02838nam a22002417a 450000500170000002000270001703500170004403700480006108200170010910000190012624501020014524600180024726000530026530000270031850000660034550503110041152017120072261000480243465000400248265000230252265000270254565000240257220110808123434.0  a9781422139066 c595.00  aB-424093-100  bRBC-22385/2010-11/14.3.11/281/4.3.11/21.31100a658.31522221 aNayar, Vineet.10aEmployees first, customers second :bturning conventional management upside down /cVineet Nayar.3 aEmployees 1st  aBoston, Mass. :bHarvard Business Press,cc2010.  aviii, 198 p. ;c22 cm.  aIncludes bibliographical references (p. [187]-188) and index.0 aMirror mirror: creating the need for change -- Trust through transparency: creating a culture of change -- Inverting the organizational pyramid: building a structure for change -- Recasting the role of the CEO: transferring the responsibility for change -- Find understanding: renewing the cycle of change.  aOne 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.20aHCL TechnologiesxManagementvCase studies. 0aManagementxEmployee participation. 0aCorporate culture. 0aOrganizational change. 0aCustomer relations.