Vineet Nayar

identified through a study on the behaviors that top innovators engage in. In this analysis, an in-depth review of an article by Vineet Nayar, the former CEO and vice chairman of HCLT will help to identify how discovery skills, were used to create an innovative organization. As a newly appointed president of the Delhi-based IT services provider HCL Technologies (HCLT), Vineet Nayar found himself in a difficult position to either stick with the current norms of his organization or take a leap towards greater

* Readings In your Leading Organizations textbook by Hickman, read: * In Part 1, "The Environment of New Era Organizations": * Chapter 1, "Inevitable Strategies," pages 4–13. * Chapter 3, "Creating the Environmentally Aware Organization," pages 21–36. * Chapter 4, "How to Make Sense of Weak Signals," pages 37–4 7. These chapters provide you the large analytical tools and terminology to collect and analyze trends. In the Capella library, read:

Abstract Vineet Nayar is a charismatic leader that utilized disruptive innovation to improve HCLT in the IT industry. The rapidly changing IT industry was trending in the global environment. Although HCLT was increasing revenue it was not increasing their market share. To transform HCLT into a market competitor Nayar utilized associating, questioning, observing, networking and experimenting to reach and accomplish HCLT's success. However, Nayar neglected the market status in the beginning of

picture of a successful innovative leader. Nayar is the only name which comes to mind when talking about innovating leaders. When Nayar become in charge of HLC, He envisioned his company becoming one of the biggest successful IT companies in the world. By applying an employee first, consumer second approach and was all applying discovery skills in the form of networking, observing. Nayar transformed HLC. In this paper, I will analyze the trends and skills that Nayar used to influence and create corporate

Abstract In this paper, an analysis will be made about the innovative leader Vineet Nayar, a former CEO of HCLT. This paper examines and describes his leadership techniques within his organizations. In this paper, I will analyze the global trends that influenced the need for Nayar to create a more innovative organization. Also, this paper will introduce the five discovery skills and assess Nayar’s use of them as an innovative leader within his organization. Lastly, I will make recommendations

and society. In order for organizations to stay fresh and up to date they need individuals who are able to innovate and inspire new products or ideas. CEO of HCL Technologies, Vineet Nayar, is most notably known for his

Introduction Nayar is the only name which comes to mind when talking about innovating leaders. When Nayar becomes in charge of HLC, He envisioned his company becoming one of the biggest successes IT companies in the world. By applying an employee first, consumer second approach and was all applying discovery skills in the form of networking, observing. Nayar transformed HLC. In this paper, I will analyze the trends and skills that Nayar used to influence and create corporate culture, sparking innovation

Using an exercise called Mirror Mirror, HCL CEO Vineet Nayar proved to his employees that internal forces existed that required an organizational response. With this technique, Nayar forced his employees to talk honestly as they saw the truth of their business environment. This enabled him to learn, for example, that most employees knew the financial status of their incumbent projects, but had little participation or insight into the performance of other teams or even the entire company. As further

The purpose of this paper is expanding Fullan’s model and connected to my final project theme. The six magical secrets: • “Secret 1. Love your employees; • Secret 2. Connect peers with purpose; • Secret 3. Capacity building prevails; • Secret 4. Learning is the work; • Secret 5. Transparency rules; and • Secret 6. System learn.” (Fullan, 2012). Implementing these six secrets by collaborative leaders utilizing the collaborative facilitation skills will open the doors to achieve

on Entrepreneurial organisation and HRM, leadership style, motivation and satisfaction, and human capital advantage, it is argued that the inclusive style (combination of Transformational, Situational and Servant Leadership) of leadership of Mr Vineet Nayar, former CEO HCLT, had influenced and transformed the human resource management practices at HCL into a high performance work system (HPWS). The employees were empowered and motivated by HPWS and created human and social capital in the firm. This