...December 8, 2014 Case Review HOW the best indian companies drive performance by investing in people Leadership Practices vary across cultures. This case study from the Harvard Business Review highlights the ways leaders of high performing Indian companies focus their time and energies. The findings are based on interviews of 105 leaders from 98 of the largest Indian-based companies across various fields. The finding of the study are very stark and intriguing. Unlike the CEOs of Western companies, who often claim that cleverness at the top coupled with skills in financial markets, mergers or dealing making is a key determinant of success, Indian leaders point to the motivation of their people, their biggest assets. The Indian managers/CEOs invest in their employees and give importance to their quality, skill improvements, retention etc. The Leadership style of Indian CEOs find echo in the words of Mr. S. Ramdorai, the former head of Tata Consultancy Services, when he said of his company’s success,“It’s all about human capital at the end of the day.”. The authors of the case also find that Indian business leaders emphasize upon the social mission of their work. According to them Indian business leaders regard Corporate Social Responsibility (CSR) as a key part of social mission and employee motivation. Achieving CSR targets is monitored regularly by 40% of Indian companies while only 17% of US companies report regularly paying attention to this goal. Most of the western...
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...service offering - Form strategic partnerships with other companies so they could jointly offer more value and end to end services for customers. * Phase 3 – Innovation change the business model, 50% of revenue would come from service that did not exist in 2005 - Remove the silos - Encourage Collaboration (everyone working towards the same goals) * What are the key external conditions impacting HCL Technologies? * Indian government began to deregulate, multinationals like IBM returned adding more competition. * Customer wanted competitive advantage such as global IT Leader transforming themselves into service delivery businesses. * Companies were increasingly offshoring recoding and application development work to India to take advantage of lower costs * Given these internal and external environments how did Vineet Nayer (the CEO) use people management to drive performance? * Making Employees “first, customer second” approach- Employee First’ is a management approach, proposed by HCL’s CEO, Vineet Nayar. It aims to turn the organisational pyramid upside down and make management accountable to the people who create the value – the employees. * Change Business model (structure and systems) to align to big deals strategy - Created 5 Line of Business LOB (Lines of Business) Vertical towers as opposed to geography * Commence conceptual thinking for business finance department - Started a second finance group that would...
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...COMPETITOR HCL CASE STUDY Submitted to Prof. Rahul K. Mishra Prof. Anomitro Bhattacharyya Mr. Dinesh Kumar INTRODUCTION HCL was founded by Shiv nadir in 1976. Through Nadar’s sophisticated R&D capabilities it took the lead in Hardware market. Nadir was receiving international recognition for his ability to spot technological trends early and capitalize them. Vineet Nayar, President of HCL joined the company in 1985 as a senior management trainee and later founded HCL Comnet, IT Infrastructure and Networking Business. HCL had golden years till 1980 after that the company’s growth started declining. The company ignored the changing trends of the industry. In 2005, Vineet took the lead of the company and invented the corporate strategy called “Employee First and Customer Second”. ISSUES OF HCL * Government of India deregulates the policy of MNC’s entering into the market. IBM returned to India * Changing Trend in customer demanding IT services * The nature of service industry was changing * Within the organization employees were working in Silos * Huge challenges in Sales and Delivery Groups * HCL was no longer the place where employees wanted them to get associated with. * Company was focusing on small time engagements PORTER’S FIVE FORCE MODEL OF HCL Threat of New Entrants There is a very high risk of threat of new entrant. Companies like Acer,...
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...991 - HCL Technologies Limited was originally incorporated on 12th November, as "HCL Overseas Limited". The certificate of commencement of business was received on 10th February, 1992. On July 14, 1994, the name of the Company was changed to "HCL Consulting Limited". The Company changed its name to "HCL Technologies Limited" on 6th October 1999 to better reflect the line of activities of the Company. - HCL provides new technology development services to its clients. 1996 - The 50:50 joint venture with Perot Systems Corporation in the year, provided access to high value client base of Perot Systems. - The Company has one of the largest software development infrastructures in India. This state-of-the-art infrastructure, which comprises seven software factories, is designed to take advantage of the high productivity and scalability as well as the relatively lower cost of software development in India. 1998 - The Company started addressing the markets in Europe and Asia Pacific. - The company has a rich heritage in technologies like the Internet and e-Commerce, networking and internetworking, Internet telephony, telecom, embedded software, ASIC/VLSI design and testing, satellite communication, wireless communication and component based object technologies like COM, DCOM and CORBA. - The Company has the capability to work with a wide variety of computing platforms ranging from Open Client Server systems comprising all flavors of UNIX, Microsoft platforms, AS/400...
