Why NOT The Best
Transformational Kaizen Teian Leadership
Lead People Manage Risk Grow Your Enterprise

Volume I Issue 3

Employees First Customers Second

2005-2013 Vineet Nayar was CEO 

chief executive officer of HCL Technologies Limited
(Hindustan Computers Limited) expanding
the workforce from 25,000 employees to 100,000 increasing revenue 6 fold in his tenure during the peak of recession, outlined in his 2010 book:

Employees First Customers Second
Management Third

Vineet Nayar’’s bottom-up leadership model of inverting the organizational pyramid, proves you can lead through trust and acceptance, creating an atmosphere where people can thrive maximizing their talent in their effort to make the entire enterprise better. Listening, marketing to employees, as an enterprise growth asset.

“You can catch more flies with honey,
Than you can with vinegar”

More importantly, after leaving HCL as CEO, 

HCL grew an additional Billion dollars in revenue
in one year because of the bottom-up communication procedures in place.

Employees First Customers Second 

is a people oriented frontline growth strategy
where employees can feel good about themselves because they are appreciated for what they
bring to work to solve problems.

“Millions of employees walk through our organizations every day NOT just to get paid,
BUT to be Inspired by the vision you have for them.”

Vineet Nayar realized that HCL is in the business of creating unique value for their customers. By inverting the organizational pyramid HCL uncovered the fortune at the bottom of the pyramid creating unique value in their employee’ client value zone, which increased market share. 


Therefore, studying employing the nonviolent revolutionary principles of Ghandi, Martin Luther King, Jr. Nelson Mandela HCL transformed development through their employees on the “How” axis of innovation. 

Transforming how they treated their employees.

Unhappiness with today in order to create constructive change for tomorrow.
“Diamond cutters are excited by rough diamonds, which they can form into polished diamond.”
The challenge is what matters for a diamond cutter.
What matters to your employees?

How can HCL create a compelling vision of tomorrow that employees feel good about themselves aligned with the enterprise vision of tomorrow?

High-performance teams attempt to do the impossible.

Anonymous 360 degree survey of every one CEO
to janitor published on the web for all to see, so that employees can “own the change they want to see”

Trust. Should they trust you? Do they trust you and your leadership has their best interest? Do you and your enterprise have a vision for them? Does this vision encourage enable enthuse their ambition, pursuit reality? Can you lead through acceptance? Can you lead with love to have tough conversations?

Transform to be the best company in the world
Innovate what we do versus innovate how we do it.
Innovate on the how axis:
How we treat our people?
How you run the company?
Outperform your competition with the same product in the same market

Remember we are in the business of creating unique experiences unique value for our customers.
More unique experiences lead to higher market share.Unique value is created in the interface of the employee/client value zone.

The role of management is to enthuse encourage enable employees to do what employees aligned
to want to do to help the enterprise to grow.

Study non-violent Ghandi MLK Mandela revolutions
Example 1915 GHandi Truth Force, Soul Force comes to Greater India, however it takes 32 years to lead to independence 1947.
How can we compress that time to benefit our enterprise?

Create unhappiness with today.
“Mirror Mirror on the wall I am the ugliest of them all.”
Diamond cutters believe in the challenges of turning rough diamonds into polished diamonds.
So do employees.

Compelling vision of tomorrow
What vision of freedom that inspires them to jump out of their bed and work for your enterprise? What is the enterprise vision and purpose for the employee?

Invert the organization pyramid to inspire them
to do what they want to do aligned with the enterprises vision

High performance teams consider how to do the impossible
Anonymous 360 degree survey CEO, etc. published on the web for all 25,000 employees to see leads to employees owning the change they want to see through happiness, passion, growth

Management by trust
challenges conventional management.

Jeffrey Duquesne CPC
Certified Professional Consultant
LinkedIN.com/in/JeffreyDuquesne
JeffreyDuquesne@ProtonMail.me