It can be argued that Vineet Nayar followed the changed model proposed by Lewin and Kotter in many ways. He first went around the world to gather information from HCL offices and also from HCL customers. After he gathered his details, he created a case for the need to change. He provided the sense of urgency (step 1) with communicating to his employees what he discovered and there was an immediate need to do so to remain competitive. Seems to me that the fact that their competitors were outgrowing them would be urgency in itself, but it took new leadership to point it out and it would take a team effort to make changes.
Therefore, after he told them the need for change he told them that they would make the change a collaborative team (step 2). He began to push transparency, which was a new way of thinking for teams. He brought the managers together to develop their strategy. After the strategy/vision (step 3) was determined he held meetings with HCL’s frontline managers and began to help them vision the type of company that they wanted to work for (Kreitner, R., & Kinicki, A., 2013). He was communicating the vision (step 4) with these frontline managers, as he knew they would play a huge role in the turnaround of the HTL. After all, they are the face of their business in most circumstances and the customers displayed more concern with their interaction with the employees as opposed to the actual company.
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He created a survey that would provide attention to the successes along the way (step 6). Ultimately a new Employees First Council was formed as an avenue to help the employees’ personal and professional lives become more in tune with one another (step 7). This had to bring change into the organization. By driving the changes he provided employees a new approach (step