Employees first,customers second

I wish to continue the same subject.In his book while describing the success of this adopted strategy the author has gone with all details.I feel those are the very things we always experience but probably don't analyse.Like, he says that whenever u are addressing some meeting the recepients are divided into 3 classes-1)Transformers2)Lost souls and 3)Fence sitters. The first one takes every thing with full zeal and always ready for any changes desired without any reservations. Section 2 is not moved and is always in a negative mode. They firmly believe that nothing can change/improve. Better are ofcourse third ones.'Fence sitters'.They have the 'Yes -but ' approach and after some replies and after observing the inevitability of the change usually turn to transformers. Really this is true about the fate of any project which require change. The success ofcourse depends on the leader who can better inderstand this and proceed.

Employees first,customers second

Hi all! This is my first day on the newly created blog. At the outset, I wish to refer to a very interesting book by Vineet Nayar,one time CEO of HCL Technologies.While reviving the company to overcome timely crisis period, the book spells his most innovative and successful way which turned the conventional methods upside down.The title though sounds amazing,the strategy is for taking care of the people who actually create and deliver products to the customers. The section which he names as 'VALUE ZONE ' is often at the bottom of the pyramid and the team of supervisors at the top instead of helping team 'value zone' keep on wasting their valuable time in making them do enormous presentations and asking n no, of reports continuously, I think this is true with every organisation. Unless this problem is addressed to effectively, the success is far away. I am to read the book completely yet, but going through few initial pages, am much impressed by observing my own opinions endorsed by a authorative voice. It will not be out of place to mention that I have succeeded while leading several Branches of SBI by adopting the very principle of employees' involvement through transperency.Some of the Branches were known 'notorius' , had many problems which could have been the valid excuses for non performances, but those also could excel and were placed at historic heights.