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...Engineering and R&D Services, Enterprise Application Services (EAS), Enterprise Transformation Services, Infrastructure Management Services (IMS)and BPO. HCLT delivers solutions across banking, insurance, retail and consumer, aerospace, automotive, semiconductors, telecom and life sciences sectors. Its well-established infrastructure management practice, combined with recent acquisition of Axon, provides significant cross-selling opportunity, which could help HCLT win some of the large size deals. At CMP, the stock is trading at 15.5x FY12E and 12.3x FY13E earnings. We recommend a buy with a price target of `587 i.e (15x FY13e Adj. EPS of `36.62 + value of investments per share of ` 37.5). KEY HIGHLIGHTS ■ HCLT grew faster than Industry: Indian IT exports grew at a 5-year CAGR of 23% from $18bn in FY2005 to $50bn in FY2010. HCLT revenues grew at a 5-year CAGR of 29% from $764mn in FY2005 to $2705mn in FY2010. ■ Axon acquisition adds value: Prior to the acquisition of Axon in 2008, about 11% of HCLT’s revenue came from EAS. With the acquisition of Axon, HCLT’s revenues from enterprise solutions increased to more than 20%. ■ Gaining market share in ADM & IMS space: HCLT’s performance has been particularly strong in deals with bundled ADM and IMS. With the rising traction in restructure/renewal of global outsourcing deals in ADM and IMS, we expect the company’s deal flow to remain strong giving boost to overall revenue. ■ Multiple levers for margin expansion: Falling profitability...
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...HCL employees than products or services. 2. To what extent did Vineet Nayar follow the change models proposed by Lewin and Kotter? Explain. Vineet Nayar ... The Case Of The Software Proposal Term Paper 741 - 760 www.termpaperwarehouse.com/subcategory/the-case...proposal/38 2. To what extent did Vineet Nayar follow the change models proposed by Lewin and Kotter? Explain. Vineet Nayar followed the change models... Save Paper ... Forces Of Change At Hcl Technologies Vineet Nayar Free Essays 1 ... www.studymode.com/.../forces-of-change-at-hcl-technologies-vineet... 20+ items – Free Essays on Forces Of Change At Hcl Technologies Vineet ... Vineet Nayar Vineet Nayar is the vice chairman and CEO of HCL ... Hcl Technologies pioneering efforts of its president, Vineet Nayar, HCL ... Vineet Nayar - Harvard Business Review blogs.hbr.org/hbr/nayar/ Feb 18, 2013 – Vineet Nayar is vice chairman HCL Technologies Ltd, an India-based ... Or are you asking only because you think that's the right thing to do? [PDF] kre29368_ch18_528-56.. auth.mhhe.com/qa/connect_docs/.../kre29368_ch18_528-564.pdf File Format: PDF/Adobe Acrobat - View as HTML Dec 7, 2011 – Describe Lewin's change model and the systems model of change. LO.3. Discuss ...... Kotter proposed an eight-step process for leading change (see. Table 18–1 ) ...... To what extent did Vineet Nayar follow the change models ... Results for similar searches...
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...Analysis of Leaders in Innovation Introduction Innovation, is a term used to describe new ideas and new beginnings. One who introduced this concept to a failing organization, was an innovative leader named Vineet Nayar. In 2007, Nayar was named CEO of IT Services and Outsourcing Firm HLC Technologies. With his strategic vision and global outlook, he catapulted the then dismal firm into the leader of the organizational pack in a short amount of time. In the beginning of Nayar's 2010 article "A Maverick CEO Explains How He Persuaded His Team to leap into the Future”, he describes his appointment as President of HLC technologies as a “leap to safety.” (Nayar, 2010) It became apparent that there was something he needed to do to change the interface of this company. He began to create a vision, but knew that it would not take place without some major adjustments. Vineet formulated the” employee first, customer second approach” and took HCL to be one of the most successful IT outsourcing businesses in the world. It worked magic at HCL and the company created 34% percent revenues even at the time of turbulence (sparks.wisdomjobs...
