...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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...MANAGEMENT CASE describes a real-life situation faced, a decision or action taken by an individual manager or by an organization at the strategic, functional or operational level HCL: Facing the Challenge of the Laptop Market Jaydeep Mukherjee and Mahalingam Sundararajan M r. Ajai Chowdhry, Chairman and CEO at HCL Infosystems Limited, a major technology hardware player in India, was pondering upon the company’s marketing strategies to build its laptop sales in 2010-111. Driven by powerful and sustained marketing campaigns by the multinational companies (MNC), namely Dell and Acer, during 2009-10, the laptop market had witnessed tremendous growth. Dell’s 1,500 million Indian Rupee (INR) marketing initiative had catapulted it from the fifth position (in terms of sales revenues) in 2008-09 to a second position in 2009-10 in the Indian laptop market2. Similarly, Acer had gone on a marketing and distribution blitz that catapulted it from No. 6 to No. 3 in the market, thereby more than doubling its market share. The reason for this sustained effort by the players could be attributed to the major structural changes that were taking place in the rapidly growing Indian computer marketplace. Traditionally, consumers preferred desktops due to lower costs. However, in 2008-09, consumer preference started shifting to laptops because of the mobility advantage and the falling prices of laptops leading to an exponential growth of the laptop market. Households accounted...
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... Sign in Screen reader users, click here to turn off Google Instant. About 493 results (0.29 seconds) Search Results John Kotter s Eight Stage Change Model Free College Essay 301 ... www.termpaperwarehouse.com/.../john-kotter's...change-model/16 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...
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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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...addition to innovation it is also important for companies to recognize global trends when devising a strategy for innovation. This paper will discuss the global trends related to the Nayar article to create a more innovative organization as it relates to the five discovery skills. It will also discuss recommendations for improvement of the use of the discovery skills. Influence of Global Trends In the article “A Maverick CEO explains how he persuaded his team to look into the future”, Nayar was appointed president of the Delphi based IT services provider HCL technologies. When Nayar was appointed he knew that he had some challenges ahead of him. There were some challenges that the global economy was experiencing at that time and he had to find a way to make the company successful despite its adversities. Nayar noticed that its competitors were growing at 40% to 50% a year and the IT services industry was rapidly changing. Although HCL Technologies were growing at a rate of 30% they were still behind in the industry related to other organizations in the industry (Nayar, 2010). Technology was going through many changes also due to newly and highly valuable technologies that...
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...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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...been growing vary to a great extent. Even in terms of future guidance, one company hovers around 6-10% vis-a-vis another at 17%. Volatility has seeped into this industry. It is becoming increasingly difficult for the investors to invest in any of the companies, thanks to the sinusoidal growth of some of the bellwether IT companies. An investor needs to do an in depth analysis of the business model being followed by various companies. I need to look into their target geographies, service lines and industries. Scrutinising these parameters along with the valuation of the respective stocks will give a better idea about the future prospect of these companies. In this research, I have taken top four Indian IT companies- TCS, Infosys, Wipro and HCL. An in-depth analysis of each of the companies is done. I have looked into various domains of the companies. IT industry has many service lines- IT Services, Consulting, Products & Platforms. Place - Mumbai Date – 04/06/2013 Vaibhav Jha 2 Acknowledgement I take this opportunity to express my profound gratitude and deep regards to my guide Mr.Vinit Bolinjkar (Head, Equity Research) for his guidance and constant encouragement throughout the course of this project. I am highly indebted to Mr Chintan for his guidance and support in understanding the working of...
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... 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.com). Key insights from his approach were: 1.) Be transparent – share information, show you have listened, be consultative 2.) Be inclusive – talk with people, ask their opinion and listen and 3.) Look for positive change when things are good (don’t wait until the first signs of trouble). Nayar's need to create a more innovative organization. HCL’s new CEO, Vineet Nayar, knew that the...
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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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...Abstract In this paper, an analysis would be conducted pertaining to Vineet Nayar, successful CEO of HLC technologies. The analysis will highlight the skills and behaviors of this leader and others and how they prepare their organizations to be more innovative. Not only will this paper highlight the global trends that influenced Nayar to create a new, innovative organization, but also will use the model of assessment that will be used is based on the five discovery skills from the “DNA Disruptive Innovators” of Dyer, J. H., Gregersen, H. B., & Christensen, C. M. (2011) Innovator’s DNA, how did Nayar use these discovery skills to create an innovative organization and what recommendations that Nayar can use to support and encourage an innovative organization. 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. First, this analysis will take a deep look into the strategic vision and global outlook that Nayar used to catapult HLC Technologies. Also, the analysis will introduce the five discovery skills and how Nayar used these skills to create this organization and what steps he needs to take to continue...
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...* What was the strategy and culture of HCL Technologies in 2005? Focus on three phase strategy focussed on value centricity: * Phase 1 The company had to move up the value chain - Differentiate themselves and start going for larger , more complex engagements, * Phase 2 - Move from just Infrastructure and software business services to multi 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...
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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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...HCL Technologies Ltd. HCL Technologies Ltd. (HCLT) is a leading global IT services company offering various services in Application Development & Maintenance (ADM), 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...
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...Paulla Fowler Message to Prepare for Future Challenges March 11, 2012 MBA 6006 Nayar at HCL Technologies prides himself and his office on being transparent. They encourage their employees to be responsible for their actions: Through the value portal where employees and customers collaborate together to develop new innovations. With the improved use the of Blue Print portal for the main managers peer-to-peer reviews to create new innovations. To the various forms of internal and external messaging used on a local bases to improve overall employee passion and customer satisfaction. In 2006 the CEO had recast the role of his office and transferred the responsibility for change on to his employees for many initiatives. One example is that of the value portal. The company wanted to change the relationship with their customer by enabling them to be more responsible for their partnership with the company. Nayar wanted his customers to be actively involved while also challenging his employees to go beyond their defined roles and responsibility. He accomplished this by creating a portal that could be used between customers and employees. This portal the “Value Portal” allowed customers to evaluate and rate the new ideas that HCLT employees generated. The portal was very successful and hundreds of HCLT customers join and thousands of ideas were generated with a potential savings of hundreds of millions of dollars(Nayar, V. 2010) . With this success Nayar felt his employees...
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...Timyra L. Carter November 10, 2015 Introduction A global trend is a general development or change in a situation that affects many countries of the world. Innovation is a creative idea, process or product. The two together are a powerful team. Without one or the other a company is likely to fail. Global trends provides direction for a company and affects the company’s strategic plans for the future goals. The purpose of this paper is to analyze and identify the global trends that influenced the need for Vineet Nayar, former CEO of HCL Technology, to create a more innovative organization, explain the relationship between the global trends and Nayar’s role as a leader of innovation, evaluate Nayar’s use of the five discovery skills and make recommendations for improvement of Nayar’s use of the five discovery skills. When Nayer was appointed as president of the Delhi-based IT services provider HCL Technologies he had many challenges. Even though HCL Technologies revenue was growing by 30% a year, it was losing market share and mindshare and its competitors were growing at the rate of 40% or 50% a year (Nayar, 2010). The IT service industry was changing rapidly, customers didn’t want to work with an undifferentiated service provider that offered discrete service; they wanted long term partners that would provide end to end services (Nayer, 2010). Within four years Nayar was able to triple the company’s annual revenues, doubled its market capitalization, ranked as India’s best employer...
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