nayar,vineet

「顧客至上」OUT
「員工第一」才是王道！

　　激發員工熱情，共創組織績效。
　　實際案例：印度之星HCL科技公司
　　如何以「信任、透明度、明日的浪漫」來進行組織變革與轉型，
　　成為印度成長最快速的全球科技創新服務公司

　　本書以第一人稱的方式敘述，由HCL執行長文尼．納雅（Vineet Nayar）鉅細靡遺訴說五年間HCL科技公司的轉變點滴，並闡述其如何成功將組織轉型，讓績效下滑的公司轉虧為盈。

此書由三種觀點切入：

　　一、以文尼．納雅身為執行長的觀點，一窺他帶領公司徹底轉型，從心生疑惑、發現問題、闡明想法，直到建立共識等之種種心路歷程。

　　二、帶領讀者目睹文尼．納雅掙脫舊有模式，繼而採取新式管理的思考轉折，看原本的傳統層級結構，如何歷經權力、責任、當責分化，以創造更多價值。

　　三、從文化先決條件，探索文尼．納雅的管理方法，這些條件包含了誠實以對、透明度、信任、對話等，且組織上下必須切實奉行。

　　文尼．納雅深切體認到，當今一間組織的資產基礎，逐漸取決於員工的才能與創造力。以知識型企業而言，更是仰賴一群極具熱忱、積極迎接重重挑戰的人，組織內部的隱性知識，也需由他們守護。（這群人大抵為Y世代員工）此現象在全球性組織尤為明顯，而要管理這些人，必須採行一套有別以往的作法。文尼也於書中說明，一間公司要大幅成長、大筆獲利，就應重視價值製造者——前線員工。

　　在傳統製造業紛紛轉型為知識型公司，在此瞬息萬變的當代，主管任務和管理實踐方針也面臨轉型。這些變化背後的重要哲學問題，本書也將一一提出。此書不僅敘述組織轉型的歷程，也是所有冀求相似績效的主管，不可或缺的工具書。

　　公司若能將員工置於第一位，最終不僅能吸引顧客上門，也能讓顧客享有最大利益，但比起傳統「顧客至上」（customer care）作法，「員工第一」的效果更為顯著。

　　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.

　　★本書中譯版《員工第一，顧客第二》由繁星多媒體出版。

作者簡介

文尼．納雅  Vineet Nayar

　　現任HCL科技公司執行長。（HCL為印度成長最快速的全球資訊科技服務公司。）

　　◎1985年，從XLRI學院取得企管碩士後，隨即加入HCL。

　　◎1993年，他設立了創業型公司Comnet，也在此發展、落實了許多本書提到的理念。

　　◎2005年，他接任總裁一職

　　◎自2007年起，擔任執行長至今。這五年來，在他領導下，HCL有了脫胎換骨的轉變，不僅成為印度科技公司之星，也因其業務績效、創新變革管理方法而享譽全球。

　　◎2009年，HCL榮獲印度頭號最佳雇主之殊榮，獲翰威特諮詢公司（Hewitt Associates）選為亞洲前二十五大最佳雇主，榮登《商業周刊》（Business Week）五大前景可期的新興公司。

　　Vineet Nayar is the CEO of HCL Technologies Ltd., India’s leading global IT Services Company. Fortune called his leadership style “The World’s Most Modern Management,” and the London Business School labeled him “the leader of organizational innovation.” IDC recognized him as having “the most cohesive and articulate vision” in the IT services sector.