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May

2012

Employees First, Customers Second: Why It Really Works in the Market

"When I worked for IBM, the customer was always right. In today’s column I interview Vineet Nayer, CEO of HCL Technologies, one of the largest I.T. outsourcing firms in the world. Vineet argues that how it got to be one of the world’s largest IT firms is by putting employees first and customers second. Sounds radical, but when he explains, it makes sense."

www.forbes.com/...-it-really-works-in-the-market

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customerrelationship vineetnayar casestudies hcl management accountability

The question is “what is the core business of any corporation?” and the answer is to create different shared value for its customers.
The answer to that question is the business of managers and management should be to enthuse and encourage employees so that they can create a different shared value: enhance employees first and customers second.
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- the question is any company that says “customer first” does not know how to deliver that promise. All I am saying is by employees first you can actually deliver your promise of customers first.
- The first thing that you need to do is create an environment of trust where the employees believe what you are saying and are willing to follow you wherever you are going
- The second is you need to make all the enabling functions, H.R., finance, and all these functions, the office of the CEO which all have enormous power with them, accountable to the employees as much as the employees are accountable to them
- The third is to make the management and managers as equally accountable to the employees as the employees are and one of initiatives we took was my 360 Degree is done by 80,000 employees across the world and the results are published on the web

May

2012

The social side of strategy

"
Crowdsourcing your strategy may sound crazy. But a few pioneering companies are starting to do just that, boosting organizational alignment in the process. Should you join them?"

www.mckinseyquarterly.com/...e_social_side_of_strategy_2965

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strategy socialbusiness crowdsourcing alignment leadership casestudies HCL wikimedia redhat 3M aegon

The best way to describe the possibilities of community-based strategy approaches is to show them in action. Two examples demonstrate the lengths to which some companies have already gone in broadening their strategy processes, as well as the degree to which the executives who participated are convinced of the benefits.
The solution was to turn the company’s existing business-planning process—a live meeting called Blueprint, which involved a few hundred top executives—into an online platform open to thousands of people. The new process, dubbed My Blueprint, was launched in 2009, with 300 HCL managers posting their business plans, each coupled with an audio presentation. More than 8,000 employees (including several members of the teams that had submitted plans) were then invited to review and provide input on the individual blueprints. A surge of advice followed. The inclusive nature of the process helped identify specific ideas for cross-unit collaboration and gave business leaders a chance to obtain detailed and actionable feedback from interested individuals across the company.
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- To ensure accountability for developing the priorities further and for making them actionable, the company tasked a new group of executives to lead teams exploring each of the nine areas. These leaders were senior functional ones whose responsibilities put them a level or two below the C-suite. Each of their teams fleshed out one or two of the most important strategic initiatives and was empowered to execute the plans for them without further approvals.
- The company invited all of its sales, marketing, and R&D employees to a Web-based forum called InnovationLive, which over a two-week period attracted more than 1,200 participants from over 40 countries and generated more than 700 ideas. The end result was the identification of nine new future markets with an aggregate revenue potential in the tens of billions of dollars. Since then, 3M has held several additional InnovationLive events, and more are on the way.
- Those employees not only understand the strategy better but are also more motivated to help execute it effectively and more likely to spot emerging opportunities or threats that require quick adjustments.
- Of course, adopting social-strategy tools doesn’t automatically create alignment. Companies must create it actively, particularly among middle managers, who as the guardians of everyday operations bear the brunt of making any company’s strategy work.
- The Dutch insurer AEGON sidestepped problems such as these by breaking its strategy discussion into manageable topics related to everyday operational practices. That allowed middle managers to assume responsibility for the discussion and contribute their expertise
- Taking these principles to their logical conclusion suggests a shift in the strategic-leadership role of the CEO and other members of the C-suite: from “all-knowing decision makers,” who are expected to know everything and tell others what to do, to “social architects,” who spend a lot of time thinking about how to create the processes and incentives that unearth the best thinking and unleash the full potential of all who work at a company
- For a mass digital dialogue to succeed, people need to express themselves openly, which may leave some participants feeling exposed. Leaders can help by demonstrating vulnerability as well—peeling off the layers of formal composure.

