Just close your eyes for a minute. Just go ahead. Close your eyes for a minute. I guess everybody. They jump, because you said so.
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Just close your eyes for a minute. Just go ahead. Close your eyes for a minute. I guess everybody. They jump, because you said so. Think about it. I was standing on the ledge of a building in with 25, of my colleagues, as the new leader, and they looked up to me as to what to do next.
Did they jump? In India, as is true with many parts of the world, when a child is born, it is considered auspicious for the grandmother — I call her Amma — to walk up to the child — she is the first to pick up the child and she picks up this child, in her hands, and defines a vision for that child.
That vision has no data. That vision has no logic. When the girl grows up that vision becomes her ambition. Becomes her pursuit, and then becomes her reality. Those days children were born in homes, not in hospitals, on this huge bed, which could sleep 9 people.
But not true. Four weeks later, I was called into the room with these four grim looking people who had this single sheet of paper in front of them. The fact that I was rejected, or the fact that even that vision that my grandmother thought of me has collapsed.
I still remember that night. It was very long, very painful, very frustrating. But by the time the morning came, my life had changed. With the sun rays I made two commitments to myself. The first, that I will do everything in my power to outsmart these self-proclaimed gods, who believe in leading by rejecting, rather than accepting. And second, that one day, I will be the CEO of this company, and show them the way.
I was afraid, not that I was not happy to be a CEO, but I was afraid, not because my first commitment was turning right, but my second commitment, that did I know how to lead by accepting, rather than rejecting. Because we wanted to transform HCL to be the best company in the world.
Transform is a very interesting word. Changing the form of something permanently. In my mind, you can transform the company in two ways. First, by innovating in what you do, which is the obsession of the world. To be a Google, to be a Facebook, to be a Tesla. But it is a more interesting, human way of transforming yourself using innovation about how you treat your employees, about how you run your company.
By increasing the clock speed of your organization, you can actually outperform all your competition, with the same product, the same customer, the same market. Our journey of thinking about innovation on the how-axis rather than what-axis started with 3 fundamental questions. The first: what is the business we are in? And our answer, we are in the business of creating unique experiences, unique value for our customers, and the more unique we are, the higher market share we will create.
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Vineet Nayar: Employees first, customer second
He wears that smile as he addresses the audience at the Nordic Business Forum. But his way of doing it runs counter to much of the received wisdom in the broader business world, and that way is captured in the title of his bestselling book: Employees First, Customers Second: Turning Conventional Management Upside Down. Nayar emphasizes the literal definition of that term; to transform means to change the form of something. But how do you build such a team? How do you get together a group of people who are willing to take on the impossible, and get them to execute at a high level to do it? That, in and of itself, seems impossible. For Nayar, building a high-performance team is all about embracing impossibility.
Employees First, Customers Second von Vineet Nayar (2010, Gebundene Ausgabe)
Employees First, Customers Second by Vineet Nayar (Full Transcript)
Vineet Nayar: Employees First, Customers Second