ABSTRACT
In recent years, the uniqueness of the Indian managerial and leadership style has attracted immense practitioner and academic interest leading to several studies examining the distinctive Indian approach with a global business reach (Cappelli, Singh, Singh, and Useem, 2010; Govindarajan and Trimble, 2011, 2013; Radjou, Prabhu, and Ahuja, 2012). These studies have also highlighted the importance of managing people for both, exploiting the current business models as well as exploring new models and knowledge for achieving sustained levels of growth (Govindarajan and Trimble, 2011). The importance of managing growth through innovation has been a core theme in the above collections. In this chapter the authors discuss how HCL Technologies implemented its journey in a post-Employee First Customer Second era popularized by its ex-CEO, Vineet Nayar (Nayar, 2010a, 2010b, 2010c). The new approach for managing people has been well documented by Harvard Business Press (Nayar, 2010a, 2010b) and has been taught at numerous business schools (Hill, Khanna, and Stecker, 2009). This chapter begins by setting out the background to this journey, highlighting the learnings from the approach and the subsequent strategies introduced to sustain the momentum generated by this approach in 2005.
