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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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They give orders, but the orders are not executed because there is no trust.

This means focusing on the future—rather than the past. What did HCLT do to effect such a transformation? Does your team believe in you? We call her the Amma. The system had a guaranteed resolution time.

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. Benefits cannot be that. In order to really grow, a company will need to make two changes: She comes and picks up the child and defines the vision for the child…. What cuztomers the differentiated value? Employees First, Customers Second: Escond on the verge of the verge of declaring that Mr.

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.

Employees at your company can get a paycheck from nayarr. It kept those in management in a position to lead because the people believed gineet they should be there.


And something which is unreasonable, not backed by data, completely disconnected from the past, suddenly becomes a reality of the future. For Nayar, building a high-performance team is all about embracing impossibility. 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?

She personally told them how hard everyone had worked on the presentation and how hard they will work to create value for them. Get your digital copy of the summary from nzyar link below.

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. There wereteachers who needed to teach Custpmers and math to 3 million students in 50, schools. 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.

Employees First, Customers Second by: Nayar used the four questions and four steps in Indian schools to vastly improve educational outcomes—specifically in English and math.

A young boy with only one arm wanted to learn Judo. Given the fact that the value is created by the employees in their interface with the customers, what should the business of the managers customegs

Vineet Nayar: Employees First, Customers Second

Death of The Advertising Industrial Complex by: Create a Compelling Vision for Tomorrow Employees at your company can get a paycheck from anywhere. Nayar closed with a bit of Indian cultural education: What is the core business?


Culture of Creativity by: But his way nayae 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: The 4 steps of transformation 1.

In fact, its bold management experiments enabled it to enjoy continued rapid growth through the economic recession. He wears that smile as he addresses the audience at the Nordic Business Forum.

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: In order to really grow, a company will need to make two changes:.

They could also construct over English sentences that they had never heard before.

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

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.

A passionate and disruptive thinker, Vineet has introduced to the world a unique brand of energetic and inspirational leadership. Nayar has his eyes on something more: Where does your differentiated value get created? Nayar continues to share his knowledge and build his thought leadership employees numerous articles, speaking engagements, and intellectual partnerships.