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Employees First, Customers Second: Turning Conventional Management Upside Down
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One small idea can ignite a revolution just as a single matchstick can start a fire.
One such idea—putting employees first and customers second—sparked a revolution at HCL Technologies, the IT services giant.
In this candid and personal account, Vineet Nayar—HCLT’s celebrated CEO—recounts how he defied the conventional wisdom that companies must put customers first, then turned the hierarchical pyramid upside down by making management accountable to the employees, and not the other way around.
By doing so, Nayar fired the imagination of both employees and customers and set HCLT on a journey of transformation that has made it one of the fastest-growing and profitable global IT services companies and, according to BusinessWeek, one of the twenty most influential companies in the world.
Chapter by chapter, Nayar recounts the exciting journey of how he and his team implemented the employee first philosophy by:
• Creating a sense of urgency by enabling the employees to see the truth of the company’s current state as well as feel the “romance” of its possible future state
• Creating a culture of trust by pushing the envelope of transparency in communication and information sharing
• Inverting the organizational hierarchy by making the management and the enabling functions accountable to the employee in the value zone
• Unlocking the potential of the employees by fostering an entrepreneurial mind-set, decentralizing decision making, and transferring the ownership of “change” to the employee in the value zone
Refreshingly honest and practical, this book offers valuable insights for managers seeking to realize their aspirations to grow faster and become self-propelled engines of change.
One small idea can ignite a revolution just as a single matchstick can start a fire.
One such idea—putting employees first and customers second—sparked a revolution at HCL Technologies, the IT services giant.
In this candid and personal account, Vineet Nayar—HCLT’s celebrated CEO—recounts how he defied the conventional wisdom that companies must put customers first, then turned the hierarchical pyramid upside down by making management accountable to the employees, and not the other way around.
By doing so, Nayar fired the imagination of both employees and customers and set HCLT on a journey of transformation that has made it one of the fastest-growing and profitable global IT services companies and, according to BusinessWeek, one of the twenty most influential companies in the world.
Chapter by chapter, Nayar recounts the exciting journey of how he and his team implemented the employee first philosophy by:
• Creating a sense of urgency by enabling the employees to see the truth of the company’s current state as well as feel the “romance” of its possible future state
• Creating a culture of trust by pushing the envelope of transparency in communication and information sharing
• Inverting the organizational hierarchy by making the management and the enabling functions accountable to the employee in the value zone
• Unlocking the potential of the employees by fostering an entrepreneurial mind-set, decentralizing decision making, and transferring the ownership of “change” to the employee in the value zone
Refreshingly honest and practical, this book offers valuable insights for managers seeking to realize their aspirations to grow faster and become self-propelled engines of change.
208 pages, Hardcover
First published June 8, 2010
72 people are currently reading
926 people want to read
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Displaying 1 - 30 of 52 reviews
April 16, 2012
I read this book when a person from HCL was going to visit my department for a seminar. They sent information beforehand that the workshop is about this book and that they will also have gifts for all of us.
Well, it turned out to be a gimmick to sell the books. As far as I can remember now the concepts are quite old and you will find almost nothing groundbreaking. Better work is done by Semlar in [Book: Maverick]
Well, it turned out to be a gimmick to sell the books. As far as I can remember now the concepts are quite old and you will find almost nothing groundbreaking. Better work is done by Semlar in [Book: Maverick]
November 12, 2017
Vineet Nayar's turnarond story is one of the masterpiece of evolving nature of corporate stakeholder management. While reading the book the authors story telling and flow makes it more appealing and important. This book is all about emotions and understanding how people behave with the unknown. The best example is probably of a friend you meet after several years and he doesnot recognize you because you have changed so much. You never look into the mirror and think whether you have changed and this question makes all the difference.
Starting as a soul searching activity through checking self in Mirror and identifying the things pulling back in self the author drives the book into the cauldron of corporate reforms. From soul searching to bringing in transparency and a culture of change the author successfully inverts the pyramid and makes the employee the center of all business activity. Whether it is the brightest or the weakest every employee is important. Author talks about empowerment through testimonials, 360 degree feedback and better team building which made the change which HCL needed the most during that period circa 2005-2009.
