Recasting the Role of the Ceo Essay

In the case study, Recasting the Role of the chief executive officer, Vineet Nayar, Nayar used pass on to communicate to his employees while foc exploitation the organizations efforts on creativity and innovation, that address change and the adaptive challenge. He was trustworthy for preparing the firm, its members, and stakeholders for the future by boost innovation and creativity through impelling messaging. He was adapted to progress to this by implementing a admittance for the employees called MyBlueprint, and as well my merging with a party called axon.Different Ways Messaging Was utilizeInstead of holding a live Blueprint meeting, HCL decided to deem all three hundred of their managers record their subscriber line plans, which would then be posted on the MyBlueprint portal. Once all of the business plans were posted, theyd be open for review by an other eight thousand HCL managers. The whim 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 much efficient because the managers k bleak they would be reviewed by a larger number of throng than in previous grades.The managers were to a greater extent honest in their assessment of authoritative challenges and opportunities, and they talked more about the actions they would take to accomplish certain goals, as contrasted 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 whats required of them, and it allowed for the managers to determine new connections with one another. Comments were posted about strategies being used, an d 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 team was trying to accomplish and why. (Nayar, 2010). Everyone at HCL felt they were a part of the thinking and planning process.When HCL integrate with Axon, Nayar used the concept of sharing responsibilities with the employees and business units in this merger. Nayar understood that getting axone was going to strengthen HCL and help them to grow faster, because they were the largest and most no-hit independent SAP consulting party. Nayar didnt force AXON to integrate into HCLs organization, because he was well aware of HCLs weaknesses so he yet merged HCLs SAP organization into AXON. (Nayar, 2010). By doing so, this allowed for HCL AXON to find extremely in(predicate) and the company experienced a great band of maturation in golf-club months.After seeing the positive results and advantages of the merger, the HCL AXON leadership te am ended up running many other parts of HCL. Also, since Nayar continued to use the Employees First, Customers Second get along with this merger, they were able to acquire four more successful acquisitions in that year alone. (Nayar, 2010). External messaging was used by proposing this acquisition deal with AXON to plan for a better future for two companies. This allowed for AXON to supplement HCLTs brand, customers, solutions, and innovations amongst other things.Effectiveness of Internal and External Communication When the company decided to eat the managers record their business plans, it enhanced innovation and creativity on all levels. It gave the managers an opportunity to really analyze the challenges they faced on their teams, and to come up with realistic solutions as to how theyre going to crystallise them. It also gave them the opportunity to come up with realistic goals and solutions for their teams. The flood gate of creativity opened due to the recorded plans, bec ause everyone had the opportunity to view them, so it llowed for different insights on strategies that were currently being used, and opinions on new strategies that could possibly be beneficial to the teams. By involving the employees and giving them more power, choice, and information, they begin to trust that they can influence different situations and their outcomes. (Hickman, 2010). The messaging was also very emotional with the HCL AXON merger because HCL was successful before they acquired AXON, but once they merged, that do HCLs brand stronger and allowed for innovation.The HCL AXON leadership team was so sound they took charge of running many other parts of HCLT businesses after nine months of the acquisition. The merger generated such powerful results that four more successful acquisitions were completed in that same year. Effectiveness in Using Messaging to limit the Firm, its Members, and Stakeholders for the future Nayar was very effective in using messaging to create the firm, its members, and stakeholders for the future. The internal and external 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 overall objective of the organization.The managers now incur as though they have a sense of direction and they have the support of management as well as their peers. By using this form of messaging, it encourages the employees to communicate with their team members. Nayar was also effective with external messaging in reference to acq uiring AXON. By acquiring the largest, most successful independent SAP consulting company in the world, this strengthened HCL and it allowed for them to grow. This acquisition prepared their employees, customers and stakeholders for the growth opportunities that were about to take place, whether it was internally or externally.Conclusion 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 growth and new business.