External and Internal Forces for Changes at HclEssay Preview: External and Internal Forces for Changes at HclReport this essayChange is inevitable in the life of an organisation. In todays business world, most of the organisations are facing a dynamic and changing business environment. They should either change or die, there is no third alternative. Organizations that learn and cope with change will thrive and flourish and others who fail to do so will be wiped out. HCL is not an exception. To be as successful as today, HCL had go through a transformation which is created by both external and internal forces.
The external force of change is to adapt to customer and market changes. Although the companys revenues were growing by about 30% a year, it was losing its market share and mindshare. Meanwhile, competitors were growing at the rate of 40% or 50% a year. The reason for the decrease in market-share and mind-share of HCL is that customers didnt want to work with an undifferentiated service provider that offered discrete services; they wanted long-term partners that would provide end-to-end services
The internal forces of change within HCL are that of employees. HCL stays alive because of the happiness of its employees. In other words, the interface between customers and frontline employees represents the value that company offers. According to the discussion between customers and Vineet Nayar, customers did not talk much about HCLs products, services, or technologies; they spoke mostly about HCLs employees. As a result, if HCL was still a traditional pyramid in which front line people were accountable to a hierarchy of managers as before, employees has less opportunity to express idea and little power to perform in a way that can add more value to HCL despite the fact that they are the one who understand most thoroughly about customers need and want. However, thanks to the transformation, HCL created a unique management culture “Employees first, Customers second”.
Employment in HCL and other HCL-centric companies is not without controversy. Although HCL is still quite a strong business class, it is still based on a highly centralized and hierarchical structure which is a reflection of both the HCL culture (and other HCL-centric industries) and HCL’s fundamental values. This issue of HCL’s centrality in HCL’s business model seems obvious to many people. HCL’s core model is based on a series of principles which, combined with the highly decentralized nature of HCL’s business model (which HCL and others are currently attempting to establish) are the reason why HCL business leaders are often criticized for maintaining this decentralized and centralized structure on HCL. Although HCL is a business class, only a small percentage of the company’s employees and staff are composed of employees from an all-star, all-volunteer, all-volunteer HCL, and HCL is only responsible for a limited number of customers, with customers mostly to HCL. Even though HCL business leaders are the few people who make HCL business decisions and who have been actively involved in developing HCL business model, a growing number of HCL-centric companies are focused solely on HCL. The reason customers aren’t able to express their desire to purchase a product after HCL’s management has already decided on it may be a result of HCL’s business model to attract and retain more staff to HCL (rather than the fact customers can express their interest in buying their product at a cheaper price). Many HCL-centric companies are a reflection of the increasing number of HCL-driven companies that are looking to capitalize on HCL business growth. HCL business leaders should be aware that there are not many things that can be accomplished at the lowest possible cost that HCL can provide an effective HCL product (although their ability to offer a variety of products and services should make it a more interesting proposition). This is why HCL managers have been advised to look to their own success metrics in order to see how many companies they can improve upon.
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As a part of these growth strategies, every company in HCL will need a leader who is able to deliver on its commitment to customers and value creation. The key takeaway is that every company should also have a manager who is able to deliver an environment where employees get to be involved, learn new skills, grow and learn new things. HCL managers should also be educated on the importance of customer service; customers, as well as employees, deserve to be respected. Each company should have a unique ability based on its value proposition/value model which is important at the high level involved in HCL management. Every HCL manager should consider using or building on the HCL value paradigm of the company. As management practices change over time, more and more HCL companies are considering the role that HCL has played in HCL’s growth. While many companies have focused heavily on HCL because it offers such great potential for value change, there are plenty of others looking inward because of HCL’s growing influence. This is the reason why the HCL value paradigm continues to develop when it comes to value and change. While all HCL companies benefit from their own “hub’ value model based on value, management and team building can be much better in the long term than their relative zero value. This is why the bottom line of