THe book is all the more relevent today because of the proliferation of stratup and matrix structures and the changing nature of virtual and networked organisations. With the IT sector facing another round of challenges during 2017 and the coming years the next phase of transformations would also be on similar lines. On a philosophical note author note that treating employees as human being with emotions and fears is key to make them work. Change is not so complicated as managing or evolving the culture of change and communicating what to do next.
The book however fall short of just one aspect. A more micro picture of how this employee first feature works. Management thought and learning is ongoing but micro picture of responses and detailed version of changes would make the read more illustrative. THe book is more of good read with bold understanding of how to drive organisations and thinking out of the box.
Starting as a soul searching activity through checking self in Mirror and identifying the things pulling back in self the author drives the book into the cauldron of corporate reforms. From soul searching to bringing in transparency and a culture of change the author successfully inverts the pyramid and makes the employee the center of all business activity. Whether it is the brightest or the weakest every employee is important. Author talks about empowerment through testimonials, 360 degree feedback and better team building which made the change which HCL needed the most during that period circa 2005-2009.
THe book is all the more relevent today because of the proliferation of stratup and matrix structures and the changing nature of virtual and networked organisations. With the IT sector facing another round of challenges during 2017 and the coming years the next phase of transformations would also be on similar lines. On a philosophical note author note that treating employees as human being with emotions and fears is key to make them work. Change is not so complicated as managing or evolving the culture of change and communicating what to do next.
The book however fall short of just one aspect. A more micro picture of how this employee first feature works. Management thought and learning is ongoing but micro picture of responses and detailed version of changes would make the read more illustrative. THe book is more of good read with bold understanding of how to drive organisations and thinking out of the box.
March 2, 2016
Nothing new...
November 13, 2017
I discovered this book while I drove limos/shuttles and picked up a consultant who recommended this book to me. It's a winner! Clearly and warmly exposes the myths of conventional business management and the wastefulness of hierarchy and command and control centered organizations. It's a very simple idea, but almost revolutionary in the workplace, treat your employees well and they will take ownership of their workplace and deliver exceptional performance. In fifty years of living, I have never seen this attempted but yet we all know it's true! Beyond business, this book is about following your own path and going against conventional wisdom and power structures.
May 12, 2020
How inverting the organizational pyramid and building a culture of trust can enable a company to create a passion for customer facing. Change and long term growth.
Written by an Indian tech services CEO and based upon his personal experience, liberally laced with tales from his childhood and what he learned sitting next to someone on a plane etc (I.e. Largely anecdotal)
Some satisfactory stuff about setting points A and B before setting off on a journey and the reasons the pyramid needs to be inverted for today’s knowledge driven economy and Gen Y employees. However, not much of it is really very new and there are few external examples to back up the ideas.
Written by an Indian tech services CEO and based upon his personal experience, liberally laced with tales from his childhood and what he learned sitting next to someone on a plane etc (I.e. Largely anecdotal)
Some satisfactory stuff about setting points A and B before setting off on a journey and the reasons the pyramid needs to be inverted for today’s knowledge driven economy and Gen Y employees. However, not much of it is really very new and there are few external examples to back up the ideas.
July 25, 2021
This short read was a gem of a book! Placing employees above customers inverts the traditional business pyramid. Once I was finished my mindset shifted to developing employees to provide a stellar customer experience. One hang up was Nayars insistence it’s a Gen Y group of employees who bring these fresh new ideas. News flash..it can be anyone!
I loved the example of the everyone writing what they think they viewed in the classroom during an incident. Very insightful
I loved the example of the everyone writing what they think they viewed in the classroom during an incident. Very insightful
February 20, 2018
I liked the discussed concepts and ideas in this book because it was based on practical experience of the author, however, What I didn't like is the showoff part and marketing (i.e. the book can be considered as a PR tool for the company (check out pages from 82 to 85).
