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.

Author: Mautaxe Fenrirr
Country: Sierra Leone
Language: English (Spanish)
Genre: Automotive
Published (Last): 24 September 2012
Pages: 212
PDF File Size: 19.51 Mb
ePub File Size: 11.46 Mb
ISBN: 196-1-53248-326-2
Downloads: 7438
Price: Free* [*Free Regsitration Required]
Uploader: Kigazilkree

Nayar emphasizes the literal definition of that term; to transform means to change the form of something. Culture of Creativity by: 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. They were anonymous, electronic, and published company-wide.

I think there’s more than a grain of truth to that. The 4 steps of transformation 1. They could also construct over English sentences that they had never heard before. The system had a guaranteed resolution time. Management also had appraisals done regularly by employees. Where does your differentiated value get created? What is the core business? That, in and of itself, seems impossible.

She comes and picks up the child and defines the vision for the child…. There wereteachers who needed to teach English and math to 3 million students in 50, schools. It also means acknowledging each and every problem that employees voice opinions about. For Nayar, building a high-performance team is all about embracing impossibility.

  CRACK THE CASE DAVID OHRVALL PDF

In fact, its bold management experiments enabled it naysr enjoy continued rapid growth through the economic recession. 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.

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. Does your team believe in 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? 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.

Customrrs Discipline of Getting Things Done. In order to really grow, a company will need to make two changes:. It kept those in management in a position to lead because the people believed that they should be there.

Vineet Nayar: Employees First, Customers Second

employeees 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? You can read more about his management philosophies at his own scrapbook and a blog at Harvard Business Review website.

  HERNAN MIGOYA PDF

Nayar could be the vinneet Peter Drucker. To do so, they did not institute any employee satisfaction programs, undertake any massive restructurings, or pursue any major technology initiatives.

The results tell the tale. 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 vineeet each other.

They give orders, but the orders are not executed because there is no trust. It means thinking outside of the normal boundaries of logic and reason. 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: Turning conventional management wisdom upside down He wears that smile as he addresses the audience at the Nordic Business Forum.

Money cannot be that. 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! We call her the Amma. But all the plumber is seconr to find out is where the leak is. What creates the differentiated value?