Vineet Nayar is walking into unchartered territory and scaling new heights. Nayar, who in 2006 shocked his company's 330 global customers by proclaiming that for him, "employees come first, customers second," setting the stage for the company's transformation and its growth from $750 million in revenues to over $4 billion today.
Vineet Nayar has been variously described as the "next Peter Drucker," "Henry Foyel" and "Maverick CEO" of the "world's most modern management"—descriptors that provide an apt testimony to his unconventional management philosophies, radical outlook, brutally honest viewpoints and a career report card that consists of incubating a billion-dollar company and turning around a global IT services major with 600% growth in market cap and 500% growth in revenues.
By way of introduction, Nayar is the former CEO of HCL Technologies and founder of Sampark Foundation. He is also author of the highly acclaimed management book, Employees First, Customers Second: Turning Conventional Management Upside Down,which has sold 100,000+ copies worldwide.
But perhaps his best introduction has been cited in the "Thinkers50 2011/12 List" wherein he has been highlighted as the only "practitioner thinker" in the world. His radical ideas—whether they were about making his appraisal visible to the entire company as a CEO or inverting the organizational structures to make management accountable to employees or the need for employees to be put ahead of the customers—have all been executed with success in an 80,000+ employee-strong global company thereby ensuring a practicality of thoughts. Today, his innovative management practices are being taught as a case study at both the Harvard Business School and London Business School, and he has been widely lauded, including a recent inclusion in FORTUNE magazine's first-ever global "Executive Dream Team."
Vineet Nayar is walking into unchartered territory and scaling new heights. Nayar, who in 2006 shocked his company's 330 global customers by proclaiming that for him, "employees come first, customers second," setting the stage for the company's transformation and its growth from $750 million in revenues to over $4 billion today.
Vineet Nayar has been variously described as the "next Peter Drucker," "Henry Foyel" and "Maverick CEO" of the "world's most modern management"—descriptors that provide an apt testimony to his unconventional management philosophies, radical outlook, brutally honest viewpoints and a career report card that consists of incubating a billion-dollar company and turning around a global IT services major with 600% growth in market cap and 500% growth in revenues.
By way of introduction, Nayar is the former CEO of HCL Technologies and founder of Sampark Foundation. He is also author of the highly acclaimed management book, Employees First, Customers Second: Turning Conventional Management Upside Down,which has sold 100,000+ copies worldwide.
But perhaps his best introduction has been cited in the "Thinkers50 2011/12 List" wherein he has been highlighted as the only "practitioner thinker" in the world. His radical ideas—whether they were about making his appraisal visible to the entire company as a CEO or inverting the organizational structures to make management accountable to employees or the need for employees to be put ahead of the customers—have all been executed with success in an 80,000+ employee-strong global company thereby ensuring a practicality of thoughts. Today, his innovative management practices are being taught as a case study at both the Harvard Business School and London Business School, and he has been widely lauded, including a recent inclusion in FORTUNE magazine's first-ever global "Executive Dream Team."
Employees First, Customers Second – Unconventional Approach to Organization Transformation
In this session, Nayar will recount the exciting journey of how he and his...
Myth – You Will Be Successful! Creating Magic by Thinking Outside the Box of Reason and Logic
Nayar believes that it is a myth that all who graduate from good B schools or make it to so-called "big" companies, or high-brow teams, will become successful. His analysis has revealed that only 1% of aspirants get to become a CEO of a meaningful company or a startup, 9% almost get there and stop one stage before the final peak and 90% do not get anywhere close to their aspirations and ambitions. It is also a myth, he says, that those who work hard make it big as 99% of people work very...
Managers vs. Leaders – How Do You Make the Transition?
Everybody loves a leader. Everybody wants to be a leader. But only a few actually become one. Every day, thousands of executives and managers in corporate corridors across the globe struggle to make this transition, but very few succeed. While the aspiration quotient for leadership is very high, a practical road map for the journey is still virtually undefined.
Having mentored many high-performance managers in his three decades of celebrated corporate career and having researched on...
3 recommend Vineet
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On-Site
A.S.
This is a note to convey both my personal as well as the entire team's deep appreciation for the extremely engaging and interactive discussion that you had with our 600+ leaders on our 5th Annual Day on 15th June 2013. You truly worked your magic, walking around the huge crowd, provoking them to interact with enthusiasm and peppering the conversation with your trademark humour and thought provoking ideas. Thank you indeed for taking time to be with us on this special occasion and for sharing your insights and wisdom in such a powerful way. Chief Executive, Aditya Birla Group's Financial Services (a Fortune 500 global conglomerate)
On-Site
L.G.
The challenge for any leader is to create a workplace that stimulates creativity and innovative thinking. Vineet speaks from very rich experience that has allowed him to create environments that encourage people to venture into the gap that separates the ordinary from the extraordinary, and encourages people to make what seems impossible - possible.
On-Site
F.D.R.M.F.L..
This is truly my pleasure that we had the opportunity to get access to your rich and broad experience. The participants were really excited and fascinated by the insights you developed as well as convinced by the true-life examples you gave …
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