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...Building an Innovative Organization The president of HCL Technologies, Vineet Nayar started with the company in 1985 as a management trainee, working his way up through the company as president. Through Nayar’s pioneering efforts, he is putting into place a series of small changes that will have a potentially dramatic effect on how employees in the company work. In order for Nayar to deliver on that promise, he realized he needed to make changes inside the company. Nayar’s focus was to create an innovative company. Nevertheless, he was unable to do that without making sure that the internal organizational structure was innovative. Nayar’s objectives were to, reverse the pyramid and place the power in the hands of his employees, making managers accountable to their employees, instead of the employees accountable to their managers. Although his methods may be considered unique, drastic, and definitely risky, he had a few principles that would shape the changes, he was putting in place (Employees First, 2007): • Employees first and the customer second, was that of Nayar’s thoughts and that of spoiling the employees would make them believe that HCL was a great company to work for, his return would be that the employees would then deliver value. (Employees First, n.d.) • He also believed that simplicity would reduce the gap between a manager and their employees. Nayar wanted to reduce the restriction of information flow by setting up artificial borders between...
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...Case Analysis: HCL transforming itself to compete with the Big IT Services Firms The underlying issue for HCL Technologies was how to achieve even better growth than it already was and to find a way to compete with the larger IT services firms. HCL’s CEO, Vineet Nayar believed if he could transform the way his company thought and behaved he could continually improve HCL. He wanted a company that continued to get better and evolve. He created this by changing the way people think and by leading by example, creating results through change in philosophy, change in transparency and change in what the companies actual product was. This organizational change was actually a change in behavior that was carefully crafted through a positive and reinforced change in culture and mindset. Vineet’s problem was how to accomplish this while he already had a successful company growing already. He was willing to take the chance to grow his company though change while most CEO’s would have sat back and enjoyed their thirty percent annual growth. Vineet understood that even though they had a good growth number that his company still lagged behind the larger IT companies and he wanted to make sure HCL reached that same level or better. Utilizing Lewin and Kotter’s models for change he was able to enable his employees the opportunity to become the focal point of his plan of change. He was successful because he championed the change, created plans and allowed his employees the opportunity...
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...What is innovation? The basic definition is the act of introducing new methods, ideas or products. When thinking about innovation, we have to think about innovative leader Vineet Nayar and how he introduced this concept to HCL in 2007. His strategic vision and global point of view propelled the then gloomy firm into the leader of the industry in a short amount of time. Factors in the global environment that influenced Nayar’s need to create a more innovative organization. Vineet Nayar was appointed CEO of HCL Technologies, an IT services provider at a moment when the company, although it was presenting revenue growth, it was losing market share and mindshare. Nayar (2010) mentions how the competitors were growing at a rate of 40% to 50% a year, while HCL was growing at a rate of 30%. The IT services industry was changing rapidly. Customers wanted long term partners that would provide end to end services. These factors alongside the traditional pyramid organization that HCL had influenced Nayar to transform the company into what was known in 2009 as India’s best employer. The company was able to triple their annual revenue and double their market share. Nayar embrace the culture of Employees First Customers Second, this practice was about alignment towards a common goal and making sure everyone is involved. An engaged organization is one where people are aligned towards the organization’s goal, and where management is in the business of making sure they have the tools...
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...Analysis of Leaders in Innovation Capella University Introduction Innovation is a term used to describe new ideas and new beginnings. One who introduced this concept to a failing organization, was an innovative leader named Vineet Nayar. In 2007, Nayar was named CEO of IT Services and Outsourcing Firm HLC Technologies. With his strategic vision and global outlook, he catapulted the then dismal firm into the leader of the organizational pack in a short amount of time. In the beginning of Nayar's 2010 article "A Maverick CEO Explains How He Persuaded His Team to leap into the Future”, he describes his appointment as President of HLC technologies as a “leap to safety.” (Nayar, 2010) It became apparent that there was something he needed to do to change the interface of this company. He began to create a vision, but knew that it would not take place without some major adjustments. When one thinks of innovation, it is a term used to described new ideas and new beginnings. One who introduced this concept to a failing organization, was an innovative leader named Vineet Nayar. In 2007, Nayar was named CEO of IT Services and Outsourcing Firm HLC Technologies. With his strategic vision and global outlook, he catapulted the then dismal firm into the leader of the organizational pack in a short amount of time. Vineet formulated the” employee first, customer second approach” and took HCL to be one of the most successful IT outsourcing businesses in the world. It worked magic at HCL and...