In conclusion, it is nice to read it but not a must (for those who are working in Employee/customer experience)
In conclusion, it is nice to read it but not a must (for those who are working in Employee/customer experience)
June 12, 2019
I'm leading an IT services company myself and thus perhaps I could relate a lot but I liked the humbleness and the way with which the book is presented.
There were some good takeaways I could see such as those regarding trust and transparency. I would have loved to see something more concrete but it was designed to be an easy read I suppose.
There were some good takeaways I could see such as those regarding trust and transparency. I would have loved to see something more concrete but it was designed to be an easy read I suppose.
July 3, 2019
I didn't know that something like this has happened around us. I like viewing things in a different perspective and that's what I liked about Vineet's experiments at HCL. Would like to see HCL continue doing what Vineet has started and becoming one of the great example how an organisation can grow by focusing on employees
September 15, 2025
Just what it says, this book turns conventional business ‘wisdom’ on its head and places the employee at the center of all initiatives, which then ensures that employees will deliver superlative customer service. “The role of the CEO is to enable people to excel, help them to discover their own wisdom, engage themselves entirely in their work, and accept responsibility for making change.”
March 25, 2020
Una empresa que quiera salir del hoyo en el que está y cuando salga ser una de la empresas más admiradas, solamente puede hacerlo con un genio al mando. Los empleados siempre deben ir primero en toda organización. Gran libro.
August 12, 2020
The principles EFCS in this book was, is, will be valid for any entrepreneur who want to design an everlasting organization. Care for the “right” people, people will care for the business as it is their own.
September 28, 2021
Like so many companies, my non profit educational employer needs this book. They have lost sight of the value zone (classroom) and enabler managers are annoyers instead. I am going to buy it and slip a copy to the bosses. Simply written, but informative and enjoyable.
March 23, 2023
This aspect of management is truly a game changer.
Not all would agree of accept their employees to be put over their customers, but it could work.
But it would impose a struggle to the manager to accept this fact as raw as it is.
But trust me it could be worth billions of dollars
Not all would agree of accept their employees to be put over their customers, but it could work.
But it would impose a struggle to the manager to accept this fact as raw as it is.
But trust me it could be worth billions of dollars
July 11, 2018
detailed review at:
https://shrotryia-bookreview.blogspot...
https://shrotryia-bookreview.blogspot...
October 4, 2019
Vineet has provided an insight view of how he was able to transform HCLT. Also the examples he co-related from family system are very practical. A recommended read for every professional....
April 6, 2020
Several excellent ideas from this CEO of an Indian IT company. Worth reading for management ideas. B+
April 8, 2020
Amazing read on how to put your employees at the center of your organization
November 5, 2020
Very inspiring and easy to read book. A collaborator gave it to me having spoken about my past readings about management, LEAN and open innovation.
June 23, 2024
#MustRead for HR professionals.
August 20, 2022
Excellent book sharing the insight of the transformation of HCL into becoming more driven by customers via the employees closest to the customers. Worked as an executive at HCL at the time and took part of the transformation, led by the CEO Vineet Nayar. The two topics of difference was to get employees to take accountability for the customer value, and for leaders to take accountability for the value creation employees would do without hassle. The transformation nicely shared by the CEO himself.
And a never ending valuable insight to keep repeeting!
And a never ending valuable insight to keep repeeting!
June 10, 2020
A great book describing a true success story of HCL company and how they managed to thrive in tough times by following a Philosophy of putting employees first and making top management accountable for them.
June 27, 2014
Yet another management book which discusses a simple idea of change in the manner an organisation typically functions.
What is it about?
The author lamenting his success story at HCLT presents an idea of focusing more on your team members and empowering them for improved results and enhanced customer engagement as compared to focusing primarily on customer needs.
How is it helpful?
Such an environment provides with high level of employee engagement that nurtures a culture of empowerment and initiative. The author showcases multiple examples wherein empowering employees helped the company he was heading, HCLT. Faster deliver of output and enhanced employee satisfaction were the very basics the author expected out of the idea, and what turned out of this experiment at HCLT.
