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An Inspiring Business Story (All Proceeds to Charity),
This review is from: Employees First, Customers Second: Turning Conventional Management Upside Down (Hardcover)
This is the simple story of how one man went about the challenging task of running a huge almost directionless global conglomerate into a cutting edge innovate group of companies across the globe all pulling in one winning direction. AND succeeding!
The title of the book was spot on. It had me hooked. Put your employees first goes ahead of the typical sales mantra that "the customer is always right" rather like the annoying financial mantra that a "sale is not a sale until the money is collected". Recently my own company has started to invest heavily in the more talented and hard working employees because that is where the future success of the company will come from. So what does Nayar add to this?
The Indian IT company HCLT was one that I had never heard of before, (I have heard of Tata), but do not let that put you off. For here is a company that goes on to disrupt the status quo in IT consultancy. How?
1. Mirror Mirror. Creating the Need for Change. Basically Point A is where the company now. Point B is where Nayar wanted to take the company. And to make the journey the company would have to change so radically because there was no easy steps moving between the 2 points. The radical change was within the concept of putting the employees first. Why - because they are right at the front face dealing with customers in the value zone. If they are not in it to win it, then the customers will get a poor service, and HCLT will not get repeat business.
2. Trust Through Transparency. Creating a Culture of Change. Why would anybody want to change when habits create a stress free environment, and change disrupts peoples' power bases, or creates more work? In all company's the most difficult change to push through is often the one form the top, as you have to push and push and keep on pushing. The longer lasting and more successfully integrated changes are usually the ones that originate or are championed from by the employees themselves. Nayar needed to put a lot of resources into his project (the U&I site) to make his thousands of employees understand that the new change is here and here to stay.
3. Inverting the Organisational Pyramid. Building a Structure for Change.
4. Recasting the Role of CEO. Transferring the Responsibility for Change.
5. Find Understanding in Misunderstanding. Renewing the Cycle of Change.
A really inspiring story of how to implement change in a huge organisation that not only benefits the many hard working employees, but then ultimately the customers, and the company. Great story.