Employees First, Customers Second explores the steps of HCLT's transformational journey as the company recognized the need for change, created a culture of. Employees First, Customers Second and millions of other books are available for site Kindle. Other Sellers on site. Employees First, Customers Second: Turning Conventional Management Upside Down Hardcover – June 8, Transcript of Vineet Nayar on Employees First, Customers Second @ TEDxAix knew that we as leaders have done nothing to win the trust of our employees.
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In early , HCL Technologies faced with decreasing market share and losing its most talented employees to its competitors,. HCLT faced a fundamental. “Employees First, Customers Second” depicts the journey of. HCL Technologies in their transformation from a company that is experiencing stagnation to an. Vineet Nayar, Employees First, Customers Second: Turning Conventional Management Upside Down. Boston, Massachesetts: Harvard Business Press,
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Like this presentation? Why not share! It was a traditional hierarchy with a posse of executives at the top doing their best to preserve their own power controlling knowledge and other resources and demanding accountability from all those working below them. The front-line employees, especially those who worked directly with customers, were the ones responsible for creating value, but the organization did its best to limit their ability to do so.
They were accountable upward, and they spent far too much of their time explaining their actions and reporting their results, time which could have and should have been spent delivering on the promise of our services.
The hierarchical structure was actually getting in the way of the employees who worked in the value zone. No wonder we were not growing as fast as we could. No wonder employees on the front lines were leaving. How could we empower the people on the front line? How could we maximize the value created in the value zone? And how could we convince management throughout the company that putting employees first was the right and best thing to do?
We neither answered these questions nor found solutions overnight. Each phase produced significant changes in the way HCL operated, and their combined effect was a complete change in approach to managing the company. But the individual initiatives that comprised each phase were not the disruptive, exhaustive changes you might imagine.
We relied instead on minor catalysts that depended on rethinking and communication. The steps were small; the results were huge. I call these catalysts blue ocean droplets, after the book Blue Ocean Strategy by W. Chan Kim and Rene Mauborgne. These small ideas created an ocean of change within HCL. Mirror, Mirror: Confronting the Truth The first step to creating change was to get as many people as possible to see the reality of the situation and accept that change was needed.
We needed to establish point A, the place we were, before we could travel toward point B, the place we wanted to end up. We did not have a clear idea of where we stood. Some people had a rosier perception of the situation than others, while many realized the need to change but didnt see how changing one area of the company could affect the others. So I set off on a journey of discovery and discussion that extended over a period of months and involved visits with groups of employees at all levels in offices around the world.
I engaged in dialogues, group discussions and one-on-one conversations.
I said what I thought, bluntly and without sugarcoating, and asked them to evaluate with equal honesty and candor the status of the company. We called this exercise Mirror, Mirror because it involved intensively scrutinizing ourselves in what amounted to a comprehensive, companywide selfassessment. By the end of this process, enough people had come to a consensus about our point A and Chief Learning Officer October www.
One of the largest privately held restaurant chains in the U. The company decided to shift from a primarily corporate-led classroom training model to the delivery of learning through a single website.
This approach would increase chainwide accessibility to leader development resources and support on-demand learning. Chick-fil-A learning executives knew that owner-operators, while not direct employees, were the ones who would cascade the leadership approaches throughout the more than 1, restaurants.
The learning teams goal was to enable operators to own their own development and that of the leaders in their stores. Starting with this audience, the learning team engaged operators in creating the Serve Leadership and Management Excellence website aligned with Chick-fil-As Serve Leadership competencies.
Kicked off at Chick-fil-As annual operator seminar, the learning team then conducted a tour to meet with focus groups and interview owner-operators and teams based in stores around the country. They solicited input on everything from content and preferred formats to the design of the user interface. A beta website gave focus group participants a chance to try out the site and give feedback on the user experience.
Despite having clear opinions on what was needed, the learning team listened and enhanced the site based on operator feedback. Key findings from this outreach included: The importance of engaging, trusted content in multiple formats on leadership and management topics. The need to incorporate proprietary materials and resources so learning was delivered in the context of Chick-fil-As business.
Preference for video delivery, with text and audio secondary. The desire to learn from each other, so the site incorporated videos of leaders sharing their experiences through personal stories.
The work done upfront to design the site with the audience in mind paid off. Pindrop silence. For the redoutable doubters, misunderstandings are addressed in the last chapter. This book is not for casual reading at your office cafeteria or a cafe. The library or the study is more like it. Find a quiet place where you can concentrate. You will need to re-read paragraphs. Remember the experience with the cover page?
You will find it repeating as you read the book. Nayar is very humble. At the outset, he says that he is telling the story of what worked at one specific company in one specific business area. But careful reading of the book makes one suspect, at the least, that universal principles are being discussed and that should reflect on where they apply.
Now go read the book and change your organization. May the force be with you.