ideapreneurs take the Relationship Beyond the Contract

1 Copyright@2014 HCL Technologies Limited | www.hcltech.com

2 Copyright©2014 HCL Technologies Limited | www.hcltech.com



ideapreneur

Anupam Anand, works

at the helm of new

technology, but

somewhere within him is

an ace marketer.

Anupam identified the problem and

came up with an idea to install a

default pack in all customer

products that would set customer’s

search engine as the default search

engine in users’ systems.

And at the same time came up with

the idea of the Universal configured

to all browsers to maximise user

base

He proactively analyzed

customers current business &

identified tremendous business

opportunities. His customer, a

leading online company’s search

engine only had 20% market

share and it was only configured

to own web browser

Anupam’s ideas have been

well-received by the

customer and are expected

to generate a comprehensive

business impact of $ 15mn

for the customer in FY ’13.

Moreover, the Universal

Installer fetched the

customer 758 mn unique

clicks from across the globe

in just one year.


ideapreneurship™

1

Employees First • Mirror Mirror

• Inverting the

Pyramid

• Recasting the Role

of the CEO

Trust,

Transparency,

Flexibility

2

Showcase

Intrapreneurship:

Seed

Nurture

Harvest

3

Platforms & practices

that HCL ideapreneurs use

to ideate, decide and act

4

Relationship

Beyond the

Contract™

Value Centricity


WHAT IS THE CORE

FUNDAMENTAL OF A

BUSINESS?

TO CREATE VALUE

WHO’S CREATING THE

VALUE?

EMPLOYEES

SO WHAT SHOULD BE THE ROLE OF

MANAGEMENT?

TO ENGAGE, ENABLE AND EMPOWER

EMPLOYEES TO CREATE VALUE.

SINCE EMPLOYEES ARE THE CLOSEST INTERFACE WITH THE CUSTOMERS THEY

ARE THE NEW VALUE ZONE FOR COMPANIES: THE PLACE WHERE VALUE IS TRULY

GENERATED FOR CUSTOMERS.


EMPLOYEES FIRST CUSTOMER SECOND BELIEFS ARE A FRAMEWORK THAT TUNED

HCL FOR PERPETUAL CHANGE, ALWAYS ON THE LOOKOUT FOR IMBALANCES THAT

CAN BE TURNED INTO OPPORTUNITIES IN AN ENVIRONMENT OF

TRUST, TRANSPARENCY AND FLEXIBILITY

CREATING

A NEED

FOR

CHANGE

BUILDING

STRUCTURES

FOR CHANGE

TRANSFERRING

THE RESPONSIBILITY

OF CHANGE


MANAGEMENT

LED

EMPLOYEE

LED

MANAGEMENT

EMBRACED

EMPLOYEE

EMBRACED


1 2

Showcase

Intrapreneurship:

Seed

Nurture

Harvest

3




4

Relationship

Beyond the

Contract™

ideapreneurship™


• Inverting the

Pyramid


of the CEO

Trust,

Transparency,

Flexibility

Value Centricity


Independently seeking

alternatives to the norm,

generating and fostering ideas

that promise incremental,

progressive shift from the status

quo

Evolving networks that nurture

these ideas to realization;

providing flexibility in work,

encouraging and mentoring to

up-skill talent, evolving ideas in

scope towards implementation

and garnering ambitious scale.

Recognizing results, rewarding business outcomes, and generating ideas to

renew enterprise shift, incubating an entrepreneurial eco-system that self

sustains growth from initiative to business outcome


1 2

Showcase

Intrapreneurship:

Seed

Nurture

Harvest

3




4

Relationship

Beyond the

Contract™

ideapreneurship™


• Inverting the

Pyramid


of the CEO

Trust,

Transparency,

Flexibility

Value Centricity


VALUE PORTAL

Grassroots Service Innovation

LEADGEN

Grassroots Opportunity Spotting

Transformation Board MAD JAM

FLSLs/Partnerships

White Spaces


1 2

Showcase

Intrapreneurship:

Seed

Nurture

Harvest

3




4

Relationship

Beyond the

Contract™

ideapreneurship™


• Inverting the

Pyramid


of the CEO

Trust,

Transparency,

Flexibility

Value Centricity


1 480%

increase in

revenues at $5 bn

from $864 mn in

2005

2 580% growth in market

cap – $ 17.7 bn from

$ 2.6 bn in 2005

3 • ideapreneurship™ is featured as a case study in the Cambridge University Students’ Union

(CUSU) publication titled Strategies for Success

• HEC Paris has written a case study on the employee culture practiced at HCL. Titled ‘HCL

Technologies since the Global 2008-09 Crisis: Creating Value through Employee

Empowerment’, the case study highlights HCL’s journey from EFCS to ideapreneurship and

mentions employee culture at HCL as a key catalyst for its healthy performance

• Gartner published an exclusive report on EFCS, recognizing that this philosophy empowers

HCL’s frontline employees to make decisions and take actions for the benefit of customers

• Leading analyst firm Forrester published a case study titled “HCL Technologies Puts Employees

