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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What is the core business? Employees at your company can get a paycheck from anywhere. Death of The Advertising Industrial Complex by: Why do you—the company—exist? Does your team believe in you? This means focusing on the future—rather than the past.

Vineet Nayar: Employees First, Customers Second

To do so, they did not institute any employee satisfaction programs, undertake any massive restructurings, or pursue any major technology initiatives. I’m on the verge of the verge of declaring that Mr. For Nayar, building a high-performance team is all about embracing impossibility.

His vision for HCL was simple: Benefits cannot be that. So as a leader, you need to be able to provide your people with a vision that resonates with them. Management also had appraisals done regularly by employees. Culture of Creativity by: For a company to truly transform and get better, it needs plumbers—people who are interested in finding the leaks and fixing them.

It also means acknowledging each and every problem that employees voice opinions about. The results tell the tale. The purpose of the business is to create and deliver differentiated value to the customers. A young boy with only one arm wanted to learn Judo.

Employees First, Customers Second by: What creates the differentiated value? He wears that smile as he addresses the audience at the Nordic Business Forum. It kept those in management in a position to lead because the people believed that they should be there.

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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. The company did it for eight years, for about 6, managers.

In fact, its bold management experiments enabled it to enjoy continued rapid growth through the economic recession. Numerous coaches turned him down, saying that a one-armed person could never excel at Judo.

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

Nayar used the four questions and four steps in Indian schools to vastly improve educational outcomes—specifically in English and math. Nayar tells an interesting story to illustrate that point. Does your boss have that emploeyes for you? 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? Nayar also proudly tells the story of his philanthropic venture—The Sampark Foundation.

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.

She personally told them how hard everyone had worked on the presentation and how hard they will work to create value for them. In order to really grow, a company will need to make two changes:. We call her the Customerx. Nayar emphasizes the literal definition of that term; to transform means to change the form of something. 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 continues to share his knowledge and build his thought leadership through numerous articles, speaking engagements, and intellectual partnerships. 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. Create a Compelling Vision for Tomorrow Employees at your company can get a paycheck from anywhere.

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The value zone in action. There wereteachers who needed to teach English and math to 3 million students in 50, schools. 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. The 4 steps of transformation 1.

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.

You can read more about his management philosophies at his own scrapbook and a blog at Harvard Business Review website. 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. Turning Conventional Management Upside Down.

I think there’s more than a grain of truth to that. Nayar could be the next Peter Drucker. A passionate secpnd disruptive thinker, Vineet has introduced to the world a unique brand of energetic and inspirational leadership. 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:

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