Vineet Nayar is a charismatic leader that utilized disruptive innovation to improve HCLT in the IT industry. The rapidly changing IT industry was trending in the global environment. Although HCLT was increasing revenue it was not increasing their market share. To transform HCLT into a market competitor Nayar utilized associating, questioning, observing, networking and experimenting to reach and accomplish HCLT's success. However, Nayar neglected the market status in the beginning of this transformation and he did not network with other leaders in the IT world. Had he done both, he may have improved HCLT more than he did.
Nayar and Innovation
"At HCL we believe an employee is at the core of every bright idea that is a game
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Nayar wanted to have a transparency in HCLT's finances. Employees had the ability to see their project financials, but could not see how they compared to other teams or how the organization at a whole was doing (Nayar, 2010). Nayar gave employees access to the financial data and in turn saw employees begin to trust management more. Nayar also wanted management to be accountable to their employees. He wanted the employees to know that complaints or suggestions were taken seriously and that the person filing one should know the results; deciding whether it is to their satisfaction. In order to accomplish this, Nayar set up an online system called the smart service desk. It accomplished exactly what he set out to do. Each ticket (complaint or suggestion) filed by an employee was addressed by management. Once addressed the employee states if the resolution is met (Nayar, 2010). The review system was next. HCLT already had the 360-degree review system in place. However, most employees did not participate by reviewing the management and those that did could not see results. Nayar "decided to allow anyone who had provided feedback to a manager see the results" (Nayar, 2010). This was done to promote employee contribution and to give managers the opportunity to celebrate achievements with their teams. A team effort is exactly what Nayar wanted for the business planning process. Instead of submitting