Employees First, Customers Second: Turning Conventional Management Upside Down

Overview


One small idea can ignite a revolution just as a single matchstick can start a fire.

One such idea—putting employees first and customers second—sparked a revolution at HCL Technologies, the IT services giant.

In this candid and personal account, Vineet Nayar—HCLT’s celebrated CEO—recounts how he defied the conventional wisdom that companies must put customers first, then turned the hierarchical pyramid upside...

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Employees First, Customers Second: Turning Conventional Management Upside Down

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Overview


One small idea can ignite a revolution just as a single matchstick can start a fire.

One such idea—putting employees first and customers second—sparked a revolution at HCL Technologies, the IT services giant.

In this candid and personal account, Vineet Nayar—HCLT’s celebrated CEO—recounts how he defied the conventional wisdom that companies must put customers first, then turned the hierarchical pyramid upside down by making management accountable to the employees, and not the other way around.

By doing so, Nayar fired the imagination of both employees and customers and set HCLT on a journey of transformation that has made it one of the fastest-growing and profitable global IT services companies and, according to BusinessWeek, one of the twenty most influential companies in the world.
Chapter by chapter, Nayar recounts the exciting journey of how he and his team implemented the employee first philosophy by:

• Creating a sense of urgency by enabling the employees to see the truth of the company’s current state as well as feel the “romance” of its possible future state

• Creating a culture of trust by pushing the envelope of transparency in communication and information sharing

• Inverting the organizational hierarchy by making the management and the enabling functions accountable to the employee in the value zone

• Unlocking the potential of the employees by fostering an entrepreneurial mind-set, decentralizing decision making, and transferring the ownership of “change” to the employee in the value zone

Refreshingly honest and practical, this book offers valuable insights for managers seeking to realize their aspirations to grow faster and become self-propelled engines of change.

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Editorial Reviews

From the Publisher

“In this short, personable book, he explains EFCS’s principles and how he put it to work at HCLT, turning the company’s fortunes around in just five years. The good news: EFCS strategies can work at your company, too.” — The Washington Post

“modern classic” — The Financial Times

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Product Details

  • ISBN-13: 9781422139066
  • Publisher: Harvard Business Review Press
  • Publication date: 6/8/2010
  • Pages: 208
  • Sales rank: 353,076
  • Product dimensions: 6.50 (w) x 8.60 (h) x 0.81 (d)

Meet the Author


Vineet Nayar is the CEO of HCL Technologies Ltd., India’s leading global IT Services Company. Fortune called his leadership style “The World’s Most Modern Management,” and the London Business School labeled him “the leader of organizational innovation.” IDC recognized him as having “the most cohesive and articulate vision” in the IT services sector.
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Table of Contents

Foreword

Introduction 1

1 Mirror Mirror: Creating the Need for Change 17

2 Trust Through Transparency: Creating a Culture of Change 47

3 Inverting the Organizational Pyramid: Building a Structure for Change 89

4 Recasting the Role of the CEO: Transferring the Responsibility for Change 137

5 Find Understanding in Misunderstanding: Renewing the Cycle of Change 167

Notes 187

Acknowledgments 189

Index 193

About the Author 199

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Sort by: Showing all of 4 Customer Reviews
  • Posted May 1, 2012

    more from this reviewer

    When author Vineet Nayar stepped in as president of India’

    When author Vineet Nayar stepped in as president of India’s storied global IT firm, HCL Technologies (HCLT), the corporation was doing all right. That was the problem – just all right; it needed to do better. HCLT was beginning to stagnate, allowing its competitors to jump ahead. Realizing the need for unconventional thinking and management, Nayar derived the “Employees First, Customers Second” (EFCS) philosophy. In this short, personable book, he explains EFCS’s principles and how he put it to work at HCLT, turning the company’s fortunes around in just five years. The good news: EFCS strategies can work at your company, too. getAbstract found Nayar’s tale thought provoking, entertaining and enlightening and recommends it to CEOs, managers and all employees seeking renewed effectiveness.

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  • Anonymous

    Posted October 26, 2011

    Novel concept

    Vineet Nayar has a novel concept with Employers First, Customers Second. More employers and managers should consider his approach.

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  • Anonymous

    Posted April 24, 2011

    imagining what is not

    there must be other reasons for the success of hclt. for all that the book portrays as hclt way of doing business must have resided somewhere on the minds of those who needed a story to tell. the reality is as distant from what is portrayed here as imagining you are tasting caviar when whst is in front of you is the little fish from your village pond in india.

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  • Anonymous

    Posted August 1, 2011

    No text was provided for this review.

Sort by: Showing all of 4 Customer Reviews

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