Sep

2011

"Nous établissons un dialogue permanent avec nos employés"

"nterview avec Anand Pillai, Senior Vice President chez HCL Technologies. L'entreprise indienne de services IT a mis en place il y a cinq ans une méthode développée par son PDG et basée sur la valorisation et l'écoute des collaborateurs."

www.atelier.net/...ialogue-permanent-nos-employes

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hcl casestudies humanresources management engagement motivation empowerment productivity turnover

Après de nombreuses délibérations, nous avons conclu que c'était les employés et que nous devions les responsabiliser et les engager pour améliorer notre productivité.
Par exemple, un portail de discussions appelé "U&I" entre les employés et la direction a été ouvert. Ils peuvent y poster des questions, des commentaires sur n'importe quel sujet à propos de la compagnie. Nous avons aussi créé le "value portal" où les employés peuvent évoquer des solutions concernant des problèmes liés aux clients. Une équipe évalue alors la faisabilité de l'opération, et permet à l'employé ayant posté l'idée de mener des tests et de réunir d'autres collègues. Ce, quelle que soit sa position initiale dans la compagnie.
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- Nous avons amené beaucoup de transparence au sein de l'entreprise. Rien n'est confidentiel. Nous établissons un dialogue permanent avec nos employés pour comprendre ce qui les motive réellement. Résultat, nous avons calculé que la satisfaction et la productivité de nos employés sont passées de 30% à 70% depuis 5 ans
- Nous nous sommes aperçus que les projets proposés par les employés étant tellement bons que nous en avons exécuté la plupart pour un total de 11 millions de dollars. En 2009, nous avons reçu le prix du meilleur employeur en Asie et en Inde par Aon Hewi
- Les chiffres parlent d'eux-mêmes, nos revenus ont quadruplé en cinq ans et notre profit a été multiplié par trois.

Jul

2010

HCL: Extreme Management Makeover

". Everybody knows there are downsides to management-as-usual, but are they any alternatives? We can dream about organizations where employees eagerly challenge their superiors, where honesty trumps deference and where the pyramid has been turned upside down—but then again, we can also dream about world peace and cold fusion."

blogs.wsj.com/...cl-extreme-management-makeover

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democracy management accountability HCL management2.0 evaluation

– Transparent Financial Data. Vineet realized it’s hard to feel empowered if your manager has a lot of data you don’t. With this in mind, HCLT’s IT team created a simple widget that gave every employee a detailed set of financial metrics for their own team and other teams across the company.
– U&I. Early on, Vineet and his leadership team set up an online forum and encouraged employees to ask tough questions and offer honest feedback. Nothing was censored on the “U&I” site; every post, however virulent, was displayed for the entire company to see
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- – Service Level Agreements. Powerful corporate departments, like HR and finance, often seem more interested in enforcing blanket policies than in making life easier for employees. When Vineet would ask front line employees, “What have the enabling functions done to help you create value in the value zone?”
- Today, HCLT employees are able to rate the performance of any manager whose decisions impact their work lives, and to do so anonymously. These ratings are published online and can be viewed by anyone who has submitted a review.
- As the CEO, Vineet was being asked to weigh in on hundreds of unit-level plans each year. Recognizing the limits to his time and personal expertise, Vineet challenged his colleagues to develop an online, peer-based evaluation process. The solution: MyBlueprint. In 2009, three hundred managers posted their business plans, or “blueprints,” online. Each document was accompanied by an audio presentation. More than 8,000 employees were then invited to jump in and review the plans
- – Employee First Councils. The goal here was to help employees connect with team members who shared similar interests and passions. Supported by a web-based platform, the new initiative rapidly spawned a host of communities around cultural, recreational and job-related issues
- Three years after launching this concept, 20% of HCLT’s revenue is coming from initiatives launched in these communities of interest.”
- “We all believe that democracies are good and totalitarian systems are bad, and yet we tolerate dictatorships within our companies, even though the people at the top don’t have enough information to know what needs to be done. At HCLT, we have been trying to democratize our company.”