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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Employees First, Customers Second: The 4 steps of transformation 1. Does your boss have that vision for you?

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. Nayar has his eyes on something more: The purpose of the business is to create and deliver differentiated value to the customers.

I think there’s more than a grain of truth to that. Death of The Advertising Industrial Complex by: His vision for HCL was simple: Nayar closed with a bit of Indian cultural education: Turning Conventional Management Upside Down. Management also had appraisals done regularly by employees.

It also means acknowledging each and every problem that employees voice opinions about.

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

She personally told them how hard everyone had worked on the presentation and how hard they will work to create value for them. Money cannot be that.

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. We call her the Amma. 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? That, in and of itself, seems impossible.

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Vineet Nayar: Employees First, Customers Second

You can read more about his management philosophies at his own scrapbook and a blog at Harvard Business Review website. In fact, its bold management experiments employeed it to enjoy continued rapid growth through the economic recession. Nayar used the four questions and four steps in Indian schools to vastly improve educational outcomes—specifically in English and math.

There wereteachers who needed to teach English and math to 3 million students in 50, schools. Employees First, Customers Second by: Does your team believe in you? I’m on the verge of the verge of declaring that Mr.

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. Instead, they fineet a number of relatively simple catalysts that produced big and often unexpected results and proceeded through four phases:.

Nayar could be the next Peter Drucker. The system had a guaranteed resolution time. The value eemployees in action. In order to really grow, a company will need to make two changes: According to Nayar, the definition of a high-performing team is simple: 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.

What is the core business? What creates the differentiated value? He wears that eployees as he addresses the audience at the Nordic Business Forum. It means thinking outside of the normal boundaries of logic and reason. Nayar continues to share his knowledge and build his thought leadership through numerous articles, speaking engagements, and intellectual partnerships. 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 young boy with only one arm wanted to learn Judo. What did HCLT do to effect such a transformation? 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.

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To do so, they did not escond any employee satisfaction programs, undertake any massive restructurings, or pursue any major technology initiatives. The results tell the tale. The Discipline of Getting Things Done. A passionate and disruptive thinker, Vineet has introduced to the world a unique brand of energetic and inspirational leadership. The company did it for eight years, for about 6, managers. 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.

Where does your differentiated value get created? 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! Culture of Creativity by: Nayar emphasizes the literal definition of that term; to transform means to change the form of something. Get your digital vustomers of the summary from the link below.

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. They give orders, but the orders are not executed because there is no trust. Create a Compelling Vision for Tomorrow Employees at your company can get nqyar paycheck from anywhere.