He primarily talks about how opening the company to its employees, building a transparent system of working and open dialogue system of communication instead of monologues actually helped driving better results. One of the crucial changes brought to the system, as the author laments, was the introduction of an open platform wherein any employee could address an issue, expect fruitful feedback and follow up on the progress of his problem solution via a tracking process. The leaders also introduced online portals for executives of the company to participate in company leadership, providing ideas for the next big change. It is very well understandable that the level of employee satisfaction sky rocketed with it all.
Of course, the company faced a lot of hurdles implementing the idea. Of many, the author majorly mentions about the 'everything good, but' problem. A lot of people are found skeptic about change. The author, being in no different spot, brought motivation from the lessons he learnt in school, addressing this issue with honesty and sincerity. His example of accepting not being able to see things beyond the horizon yet awaiting a view, sounds insightful.
In most organisations not considering its size, it is the team members who engage with the customers mostly. HCLT was no different. And therefore, they play a very important role in how the customers feel about the company and their level of satisfaction. Empowering the employees and bringing them closer to management, HCLT created an environment of initiatives and openness. And hence, enhanced customer satisfaction.
Why should you read it?
The book is simple and straight forward. An idea is presented with a proof of its practical applicability. This is an idea which can be applied in most organisations albeit its size or industry, expecting positive results. If you're looking for a book that tells you something about spotting the next big paradigm shift, this is the book you should consider picking up. Its written down fairly simply with as many examples as required. The book would leave you with a thought for transformation. The author boasts tremendous growth at HCLT with the application of this idea. May be its helps you too. Check out its website.
What is it about?
The author lamenting his success story at HCLT presents an idea of focusing more on your team members and empowering them for improved results and enhanced customer engagement as compared to focusing primarily on customer needs.
How is it helpful?
Such an environment provides with high level of employee engagement that nurtures a culture of empowerment and initiative. The author showcases multiple examples wherein empowering employees helped the company he was heading, HCLT. Faster deliver of output and enhanced employee satisfaction were the very basics the author expected out of the idea, and what turned out of this experiment at HCLT.
He primarily talks about how opening the company to its employees, building a transparent system of working and open dialogue system of communication instead of monologues actually helped driving better results. One of the crucial changes brought to the system, as the author laments, was the introduction of an open platform wherein any employee could address an issue, expect fruitful feedback and follow up on the progress of his problem solution via a tracking process. The leaders also introduced online portals for executives of the company to participate in company leadership, providing ideas for the next big change. It is very well understandable that the level of employee satisfaction sky rocketed with it all.
Of course, the company faced a lot of hurdles implementing the idea. Of many, the author majorly mentions about the 'everything good, but' problem. A lot of people are found skeptic about change. The author, being in no different spot, brought motivation from the lessons he learnt in school, addressing this issue with honesty and sincerity. His example of accepting not being able to see things beyond the horizon yet awaiting a view, sounds insightful.
In most organisations not considering its size, it is the team members who engage with the customers mostly. HCLT was no different. And therefore, they play a very important role in how the customers feel about the company and their level of satisfaction. Empowering the employees and bringing them closer to management, HCLT created an environment of initiatives and openness. And hence, enhanced customer satisfaction.
Why should you read it?
The book is simple and straight forward. An idea is presented with a proof of its practical applicability. This is an idea which can be applied in most organisations albeit its size or industry, expecting positive results. If you're looking for a book that tells you something about spotting the next big paradigm shift, this is the book you should consider picking up. Its written down fairly simply with as many examples as required. The book would leave you with a thought for transformation. The author boasts tremendous growth at HCLT with the application of this idea. May be its helps you too. Check out its website.
April 29, 2010
Vineet challenges the traditional concepts of command and control management structures by leading the charge with fully empowered employees and transparency through his organization. By adopting these new management models, Vineet takes you through his journey to bring HCL Technologies to the forefront of the Indian outsourced IT offerings.
There are interesting concepts in this book that appealed to me directly. The dismissal of old techniques, the use of social media tools internally to the organization to enable the transparency and empowerment of the workforce, and the new eyes approach to overall organizational transformation is an interesting adventure.
