Recasting the Role of the Ceo
| Unit 3 Assignment 1 | MBA 6006-Dr. Yorkovich | | | 1/27/2013 |
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Introduction:
In the case study, “Recasting the Role of the CEO”, Vineet Nayar, Nayar used messaging to communicate to his employees while focusing the organization’s efforts on creativity and innovation, that address change and the adaptive challenge. He was responsible for preparing the firm, its members, and stakeholders for the future by fostering innovation and creativity through effective messaging. He was able to accomplish this by implementing a portal for the employees called “MyBlueprint”, and also my merging with a company called AXON.
Different Ways Messaging Was Used
Instead of holding a live Blueprint meeting, HCL decided to have all three hundred of their managers record their business plans, which would then be posted on the MyBlueprint portal. Once all of the business plans were posted, they’d be open for review by another eight thousand HCL managers. The idea was to transform the planning process into a peer-to-peer review rather than a top-down judgment. (Nayar, 2010). After reviewing a few recordings, Nayar noticed the plans improved and were more efficient because the managers knew they would be reviewed by a larger number of people than in previous years. The managers were more honest in their assessment of current challenges and opportunities, and they talked more about the actions they would take to accomplish certain goals, as opposed to, what they hoped to accomplish. (Nayar, 2010). This internal messaging of the MyBlueprint portal had a huge impact on the future and innovation of HCL, because it allowed for employees to help each other and point their colleagues toward a recording that might be useful to them. Many of the employees within departments were able to discuss their futures with a better understanding of what’s required of them, and it allowed for the managers to make new connections with one another. Comments were posted about
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Introduction:
In the case study, “Recasting the Role of the CEO”, Vineet Nayar, Nayar used messaging to communicate to his employees while focusing the organization’s efforts on creativity and innovation, that address change and the adaptive challenge. He was responsible for preparing the firm, its members, and stakeholders for the future by fostering innovation and creativity through effective messaging. He was able to accomplish this by implementing a portal for the employees called “MyBlueprint”, and also my merging with a company called AXON.
Different Ways Messaging Was Used
Instead of holding a live Blueprint meeting, HCL decided to have all three hundred of their managers record their business plans, which would then be posted on the MyBlueprint portal. Once all of the business plans were posted, they’d be open for review by another eight thousand HCL managers. The idea was to transform the planning process into a peer-to-peer review rather than a top-down judgment. (Nayar, 2010). After reviewing a few recordings, Nayar noticed the plans improved and were more efficient because the managers knew they would be reviewed by a larger number of people than in previous years. The managers were more honest in their assessment of current challenges and opportunities, and they talked more about the actions they would take to accomplish certain goals, as opposed to, what they hoped to accomplish. (Nayar, 2010). This internal messaging of the MyBlueprint portal had a huge impact on the future and innovation of HCL, because it allowed for employees to help each other and point their colleagues toward a recording that might be useful to them. Many of the employees within departments were able to discuss their futures with a better understanding of what’s required of them, and it allowed for the managers to make new connections with one another. Comments were posted about
References: Hickman, G. (2010). Leading Organizations: Perspectives for a New Era. Thousand Oaks: Sage Publication Nayar, V. (2010). "Recasting the role of CEO: Transferring the responsibility for change. How leaders can tap the creative energy of employees."