First, Customers Second” in 2011

• Harvard Business School teaches HCL as a case study on organizational development

• EFCS was the subject of a Darden School of Business case study on the impact created by

HCL through its Employees First, Customers Second philosophy


ideapreneurs

LEADS

TO

• 25,000 IDEAS GENERATED

• 7,000 IDEAS IMPLEMENTED

• 450 MN

VALUE DELIVERED THROUGH VALUE

PORTAL

• FASTER DEMAND FULFILLMENT ON 2,400

OPPORTUNITIES IDENTIFIED BY 1390 IDEAPRENEURS THROUGH LEADGEN

• ACSAT score more than doubled from

26 in 2005 to 57.3 in 2013

Why has our relationship been successful? For one

thing, I fundamentally believe that HCL would move

heaven and earth to please CEVA. Their “Employees

First” principle shows in their drive and motivation to get

the job done.

- Peter Dew, CIO CEVA Logistics


ideapreneurs -

• IDEAPRENEURS RECOGNIZED

THROUGH THE ideapreneurship™

POLICY FOR CONTRIBUTIONS TO

SEED PROGRAMS OF VALUE

PORTAL, LEADGEN, MAD JAM

• REWARDED FOR OVER 100%

INCREASE IN BUSINESS

OUTCOMES DEMONSTRATED

IN VALUE DELIVERED TO

CUSTOMER

• 5 TIMES INCREASE IN VALUE OF

DEALS CLOSED OFF

OPPORTUNITIES SPOTTED BY

IDEAPRENEURS

• ACCELERATED ADOPTION OF

IDEAPRENEURSHIP PLATFORMS BY

EMPLOYEES .

• MORE THAN 10,000 UNIQUE

IDEAPRENEURS HAVE BEEN

RECOGNIZED THROUGH THE

VARIOUS PLATFORMs

o LEADGEN STAR

o ideapreneurship™ AWARDS

o MAD JAM FINALE

• MORE THAN 50% OF

CONTRIBUTING

IDEAPRENEURS WERE

RATED AS

DISTINGUISHED

PERFORMERS IN THE

LAST TWO YEARS

• ALMOST 70% OF

CONTRIBUTING

IDEAPRENEURS WERE

PROMOTED IN THE LAST

TWO YEARS

1 2 3


ideapreneurs

ROLE CENTRIC CAREER

MANAGEMENT:

FACILITATING SOCIAL

COLLABORATION TO

MULTIPLY ACCESS TO

COUNSEL & ADVISE

MERITOCRATIC

REWARDS DESIGN &

ADMINISTRATION

DIFFERENTIATING BY

QUANTUM & TIME

TALENT MANAGEMENT

DECISIONS DRIVEN BY

DEMAND FOR POSITION

AND INDIVIDUAL FIT OF

POTENTIAL, PERFORMANCE

& PASSION

LEARNING MANAGEMENT

INVESTMENTS DRIVEN BY

NEED TO DEVELOP

CAPABILITIES – CAPACITY &

ABILITY - TO MAXIMISE

ROLE POTENTIAL

PERFORMANCE

MANAGEMENT

PROCESS ALLOWS

DIFFERENTIATION &

ENCOURAGES

EMPLOYEES TO

SEEK PERIODIC

FEEDBACK FOR

SELF

DEVELOPMENT

PEOPLE

PRACTICES ARE

ALIGNED TO

WORKFORCE

MANAGEMENT

OPTIMIZATION

AUTONOMY FIRST

PROVIDING THE

FREEDOM TO IDEATE,

DECIDE & ACT SO AS TO

GROW, EXPERIENCE AND

EXPERTISE, & SEED

INDIVIDUALIZED CAREER

PATHS

MASTERY FIRST

PROVIDING ACCESS TO

PROFESSIONAL &

TECHNICAL LEARNING &

NETWORKS THAT

NURTURE SKILLS BY

GIVING ADVISE/

FEEDBACK WHEN IT

MATTERS MOST

PURPOSE FIRST

PROVIDING CLARITY IN THE

LINE OF SIGHT & MEANING IN

THE WORK TO BE DONE SO

AS TO HARVEST INDIVIDUAL

& GROUP CONTRIBUTIONS

THAT LEAD TO HCL

SUCCESS & TRANSLATE

THESE TO INDIVIDUAL

RECOGNITION & REWARD


ideapreneur

THE FIRST STEP

TOWARDS

IDENTIFYING AND

NURTURING

THE ideapreneur

IN YOU.

HAVE YOU TAKEN

THE ideapreneurship™

ASSESSMENT?

https://meme.hcl.com/no

de/271139

SUBSCRIBERS TO

ideapreneurship™

https://meme.hcl.com/pag

es/ideapreneurship/357

OUR VISION IS TO BE

THE WORLD’S LARGEST

ideapreneurship™

The assessment helps you

identify which of the 4

ideapreneur profile you

exhibit the most often

• Disciplined Ideapreneur

• Emerging Ideapreneur

• Operational Ideapreneur

• Inspiring Ideapreneur

Disciplined

ideapreneur

(17%)

Inspiring

ideapreneur

(16%)

Emerging

ideapreneur

(42%)

Operational

ideapreneur

(25%)

ide

ap

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rsh

ip™

Be

ha

vio

rs

BELIEF IN VALUES


• knowledgeable, generates

ideas himself/herself or by

encouraging others in the

team.

