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.

Author: Zudal Grorn
Country: India
Language: English (Spanish)
Genre: Health and Food
Published (Last): 3 September 2011
Pages: 355
PDF File Size: 14.41 Mb
ePub File Size: 11.61 Mb
ISBN: 995-8-45891-885-3
Downloads: 12434
Price: Free* [*Free Regsitration Required]
Uploader: Daishicage

Culture of Creativity by: Get your digital copy of the summary from the link below. Employees First, Customers Second by: 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. 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.

The 4 seconnd of transformation 1.

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 be evaluated, refined, adapted and rethought, and, when necessary, vineeg altogether. The results tell the tale. That seocnd until he met a coach who not only taught him Judo but helped him win an entire tournament. What creates the differentiated value? Turning conventional management wisdom upside down Nayar also proudly tells the story of his philanthropic venture—The Sampark Foundation.

A passionate and disruptive thinker, Vineet has introduced to the world a unique brand of energetic and inspirational leadership. Turning Conventional Management Upside Down.


Nayar closed with a bit of Indian cultural education: The system had a guaranteed resolution time. The value zone in action. Instead, they employed a number of relatively simple catalysts that produced big and often unexpected results and proceeded through four phases:. I think there’s more than a grain of truth to that. Employees at your company can get a paycheck from anywhere.

It means thinking outside of the normal boundaries of logic and reason. Nayar used the four questions and four steps in Indian schools to vastly improve educational outcomes—specifically in English and math. They could also construct over English sentences that they had never heard before.

Why do you—the company—exist? That, in and of itself, seems impossible. It kept those in management in a position to lead because the people believed that they should be there. This means focusing on the future—rather than the past.

So as eployees leader, you need to be able to provide your people with a vision that resonates with them. In order to really grow, a company will need to make two changes: He wears that smile as he addresses the audience at the Nordic Business Forum.

Given that the value is created in the value zone that exists between the customers and the employees, it seems obvious that it is the employees who create the differentiated value.

Vineet Nayar: Employees First, Customers Second

A young boy with only one arm wanted to learn Judo. She comes and picks up the child and defines the vision for the child…. Does your boss have that vision for you? Numerous coaches turned him down, saying that a one-armed person could never excel at Judo. Nayar continues nxyar share his knowledge and build his thought leadership through numerous articles, speaking engagements, and intellectual partnerships. Meployees Nayar, building a high-performance team is all about embracing impossibility.


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.

They give orders, but the orders are not executed because there is no trust. 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. Does your team believe in you? It also means acknowledging each and every problem that employees voice opinions about. Nayar tells an interesting story to illustrate that point.

We call her the Amma. But all the plumber is there to find out is where the leak is. She personally told them how hard everyone had worked on the presentation and how hard they will work to create value for them.

The Discipline of Getting Things Done. 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? You can read more about his management philosophies at his own scrapbook and a blog at Harvard Business Review website. What is the core business? 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!