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Business Model Transformation: Empowering Employees to Focus on the Customer
A three-page excerpt from our 21-page Best Practice Guidebook:
The contents of these pages are copyright © Frost & Sullivan. All rights reserved.
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Business Model Transformation: Empowering Employees to Focus on the Customer
Best Practice Guidebook
* The value zone is where the essential work of the company occurs. HCL defines the value zone for the IT outsourcing industry as the interface between employees and customers.
• Break up large-scale transformations into incremental changes, rolled out over time. Large ideas, such as a change in service model, provide a singular goal that everyone within the company can get behind. However, these ideas tendtobeoverwhelminganditcanbedifficulttounderstandone’sroleinthetransformation.Aseriesofsmallcatalystsareeasiertomanage,buildmomentumfromsuccessstories,andprovidetheflexibilitynecessarytoreact to challenges and unforeseen side effects.
In2005,HCL’srevenuewasstillgrowing,butitwasnonetheless losing market share to competitors. To regain its competitive edge, HCL needed to reassess its strategy and better capitalize on its strengths.
HCL Technologies Limited
INDUSTRYInformation Technology
REVENUE (2011–12)$4.2 billion USD (as of June 2012)
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HCL invests in a collaborative, employee-focused, customer-centric business model by:
• Realigning the organization to support the value zone*
• Establishing a culture of transparency and collaboration
•Developing tools and processes to support and empower employees operating in the value zone
HCL’sKeyLessonsLearned
SolutionChallenge
CorporateStrategy
Corporate Development
Marketing
CompetitiveIntelligence
MarketResearch
SalesLeadership
R&D/Innovation
Investors/Finance
CEO
CorporateStrategy
ApplicabilitytoExecutiveFunctions
Develop the Strategy » Prepare the Company for Change » Transform the Business Model »
Solution Components
AskTheThoughtLeader(ATL)WebinarRead a summary of the question-and-answer session with HCLLISTEN TO THE ATL NOW »
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The contents of these pages are copyright © 2013 Frost & Sullivan. All rights reserved.
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Source: HCL Technologies Limited; Growth Team Membership™ research.
HEADQUARTERS Uttar Pradesh, IndiaGEOGRAPHICFOOTPRINT Global
OWNERSHIP PublicEMPLOYEES (2012) 85,300
Overview Page . . . . . . . . 3
Develop the Strategy . . . . . 4
Prepare the Company for Change . . . . . . . . . . 7
Transform the Business Model . . . . . . . . 8
Business Results . . . . . . 13
KeyLessonsLearned . . . . 14
FrequentlyAsked Questions. . . . . . . . . . 15
Supporting Tools & Resources . . . . . 18
Change Management Personality Archetypes 18
Make a Difference (MAD) Jams 19
EPIC Survey: Themes and Indicators 20
Employee First Councils 20
Employees First, Customers Second 21
Contents
Business Results Resources Required
• People: Create a team of transformers who embody and champion the change
• Technology: Provide portals to increase collaboration and enhance the employee experience
• 444% increase in annual revenue (from June 2005 to June 2012)
• 176% increase in market capitalization (from June 2005 to June 2012)
• 40% increase in revenue per employee
• 26% reduction in employee attrition rates
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The contents of these pages are copyright © 2013 Frost & Sullivan. All rights reserved.
best practice guidebookgrowth team m e m b e r s h i p™
Source: HCL Technologies Limited; Growth Team Membership™ research.
Overview Page
Tactic: Foster Collaboration
Activities• Facilitate collaboration between
the value zone and customers• Encourage employees to create
and execute new initiatives that benefitcustomers
• Incorporate the tactical perspective of employees in strategic planning
Tactic: Support and Enable Employees
Activities• Employ a problem-solution
ticketing platform to appraise enabling functions (e.g., HR and Finance)
• Implement a 360-degree development survey of managers
Tactic: Engage Employees
Activities• Survey employees on their
motivators • Conduct mentoring and training
programs
HCL follows a three-step business model transformation process to prioritize employee empowermentBusiness Model Transformation Process
Develop the
Strategy
Transform the
Business Model
Activities• Assess current business performance and environment• Use a “Mirror, Mirror” exercise to create companywide
awareness of HCL’s current situation and need for change• Identify the company’s competitive advantages and create a
long-term strategy to maximize its strengths
•Determine how to bridge the gaps between the current and desired state
ObjectiveDevelop a long-term strategy to focus the business model on HCL’s competitive advantages.
Prepare the Company
for Change
Tactic: Establish Trust and Transparency
Activities•Distribute company and project information • Facilitate two-way communication between employees and
senior management
ObjectivePrepare the company for change and initiate a culture shift.
ObjectiveReverse accountability, empower employees, and transform the business model over time.
Reverse Accountability Empower Employees
Year Two
Year One
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Business Model Transformation: Empowering Employees to Focus on the Customer
GTMandPrithviShergill,ChiefHumanResourcesOfficeratHCLTechnologies, present this best practice where Prithvi shared his key lessons learned and participated in a Q&A.
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