar: Employees First, Customers Second
The Discipline of Getting Things Done. 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. Nayar continues to share his knowledge and build his thought leadership through numerous articles, speaking engagements, and intellectual partnerships. They were anonymous, electronic, and published company-wide.
We call her the Amma. Nayar closed with a bit of Indian cultural education: Nayar tells an interesting story to illustrate that point.
Culture of Creativity by: Numerous coaches turned him down, saying that a one-armed person could never excel at Judo. 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.
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!
Vineet Nayar: Employees First, Customers Second – Nordic Business Report
A young boy with only one arm wanted to learn Judo. Turning Conventional Management Upside Down. 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.
For a company to truly transform and get better, it needs plumbers—people who are interested in finding the leaks and fixing them.
The company did it for eight years, for about 6, managers. The purpose of the business is to create and deliver differentiated value to the customers. The 4 steps of transformation 1.