• •  Dirección Estratégica

    An Overview of the "Employees First, Customers Second" Approach to Management-How Empowering Your Employees Sets the Stage for Transformative Growth HBS-5998BC-E 

    Nayar, Vineet

    HBSP (USA)

• If yours is a knowledge-based business, you know that your company's assets lie increasingly in the talent and creativity of your employees. Vineet Nayar,
  CEO of HCL Technologies, a global IT services company, draws on his own experience to show how a company can focus on its value creators-its frontline employees-to achieve remarkable growth and profitability through innovation. In this chapter, he describes how his company turned the conventional wisdom-that the customer always comes first-upside down. By putting employees first, writes Nayar, you can bring about a fundamental change in the way you deliver value to your customers and differentiate your company from its competitors. This is the story of one company's journey to transformation and accelerated growth, but it's one that can be adapted and applied in a thousand different ways-in any company, industry, or culture. This chapter was originally published as the Introduction of "Employees First, Customers Second: Turning Conventi
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• •  Dirección Estratégica

    Mirror Mirror: Creating the Need for Change-Starting the Journey to Transformative Growth Through the Empowerment of Frontline Employees HBS-5999BC-E 

    Nayar, Vineet

    HBSP (USA)

• When it comes to transforming your business for profitable growth, where do you begin? For CEO Vineet Nayar, who took the reins of IT services giant HCL
  Technologies in 2005, it began with an honest look in the corporate mirror. Although HCLT had surpassed $700 million in annual revenue and had a good track record of growth, it had begun to lose market share and, worse, mindshare-some of the company's most talented employees were leaving to work for competitors. In this chapter, Nayar describes what he calls the "Mirror Mirror" approach that set HCLT on the road to change. By communicating openly with employees and challenging them to acknowledge the reality of their company's trailing position, Nayar was able to clarify that the "value zone" of the company lay not in its array of technologies, but in the work of his frontline employees who, in their daily interactions, created customer value. In a bold move, he turned the corporate hierarchical pyramid upside down, making management accou
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• •  Dirección Estratégica

    Trust Through Transparency: Creating a Culture of Change-How Open Communication with Employees and Customers Enables Transformative Change HBS-6000BC-E 

    Nayar, Vineet

    HBSP (USA)

• Once you've created the need for transformative change in an organization, a yawning gap often opens between intending to change and actually doing it.
  In this chapter, Vineet Nayar, CEO of HCL Technologies, a global IT services company, explains that one reason for this gap is a lack of trust among employees and management. To transform a company, people must align themselves and work together toward one goal, but this cannot happen without a culture of trust. There are many ways to build trust, but at HCLT Nayar focused specifically on transparency. In compelling narrative style, Nayar describes the journey he and his A Team-100 of his best and brightest managers-undertook in order to reach consensus on their new strategy and foster the culture of trust that would bring HCLT's employees-and their customers-on board. Nayar's story also explores the nature of trust, offering valuable insights for any leader faced with the challenge of organizational change. This chapter was originally p
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• •  Dirección Estratégica

    Recasting the Role of the CEO: Transferring the Responsibility for Change-How Leaders Can Tap the Creative Energy of Employees HBS-6002BC-E 

    Nayar, Vineet

    HBSP (USA)

• Everyone agrees that leadership is fundamental to a company, yet its role is difficult to define in companies that compete in a knowledge economy. According
  to Vineet Nayar, CEO of HCL Technologies, a leading global IT services company, the greatest impact of the "employees first, customers second" approach to management is that it unleashes the power of those working in what he calls the value zone-where direct interaction with customers actually creates customer value-and lessens the inhibiting effect of those in top-level positions, thus increasing the speed and quality of innovation and decision making. In fact, according to Nayar, if you are a leader who wants to create sustainable change and prevent your company from periodically falling out of the race, you must stop thinking of yourself and your leadership team as the only source of new ideas. Instead, you must begin to transfer ownership of your company's growth to the next generation of leaders who are closer to the value zone. O
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• •  Dirección Estratégica

    Find Understanding in Misunderstanding: Renewing the Cycle of Change-A Defense of the "Employees First, Customers Second" Philosophy of Management HBS-6007BC-E 

    Nayar, Vineet

    HBSP (USA)

• As author Vineet Nayar, CEO of HCL Technologies, points out, it is probably easier to misunderstand his "employees first, customers second" management
  philosophy than it is to understand it. So in this chapter, Nayar addresses the misunderstandings he hears most frequently as he travels around the world talking about his unconventional approach and how it enabled HCLT, under his leadership, to realize enormous profitable growth-even during the worst of the global financial crisis. Some of the objections he addresses head on: "Employees first, customers second" won't work in difficult times; it isn't necessary in good times; customers will never see its value; it requires large-scale initiatives; it doesn't improve a company's performance. In a narrative rich with anecdotes but reliant on solid business results, Nayar presents a compelling case for creating transformative change, even in a vast global corporation, by turning conventional management upside down. This chapter was originally
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• •  Dirección Comercial

    Alpen Bank: Launching the Credit Card in Romania HBS-4559-E 

    Rangan, V. Kasturi; Yong, Sunru

    HBSP (USA)

