ANALYSIS OF LEADERS IN INNOVATION
Courteney A Boles
LEADING INNOVATION IN THE GLOBAL ORGANIZATION
AUGUST 4TH, 2013
155 W Tisbury Lane
Pooler, Georgia 31322
Telephone: (912) 272-0635
Instructor: Steve Manderscheid
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 shaping HLC into a more innovative company.
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 take change the interface of this company. He began to create a vision, but knew that it would not take place without some major adjustments. He therefore used his global outlook to create a plan that would change and create an innovative organization.
One of the global trends that became majorly popularized by Nayar was the inverting of the organizational pyramid structure. Nayar describes in his 2010 article, that it became highly important that the managers became more accountable to the employees; “if we could turn the organization upside down, so that senior management—the heads of enabling functions such as human resources and finance and even the CEO— could become accountable to employees” (Nayar, 2010). With this idea, he began to see an increase in collaborative effort and trust with his employees, that ultimately created his EFCS, (Employees First, Customers Second) approach, which is now popularly encouraged by Nayar as a principle to be used by other organizations for improvement in innovation.
Nayar also catered to the global trend of the internet. There is a new breed of employees that shun away from the traditional hierarchy and adapt new concepts and ways of getting ideas for the creation of new products and services. This generation is now known as the “internet generation”, a generation who wants more innovation, collaboration, and more value in a company. Nayar used this generation to propel his company wide meetings called “Directions” and his smart service desk. This desk was an “online system that allow[ed] anyone in the organization to lodge a complaint or make a suggestion by opening a ticket.” The ticket would then be read by management and once answered, the employee would then rate the answer from unsatisfactory to satisfactory. It not only resolved issues but it also made higher management...
References: Dyer, J., Gregerson, H. & Christensen, C.M. (2011). The Innovator’s DNA, Boston, MA: Harvard Business Review Press
Nayar , V. (2010). A maverick ceo explains how he persuaded his team to leap into the future. Harvard Business Review, 110-113.
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