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...A Brief History of Indian Motorcycle America's love for the motorcycle began in 1900 with bicycle racer George M. Hendee and engineering wizard Carl Oscar Hedstrom. In 1901, the partners unveiled their first creation, the 1901 Single. The trade name chosen for their innovative machine would signify "a wholly American product in pioneering tradition". The name was Indian. 1910-1919 By 1911, Indian riders hold every American speed and distance record. In 1914, over 3,000 employees work on a 7-mile long assembly line in Indian's 1-million square foot Springfield, Massachusetts plant. Racing activities are suspended in 1916 as the company supplies the war effort with 41,000 machines. 1920-1929 In 1923 the company is renamed Indian Motocycle Company, dropping the "r" in "motorcycle". It's a decade of growth for the Indian model line, starting with the revolutionary 1920 Scout and followed by the 95-mph Chief, the even more powerful Big Chief, the lightweight Prince, the awesome 4-cylinder Four. The 1928 101 Scout becomes the machine of choice for "wall of death" stunt riders. 1930-1939 The Art Deco era hits the Indians adorned in a full range of Duco colors, two-tone designs, pinstriping, and decals. Two new lightweight models debut in 1932, the Motoplane and the Pony Scout. "Iron Man" Ed Kretz, aboard a Sport Scout, laps the entire field in his win at the 1937 inaugural Daytona 200. With the onset of World War II in 1939, the focus again shifts to providing the...
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...1) Online auctions: We believe it’s high time that we embrace the technology and make a transition to internet auctions. Develop an online platform through which growers can sell their products and buyers can purchase them. Both of them will be charged a 0.1 % of transaction amount. This will not only bring in additional revenue but also make the whole process of buying and selling a lot easier. These are the financials involved. We estimate that online portal will cost us around $3 million. With the revenue that we will generate from it, cost of portal will be covered in 341 days. 2) Service Customization As per the recent trend, many clients don’t want full range of auction services. Hence sometimes they bypass auctions and directly contact growers. Taking this into account, we have decided to offer clients what they want. Auctioneers will offer services in the form of bundles. Clients can customize their bundles as per their needs. 3. Situational Analysis 3.1. SWOT Analysis Strengths: * Rich heritage ( Considered America’s original motorcycle company) * Strong brand equity because of snowmobiles and off-road vehicles * Strong supply chain and distribution channel of parent company (Polaris): Polaris' marketing activities are designed to promote and communicate directly with consumers as well as to assist the selling and marketing efforts of its dealers and distributors. The company provides and advertises discount or rebate programs...
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...mangers and policy makers of motorbike industry,helping them to analyzing the factors which are affecting while driving their industry to different countries of the world. Throughout the last few year,the acronym PESTLE has been suffering a numbers of changes,but it seem to be the most important factor which is helpful for decision-makers of royal-Enfield to analysis the current situation of the that country where industry expands.There are six factors which are influencing PESTLE analysis. Political factors include areas such as taxation policy, law labor of law,transportation problems and stable political environment. Furthermore, governments have great influence proposal that limit number of motorcycles being sold in the country because Indian currency changes everyday with the comparison of UK pounds.The changes of currency means the changes of price of products and demand of product like royal Enfield are also changes which means recession are enter into the market so UK government take some steps to solved the this problem.Royal Enfield sales would affect by this issue.Furthermore UK consumers pay higher pre-tax prices for Motorbikes than anyone else in the Europe.Government is keen to attract foreign firms to invest in UK. Economical factors include economical stability,rate of interest,currency rate[market Recerch report{2013}] . These are factors which puts impacts on the operation of business and accrucul decisions. This is because the rate of interest and the currency...
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...Management Research in India: Roughly between March and June, business schools carry a vacant look. The first-year-going-on-second-year MBA batch leaves for its summer internships to the corporate world whereas the faculty gets temporary relief from teaching and can concentrate on the other vital role incumbent on them — management research. This essential mandate of a b-school to pursue knowledge creation has largely been overlooked by the public eye amidst the expression surrounding placement salaries and admission cutoffs. It provides a guide to what various leading academics think about their subject, explains why it is a topic of debate and provides some background to what you will be learning on your Masters’ or diploma course. It identifies the potentially significant contributions that can be made by Masters’ students to management knowledge through carrying out research projects, and discusses the need for a critical approach in all management research and thinking. • Mass Market: A mass market can be defined as a term used for the largest group of consumers for a specified products. A mass market is broad in nature and is not categorized by demographics. Mass market is the extreme opposite of niche markets. To explain a mass market, it can simply be compared with a niche market. A niche market is one where a very small market segment exists. Example – Tractors are a niche market. They are applicable only to agricultural lands But a mass market on the other hand...
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