• Recognizes the

inadequacies of self and

the team, seeks most

effective and efficient

methods in carrying out

tasks and may have

difficulty implementing

solutions with this

limitation.

• She/he is able to evaluate

potential ideas that can

impact business outcomes

and is also able to reward

and recognize the idea

generators

• Evolving stage of skill

development and is

uncomfortable in

attempting to break

away from the norm.

• Believes in collaborative

work and adds value to

teams' abilities.

• She/he may be able to

generate ideas but may

not be able to generate

business outcomes

• Introspective, extremely

confidant and believes

in self-development and

always moves towards

personal growth.

• She/he is open to

feedback and takes

charge to seek

knowledge, information

and resources to

implement the

generated solutions.

• The person follows the

policies strictly and may

not be efficient at

measuring business

outcomes

• Aware of team and

organizational needs,

takes responsibility of

mistakes and accept

consequences.

• She/he has absolute

trust in supervisors and

subordinates, is open to

feedback and criticism

and believes in

information

transparency.

• The person does

absolute best and

sources knowledge,

skill and resources

needed for completion

of tasks and takes pride

in achievements.

• She/he rewards idea

generators for

achievements and

contributions made

towards business

Disciplined

ideapreneur

Emerging

ideapreneur

Operational

ideapreneur

Inspiring

ideapreneur

ideapreneur


ideapreneurs

Participate in Learning:

Assertive Communication & Power Words

Identify the need for Assertiveness at work

Analyze current self Assertiveness level

Summarize Assertive behaviors

Demonstrate Assertiveness in real life work situations

Identify various power words used in work situations

Use Power Words and Assertive responses in real life work

situations


Working in Teams

Express our understanding of team-work

Introspect and recognize the personal strengths we bring to

our team

Recognize the importance of asking questions for effective

communication and collaboration in teams

Describe elements of Trust building

Identify the range of team roles to build effective teams


Giving & Receiving Feedback

Identify essential feedback skills to build trust and improve

relationships

Manage perceptions while giving feedback

Use a proven framework to reinforce specific behaviors of

others


Influencing Skills

Define Influence and Influencing skills

Differentiate among influencing skills, coercion and persuasion

List the principles of Influence

Identify behaviors associated with influencing skills

Practice influencing skills

To be an

Emerging

ideapreneur

To be an

Operational

ideapreneur

Break Away From Norms

Add Value to Teams

Grow Through

Self-Development

Build Execution Acumen


ideapreneurs


Coaching a High Performing Team

Describe coaching

Differentiate between coaching, mentoring, and counseling

Explain the responsibilities of a coach

Recognize the impact of Powerful questions in Coaching

Describe the GROW model of Coaching


Critical Thinking Skills

Identify the need for critical thinking

Define critical thinking and its elements

Orient on RED model of critical thinking

List ways of developing critical thinking skills

Practice critical thinking skills using various techniques

Build an individual action plan for developing critical thinking

skills


Collaborative Value Creation

Define value creation

Interpret ways to create value through collaboration

Demonstrate creativity at the workplace


Working Across Generations

Understand and leverage the differences between

generations.

Resolve the “points of friction” that inevitably occur between

generations’

differing perspectives, styles, and expectations.

Motivate team members to volunteer their greatest

contribution by engaging

the whole person and giving space for generational

differences to exist.

To be an

Disciplined

ideapreneur

To be an

Inspiring

ideapreneur

Build Ideation Capabilities

Execution Excellence

Enhance Innovative Thinking

Work Across Generations


ideapreneurship™

1. DISCOVER YOUR ideapreneur

PROFILE – TAKE THE

ideapreneurship™ ASSESSMENT

2. TAKE TRAINING PROGRAMS

DEPENDING ON YOUR

ideapreneur PROFILE

4. SEED AND NURTURE

IDEAS USING THE

PROGRAMS AVAILABLE

5. HARVEST IMPACT AND

TRANSLATE TO VALUE

FOR THE CLIENT AND HCL

3. UNDERSTAND THE CONTEXT OF THE

INDUSTRY/CLIENT/GEOGRAPHY

YOU WORK WITH AND IN

Be an

ideapreneurship™

Evangelist


1 2 3

What can I

do to explain

ideapreneurship™ to my

colleagues?

Which actions can I

personally take to serve

as a role model

ideapreneur?

How can I take our

culture and ensure we

walk this talk with

clients?


Relationship Beyond the Contract TM


“YOU HAVE BROUGHT HCL TO ITS CURRENT STATE OF SUCCESS

AND IT IS TAPPING INTO YOUR

COMPETENCE, CHARACTER AND CONTRIBUTIONS

THAT MAKES US FUTURE READY”

Prithvi Shergill Chief Human Resources Officer