Recasting the Role of the Ceo Essay

In the case study, rewording the Role of the chief executive officer, Vineet Nayar, Nayar wasting diseased electronic pass along to communicate to his employees while foc use the constitutions efforts on creative thinking and conception, that comprehend change and the adaptive challenge. He was responsible for(p) for preparing the firm, its members, and s draw backholders for the upcoming by facts of life innovation and creativity through rough-and-ready messaging. He was able to execute this by implementing a portal for the employees called MyBlueprint, and also my merging with a bon ton called axone.Different Ways pass along Was UsedInstead of holding a live Blueprint meeting, HCL decided to subscribe to all three hundred of their managers designate their melody plans, which would then be affix on the MyBlueprint portal. Once all of the channel plans were posted, theyd be open for check over by an new(prenominal) eight green HCL managers. The idea was to tran sform the planning influence into a peer-to-peer review rather than a top-down judgment. (Nayar, 2010). After reviewing a fewer recordings, Nayar noticed the plans improved and were much(prenominal) high-octane because the managers knew they would be reviewed by a bigger number of people than in front years.The managers were more honest in their perspicacity of current challenges and opportunities, and they talked more rough the actions they would take to accomplish certain goals, as irrelevant to, what they hoped to accomplish. (Nayar, 2010). This internal messaging of the MyBlueprint portal had a huge impact on the future(a) and innovation of HCL, because it allowed for employees to foster each other and point their colleagues toward a recording that exponent be useful to them.Many of the employees at bottom departments were able to discuss their futures with a dampen understanding of whats infallible of them, and it allowed for the managers to define new connecti ons with one another. Comments were posted intimately strategies being used, and that provided the managers with new perspectives and ideas. When new employees were hired, they had a place they could go to learn what the police squad was trying to accomplish and why. (Nayar, 2010). Everyone at HCL mat up they were a part of the thinking and planning process.When HCL merged with Axon, Nayar used the concept of sharing responsibilities with the employees and business units in this merger. Nayar understood that acquiring axon was deviation to strengthen HCL and help them to grow faster, because they were the largest and most successful self-reliant eat up consulting company. Nayar didnt force AXON to integrate into HCLs organization, because he was hearty aware of HCLs weaknesses so he only merged HCLs SAP organization into AXON. (Nayar, 2010). By doing so, this allowed for HCL AXON to dumb plant extremely successful and the company undergo a great deal of process in nine mo nths.After perceive the positive results and advantages of the merger, the HCL AXON leadership group up ended up test some(prenominal) other parts of HCL. Also, since Nayar continued to use the Employees First, Customers Second cost with this merger, they were able to acquire four more successful attainments in that year alone. (Nayar, 2010). impertinent messaging was used by proposing this acquisition deal with AXON to plan for a better future for both companies. This allowed for AXON to leverage HCLTs place, customers, solutions, and innovations amongst other things. forcefulness of Internal and External Communication When the company decided to nourish the managers record their business plans, it enhanced innovation and creativity on all levels. It gave the managers an opportunity to really break up the challenges they faced on their teams, and to rise up with realistic solutions as to how theyre going to solve them. It also gave them the opportunity to come up with r ealistic goals and solutions for their teams. The flood furnish of creativity opened due to the record plans, because everyone had the opportunity to view them, so it llowed for unalike insights on strategies that were currently being used, and opinions on new strategies that could possibly be estimable to the teams. By involving the employees and giving them more power, choice, and information, they drive to believe that they bottom of the inning influence divergent situations and their outcomes. (Hickman, 2010). The messaging was also very emotive with the HCL AXON merger because HCL was successful before they acquired AXON, but once they merged, that made HCLs brand stronger and allowed for innovation.The HCL AXON leadership team was so effective they took charge of running many other parts of HCLT businesses by and by nine months of the acquisition. The merger generated such almighty results that four more successful acquisitions were faultless in that same year. Effe ctiveness in Using Messaging to Prepare the Firm, its Members, and Stakeholders for the future Nayar was very effective in using messaging to prepare the firm, its members, and stakeholders for the future. The internal and international messaging was very affective for HCL in both cases.It proved that when a CEO focuses less on governing and more on enabling, the executive can accomplish much that might otherwise have been too risky to undertake. (Nayar, 2010). When the managers at HCL were required to post their business plans on the MyBlueprint portal, this was a form of workshop that allowed for all of HCLs employees to be involved in, and discuss challenges and solutions that can be put into action. This also created a deeper understanding of each teams projects/tasks and how they fit into the general objective of the organization.The managers now feel as though they have a soul of direction and they have the support of perplexity as well as their peers. By using this form o f messaging, it encourages the employees to communicate with their team members. Nayar was also effective with external messaging in reference to acquiring AXON. By acquiring the largest, most successful self-supporting SAP consulting company in the world, this reinforced HCL and it allowed for them to grow. This acquisition prepared their employees, customers and stakeholders for the crop opportunities that were about to take place, whether it was internally or externally. shoemakers last Nayar had a responsibility to prepare his firm, its members, and stakeholders for the future. He was successful at this by fostering innovation and creativity through effective internal and external messaging. He found a way to communicate to the employees through a portal called MyBlueprint, which promoted innovation and creativity through an abundance of feedback from the organization. And he acquired a company called AXON which propelled HCLs brand to new heights, and allowed for lots a growt h and new business.