Nayar
Vineet Nayar: A Mavrick CEO
Capella University
MBA-FP6006
Introduction
Webster’s Dictionary defines a maverick as someone who “refuses to abide by the policies or views of a group” (1984, p.431). It is no coincidence that Nayar refers to himself as a maverick in the title of his article “How I Did it: A Maverick CEO Explains How He Persuaded His Team to Leap Into the Future” for Nayar certainly reached beyond conventional methodology for making a company more efficient and economically viable. Indeed, the wording of the title reflects Nayar’s passionate vision to take his company to the forefront of the global IT industry. Nayar’s use of “persuaded” and “leap” are indicative of his desire to captivate both “forefront employees” (Nayar, 2010) and managers equally, in order to revitalize his company, HCL Technologies. This paper will analyze the factors that influenced Nayar’s desire to create a more innovative organization. Furthermore, its aim is to assess the usage of the five discovery skills in developing and maintaining an innovative organization. Finally, this paper will present a critique of Nayar’s usage of those skills.
Analysis of Global trends and factors In introducing the steps he took to invigorate HCL Technologies, Nayar initially notes the state of HCL Technologies in the global market. When directors of an institution launch a corporate strategy, it is customary that they analyze the financial state in which their establishment is in (Chan, 2009). Nayar started analyzing the economic forecast of his company. He notes that while on the surface it appeared that HCL was performing well as “revenues were growing by about 30% annually, it was losing market share and mindshare… Competitors were growing at a rate of 40% or 50% a year and the IT services industry was changing rapidly” (Nayar, 2010). Two of Nayar’s comments should be highlighted here: mindshare and the rapidly changing IT industry. The “mindshare” that Nayar
Capella University
MBA-FP6006
Introduction
Webster’s Dictionary defines a maverick as someone who “refuses to abide by the policies or views of a group” (1984, p.431). It is no coincidence that Nayar refers to himself as a maverick in the title of his article “How I Did it: A Maverick CEO Explains How He Persuaded His Team to Leap Into the Future” for Nayar certainly reached beyond conventional methodology for making a company more efficient and economically viable. Indeed, the wording of the title reflects Nayar’s passionate vision to take his company to the forefront of the global IT industry. Nayar’s use of “persuaded” and “leap” are indicative of his desire to captivate both “forefront employees” (Nayar, 2010) and managers equally, in order to revitalize his company, HCL Technologies. This paper will analyze the factors that influenced Nayar’s desire to create a more innovative organization. Furthermore, its aim is to assess the usage of the five discovery skills in developing and maintaining an innovative organization. Finally, this paper will present a critique of Nayar’s usage of those skills.
Analysis of Global trends and factors In introducing the steps he took to invigorate HCL Technologies, Nayar initially notes the state of HCL Technologies in the global market. When directors of an institution launch a corporate strategy, it is customary that they analyze the financial state in which their establishment is in (Chan, 2009). Nayar started analyzing the economic forecast of his company. He notes that while on the surface it appeared that HCL was performing well as “revenues were growing by about 30% annually, it was losing market share and mindshare… Competitors were growing at a rate of 40% or 50% a year and the IT services industry was changing rapidly” (Nayar, 2010). Two of Nayar’s comments should be highlighted here: mindshare and the rapidly changing IT industry. The “mindshare” that Nayar
References: Barton, R. (2013, January). Technology’s explosion: the exponential growth rate. Mainstay Technologies. Retrieved from www.mstech.com/nh-it-blog.php?show=171. Dyer, J. H., Gregersen, H. B., & Christensen, C. M. (2009, December). The innovator 's DNA. Harvard Business Review, 87(12), 60–67. Kim, C., & Mauborgne, R. (2009, September). How strategy shapes structure. Harvard Business Review, 87 (9), 72-80. Nayar, V. (2010). A maverick CEO explains how he persuaded his team to leap into the future. Harvard Business Review, 88(6), 110–113. Webster’s II New Riverside Dictionary. (1984). Houghton Mifflin: New York, New York.431