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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It also means acknowledging each and every problem that employees voice opinions about. She comes and picks up the child and defines the vision for the child…. Nayar used the four questions and four steps nayyar Indian schools to vastly improve educational outcomes—specifically in English and math.
Vineet Nayar: Employees First, Customers Second
Culture of Creativity by: 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. Five years employeee, the company had become one of the fastest-growing IT services partners on the planet, world-renowned for its radical management practices.
Get your digital copy of the summary from the link below. He remains a restless and relentless innovator in both vinee 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. The Discipline of Getting Mayar Done. Numerous coaches turned him down, saying that a one-armed person could never excel at Judo.
The results tell the tale. What did HCLT do to effect such a transformation? 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. So as a leader, you need to be able to provide your people with a vision that resonates with them.
According to Nayar, the definition of a high-performing team is simple: Employees First, Customers Second: But how do you build such a team? Turning Conventional Management Upside Down. The system had a guaranteed resolution time. The 4 steps of transformation 1. Money cannot be that. Why do you—the company—exist? That, in and of itself, seems impossible. Nayar emphasizes the literal definition of that term; to transform means to change the form of something.
And something which is unreasonable, not backed by data, completely disconnected from the past, suddenly becomes a reality of the future. Instead, they employed a number of relatively simple catalysts that produced big and often unexpected results and proceeded through four phases:. Management also had appraisals done regularly by employees. The purpose of the business is to create and deliver differentiated value to the customers.
They were anonymous, electronic, and published company-wide. That was until he met a coach who not only taught him Judo but helped him win an entire tournament.
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.
In order to really grow, a company will need to make two employeex.
Nayar tells an interesting story to illustrate that point. Death of The Advertising Industrial Complex by: I’m on the verge of the verge of declaring that Mr. Nayar could be the next Peter Drucker.
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 secnod. In fact, its bold management experiments enabled it to enjoy continued rapid growth through the economic recession. Employees at your company can get a paycheck from anywhere. The value zone in action. It kept those in management in a position to lead because the people believed that they should be there.
Nayar continues to share his knowledge and build his thought leadership through numerous articles, speaking engagements, and intellectual partnerships.
Vineet Nayar: Employees First, Customers Second – Nordic Business Report
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? If you doubt that it’s possible to turn the pyramid sceond downor wonder whether it’s really necessaryI urge you to read this thoughtful and timely book!
They customerx also construct over English sentences that they had never heard before. Turning conventional management wisdom upside down Where does your differentiated value get created? Nayar has his eyes on something more: