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MORE THAN 100,000 COPIES SOLD
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.
- Sales Rank: #145014 in Books
- Brand: Nayar, Vineet
- Published on: 2010-06-08
- Original language: English
- Number of items: 1
- Dimensions: 8.50" h x 5.75" w x .75" l, .74 pounds
- Binding: Hardcover
- 208 pages
Review
“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
From the Back Cover
"Rumor is that Vineet Nayar has invented a whole new way of configuring andmanaging an enterprise. I think there's more than a grain of truth to that. I'm onthe verge of the verge of declaring that Mr. Nayar could be the next Peter Drucker."--Tom PetersAuthor of In Search of Excellence"Employees are the heart and soul of every company. Vineet Nayar's book tellsthe story of how management can step out of the way to let employees lead--and to let engagement and productivity soar."--Tony HsiehCEO, Zappos.com"By putting employees first and leveraging the power of social technology,Nayar and his colleagues have created an organization that encourages extraordinarycontribution from everyone, every day. If you doubt that it's possible to turn thepyramid upside down--or wonder whether it's really necessary--I urge you to readthis thoughtful and timely book!"--Gary HamelVisiting Professor of Strategic and International Management, London Business School,and author of The Future of Management"Vineet Nayar has a revolutionary idea--that business relationships are personalrelationships, and that a successful company will understand and integrate thatphilosophy. Nayar's notions of 'trust, transparency, and the romance of tomorrow'will rejuvenate the corporate soul."--Judy McGrathCEO, MTV"Vineet Nayar's new book describes his innovative and practical approach to kindlinga fire in employees and moving the social energy of an organization forward. With themethods described in this book, Nayar enabled his Generation Y 'transformers' torealize their potential faster, increased the capacity of the organization to createvalue for its customers, and built his company into a world leader."--Ram CharanCoauthor of Execution: The Discipline of Getting Things Done"This book offers an abundance of advice for business leaders looking to transformtheir organizations by changing the culture. Nayar's lesson--that even a 'revolution'in corporate culture is really just a series of small, achievable steps--will be invaluablefor both the new manager and the accomplished business leader."--Victor K. FungGroup Chairman, Li & Fung Group
About 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.
Most helpful customer reviews
26 of 29 people found the following review helpful.
A simple, powerful idea
By Silea
Anyone who's ever been underpaid and undervalued by management can tell you how much harder they would have worked, how much better their work would have been, and how much more satisfied they would have been in their job if their bosses had made any efforts to respect their contributions. This is part of the basic premise of Employees First, Customers second. In short: if you treat your employees well and support them, they do better work and keep your customers happy. When you treat the people at the bottom of the pyramid like interchangeable parts, but they're the ones interacting with your customers, your customers are going to see it and your relationships with customers are going to suffer.
Mr. Nayar's book has several suggestions that apparently worked well for his company, and look great on paper: Realize that your customer-facing employees are far more important than their pay grade indicates, Increase transparency, Admit when times are tough instead of denying the elephant in the room, Make management and service departments accountable to employees. He gives examples of how his company did these things, and most of those methods seem fairly portable. In all, i'd love to work at a company that even tried to do these things, and i'd love to work with companies that respected their employees by putting them first.
I have a two complaints, one substantive and one superficial.
First, the substantive: repeatedly through the course of the book, Mr. Nayar says something to the effect of 'we had many successes, and many failures.' He never once describes a failure, an initiative that flopped, a new policy that did more harm than good. All we see is the raging successes. For an executive trying to reform their company, knowing what worked for Mr. Nayar's firm will be very helpful, but not as helpful as knowing that and what looked like it should work but ended up being a disaster. Mr. Nayar touts transparency, but gave a very self-servingly opaque account of his efforts and results.
Second, the superficial: This book is written by someone who speaks the Indian dialect of English, not the American. Sentence structure, paragraph structure, and word choice are all a little unusual to American eyes. It doesn't interfere with comprehension, but it does take a little bit of habituation.
7 of 8 people found the following review helpful.
nothing new
By Just Me
Decent, but nothing new. Poorly written. Not much meat here, unless you want to know the details (that is, facts) of the author's company (HCL Technologies); unfortunately, there are a lot of dry facts (we had X% of the market; our growth was Y%; etc.). Just not a lot of useful info here. The author references other books, such as The Trusted Advisor and The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations, and I recommend that you just go straight to those books instead.
19 of 25 people found the following review helpful.
Not What I Expected
By Warren Holzem
What business owner wants to say to the world, "I don't put my customers first." But as established in the introduction, even before author Vineet Nayar tells the story of his company's transformation, an employee with a valuable skill set is an asset that's often harder to replace than some customer, especially in a field like information technology.
But this book isn't about theory. It's a case study told in first person. It's an interesting story, but there's not much of an attempt to illustrate how the concepts that worked for Mr. Nayar can work in other situations, too.
As others have pointed out, Mr. Nayar talks about his successes, but only alludes to his failures. That's understandable. We want to understand our failures, but not ncecessarily expose our weaknesses to the world. But it also gave the story of his company's transformation a one-dimensional quality.
I really was hoping for me. I was hoping not for just one company's experience, but some guidence on how a concept can be applied to other companies in other situations as well. I was over half done with the book before I realized that I wasn't going to find that if I just turned one more page.
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