• In 2006, the country manager for Alpen Bank in Romania, Gregory Carle, considers whether to recommend the launch of a credit card business. The firm rejected
  the idea several years earlier because of poor economic conditions in Romania. However, Romania is experiencing a period of economic growth after joining the European Union and Carle believes it is time to reconsider the opportunity despite continued skepticism within the company. Carle faces several important decisions before he can present his plan to the head of International Consumer Businesses. He must decide whether to launch a credit card business in Romania, how to position the credit card, and how to acquire new customers most effectively. This case is appropriate for use in the product policy module of a general marketing course, in a new product course, or in a services management course. Students are required to complete a quantitative assignment as part of case analysis.
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• •  Dirección Comercial

    CEIBS: A Global Business School Made in China HBS-510088-E 

    Liu, Shengjun; Quelch, John A.; Velamuri, Rama

    HBSP (USA)

• To maximize their effectiveness, color cases should be printed in color. President Zhu Xiaoming, Executive President Pedro Nueno, Dean Rolf D. Cremer
  and Co-Dean Zhang Weijiong, of the China Europe International Business School (CEIBS), were sitting in the boardroom of the Shanghai campus in February, 2009. They made up the Management Committee (MC) of the school, and were preparing for a press conference to announce that the CEIBS MBA program had been ranked 8th in the world and 1st in Asia in the 2009 Financial Times Global MBA Rankings. This was the first time the program had been ranked in the world's top 10, a remarkable achievement considering that CEIBS had been founded just 15 years ago.
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• •  Dirección Comercial

    The Shubert Organization: The Show Must Go On M-1232-E 

    Alex, Maria; González Rodríguez, Jorge; Villanueva Galobart, Julián

    IESE (España)

• In January 2009, Bob Wankel sat in his office at the historic Sardi's building on 44th Street, New York, as he considered the challenges ahead: several
  Broadway shows were closing, and a severe economic downturn threatened future productions. Many were calling for changes in the theater industry, and the Shubert Organization (where Mr. Wankel had worked for 33 years) had recently lost its Chairman, Gerald Schoenfeld. As the firm's new President and Co-chief executive officer, Mr. Wankel considered how he and newly named Chairman and Co-chief executive officer Phil Smith would navigate the firm through this turbulent time. Would they proceed in the same direction as their predecessor? What decisions would they need to make regarding the selection of shows, production, pricing, distribution and audience development?
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• •  Dirección Estratégica

    Shanzai! MediaTek and the "White Box" Handset Market HBS-610081-E 

    Chien, Chen-Fu; Shih, Willy; Wang, Jyun-Cheng

    HBSP (USA)

• The term "White Box" is often used to describe products without a brand name. Such products are assembled from standardized parts, and they became a very
  popular category of desktop PCs. Hsinchu, Taiwan based MediaTek is a fabless semiconductor company that unleashed a white box market in mobile phone handsets by offering an innovative "complete solution" for 2.5G and 2.7G handset manufacturers, dramatically lowering the barriers to entry into the business. Besides enabling many Chinese branded manufacturers to enter the business, the grey market in components unleashed a complementary market of "Shanzhai" makers. Together these firms captured a significant fraction of the China market, as well as exports (both legal and grey) to 102 countries. CEO Ming-Kai Tsai is faced with the question of the best growth path. While multiple tier one handset makers are dismissive of MediaTek, perhaps because of its role in enabling the Shanzhai, the company's offerings have enabled an "army of ants" to
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• •  

    IESE Insight. Issue 4. First quarter 2010 REV-4-E 

    IESE Insight

    IESE (España)

• This edition of IESE Insight review provides game-changing strategies for managers to innovate their business models, which not only generate profit
  and growth, but can even end up fundamentally reshaping an entire industry and redistributing a lot of money in the process. Articles by IESE¿s Joan E. Ricart and Fabrizio Ferraro distill lessons from history, using the examples of video games from the ¿70s to today, and of how Lew Wasserman shook up the Hollywood studio system between 1939 and 1965. Articles by Adrian Ryans of IMD, on the low-cost revolution, and by Thomas W. Malone of MIT, on organizational change, underscore how business model innovations need to be systematically pursued, appropriately supported and explicitly managed by organizations. Other globally recognized authors featured are: R. Edward Freeman of Darden, posing an exercise for managers to stretch their moral imaginations; Bruno S. Frey of the University of Zurich, sharing new research on what makes people happy; and IESE¿s Guido Stein and Javier Capapé, attempting to explain the factors behind the failure rate of CEOs. Other articles touch on the growing appetite for cloud computing. IESE¿s Josep Valor urges CIOs to consider it as a cost-cutting option, while Jan Muehlfeit, Chairman of Microsoft Europe, signals that the software giant¿s stance toward the open-source movement is changing. There¿s also a business case on Puma, with leading executives proposing when it is the right time to partner and with whom. And an interview with plane crash survivor Nando Parrado, who uses his gripping testimony to demonstrate how people going through even the worst of crises may summon the resources from within themselves in order to survive.
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