EMPLOYEES FIRST CUSTOMERS SECOND VINEET NAYAR PDF
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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Nayar could be the next Peter Drucker. The company did it for eight years, for about 6, managers.
Vineet Nayar: Employees First, Customers Second
And something which is unreasonable, not backed by data, completely disconnected from the past, suddenly becomes a reality of the future. The 4 steps of transformation 1. It kept those in management in a position to lead because the people believed that they should be there. The results tell the tale. Nayar used the four questions and four steps in Custtomers schools to vastly improve educational outcomes—specifically in English and math.
For a company to truly transform and get better, it needs plumbers—people who are interested in finding the leaks and fixing them. Turning conventional management wisdom upside down It also means acknowledging each and every problem that employees voice opinions about.
Nayar tells an interesting story to illustrate that point. I’m on the verge of the verge of declaring that Mr.
Death of The Advertising Industrial Complex by: 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? A culture of trust was created by opening emplohees financial books, sharing information that would make other companies cringe, and enabling employees and managers including the CEO to ask questions of each other.
The value zone in action.
Vineet Nayar: Employees First, Customers Second – Nordic Business Report
They were anonymous, electronic, and published company-wide. His vision for HCL was simple: In fact, its bold management experiments enabled it to enjoy continued rapid growth through the economic recession.
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’s book tells the story of how management can step out of the way to let employees leadand to let engagement and productivity soar. But how do you build such a team? 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 customets the differentiated value.
In order to really grow, a company will need to make two changes:. 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. Naywr also proudly tells the story of his philanthropic venture—The Sampark Foundation. It means thinking outside of the normal boundaries of logic and reason.
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.
But all the plumber is there to find out is where the leak is. What did HCLT do to effect such a transformation? This means focusing on the future—rather than the past. 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.
Nayar emphasizes the literal definition of that term; to transform means to change the form of something. Where does your differentiated value get created? According to Nayar, the definition of a high-performing team is simple: Turning Conventional Management Upside Down.
In order to really grow, a company will need to make two changes: I think there’s more than a grain of truth to that. She comes and picks up the child and defines the vision for the child….
Secod is the core zecond 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: 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.
Employees First, Customers Second: Get your digital copy of the summary from the link below. The ffirst of the nqyar is to create and deliver differentiated value to the customers. 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.
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. For Nayar, building a high-performance team is all about embracing impossibility.
To do so, they did not institute any employee satisfaction programs, undertake any massive restructurings, or pursue any major technology initiatives. Create a Compelling Vision for Tomorrow Employees at your company can get a paycheck from anywhere.
That, in and of itself, seems impossible.