There are interesting concepts in this book that appealed to me directly. The dismissal of old techniques, the use of social media tools internally to the organization to enable the transparency and empowerment of the workforce, and the new eyes approach to overall organizational transformation is an interesting adventure.
April 10, 2011
I am the author of this book. Yes, that is correct. Even Vineet says, the book is not by him but by thousands of other employees who have written this book. I am one of those thousands. in fact I have lived this book, went through the changes depicted by this book in my company called HCL.
Vineet is just an anchor person of thousands of us. Ray of hope of thousands of hope. Hope that we will be the largest IT company one day. And when that day comes, we will then turn around and say it was becuase that one of thousands of us, Vineet, dared to dream a simple thought, called Employees First Customers Second.
Go ahead and read the book. You will enjoy it.
Vineet is just an anchor person of thousands of us. Ray of hope of thousands of hope. Hope that we will be the largest IT company one day. And when that day comes, we will then turn around and say it was becuase that one of thousands of us, Vineet, dared to dream a simple thought, called Employees First Customers Second.
Go ahead and read the book. You will enjoy it.
Read
September 23, 2010It is a wonderful book.
Written in same same fashion as it should be - upside down.I mean the chapter that should ideally be the first is included in the end. :-)
I would say..
It is must read for every HCLite.
Further, it gives a lot of insight into the management pratices' followed by the company and how it has turned saved the company form the turbulent waters in the time of dot com bust.
It also gives a good picture of how CEOs see the organisation form others mind.
Al in all a good word by Vinnet Nayar.
Written in same same fashion as it should be - upside down.I mean the chapter that should ideally be the first is included in the end. :-)
I would say..
It is must read for every HCLite.
Further, it gives a lot of insight into the management pratices' followed by the company and how it has turned saved the company form the turbulent waters in the time of dot com bust.
It also gives a good picture of how CEOs see the organisation form others mind.
Al in all a good word by Vinnet Nayar.
November 10, 2014
I came across this book when I was hearing one of Vineet's speeches in youtube. Having the curiosity developed with the name of the book I wanted to read it.
This book is all about his personal experience narrated in a subtle way which will provoke you to think across boundaries to help you develop personally and also professionally. A must read for someone who wants to do something to his organization and help the company develop.
With a different perspective about how we can win the hearts of the customer by winning the hearts of the Employees first.
This book is all about his personal experience narrated in a subtle way which will provoke you to think across boundaries to help you develop personally and also professionally. A must read for someone who wants to do something to his organization and help the company develop.
With a different perspective about how we can win the hearts of the customer by winning the hearts of the Employees first.
August 12, 2013
http://www.verbiage.fr/les-employes-d...
A lire absolument !
Au final un livre de partage d’expérience qui malgré l’humilité de l’auteur présente pour beaucoup ce que devrait être le management du XXIème siècle. L’expérience peut paraître utopique et peu d’entreprise oseront franchir le pas. Reste que le modèle du management « start-up » s’étend de plus en plus dans les grandes entreprises.
http://www.verbiage.fr/les-employes-d...
A lire absolument !
Au final un livre de partage d’expérience qui malgré l’humilité de l’auteur présente pour beaucoup ce que devrait être le management du XXIème siècle. L’expérience peut paraître utopique et peu d’entreprise oseront franchir le pas. Reste que le modèle du management « start-up » s’étend de plus en plus dans les grandes entreprises.
http://www.verbiage.fr/les-employes-d...
November 5, 2011
This one had to be a must read for me especially when its written by one of the people I admire. Even though I worked with HCL Comnet only for 2 years, I found Vineet a very inspiring and motivational leader....
Tom Peters thinks he just might be the next Peter Drucker. They study Vineets management style at Harvard; the London Business School praises him... Way to go Vineet"
Tom Peters thinks he just might be the next Peter Drucker. They study Vineets management style at Harvard; the London Business School praises him... Way to go Vineet"
Displaying 1 - 30 of 52 reviews