About the Speaker:
Let me tell you a story!” That is how Vineet starts a talk which sparks a million inspirations every time he narrates how his team took a leap of faith when the world was crushed under a major economic crisis.
A man of real commitment and purpose, he has many verbatim reports to narrate from his own journey as the former CEO of HCL Technologies where he made a very unusual attempt of putting employees first to make a remarkable impact, architecting the organization’s transformation from $0.7 billion IT services company in 2005 to a $4.7 billion global technology giant in 2013.
His learnings are now a part of a highly acclaimed management book “Employees First, Customers Second: Turning Conventional Management Upside Down” which has sold more than 100,000 copies to date.
Vineet would be presenting his journey of leading Sampark Foundation which is transforming learning outcomes of 7 million children studying in 76,000 schools in Uttarakhand, Chhattisgarh and Jharkhand; making it one of the world’s largest primary school.
About the Book:
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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