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Step Nayar would admit. The first idea of his book, first of all, employees the second client is the boss doesn't have the answers. The best is just good to train the right questions.

Asked questions HCL Nayar in 2005 were: why our company looks old and tired.Why our best engineers leave .and why HCL loses market rivals?

After only three months in work of the Chief Executive, the Nayar observation was that sector is changing rapidly, customers want different things and HCL had not followed.

"The company could block all day and had a quantity very limited time to prevent such a disaster,"he told 500 engineers in Chennai on his first visit to staff.""

The audience took implicit criticism personally, but message Nayar have to drive the change began to be digested.

There was not, as he admits in a video interview with the Sunday Telegraph, a linear process of change of position position (b).

His current transparent approach to management and financial reporting - 70 000 staff members write review of performance of 360 degrees is available on the intranet of the HCL and Group publishes financial results for the company individual units - was not present at the beginning.

But Nayar realized that while he should get personal HCL to see faults of the company that he also wanted to maintain their pride in what they had achieved.It has therefore focus towards the future and the vision of what could become HCL with their help.

It also placed at the heart of the organizational structure of the HCL and promised management employees would get out of the way.

Pyramid-shaped hierarchy have not disappeared, inverted Nayar just il.Il reinforced this message by breaking these easily recognizable barriers between staff and managers, once infamous dancing on a Bollywood song in the aisles room Conference packed with employees."I can't dance nut, right? I was dancing in the aisles with these employees and make lot of noise,"is how he said.""

He explains this mockery showmanship: "I wanted that halo [CEO] to be broken."I wanted to understand my incompetence.?

Nayar continues: "my point of view, is that the entrepreneurs in the traditional sense are quickly become irrelevant and the sooner they realize that the most successful they will be."Entrepreneurs do not have to be big talkers, but they do not have to be large audiences.

"CEOs need to see their role as for next-generation business requirements instead of throwing ideas; are entrepreneurs, accountability of enabling opening functions to create and build a training ground in the organization."

Influential management types seem to be listening .Fortune magazine a mark HCL as having "style of modern management of the world", while the London Business School pins Nayar as a"leader of organizational innovation.

Despite the title of his book, the shareholders of HCL seem happy trop.De sales and operating income the company tripled on four ans.Elle is now five times the number of it lucrative contracts with large clients in 2005.Le stock has outperformed its rivals.

Is - it really the death of the traditional Chief Executive Officer, the deferential hierarchy supporting him necessarily falling farther? Nayar believes ainsi.Pourtant, there is hope for these pillars in haut.Comme stated in the book, however committed employees are always someone make the strategic decisions that set the direction of travel; someone still needs to find the plan that others follow.

? The customer first, employees two, Harvard Business Press, $24.95

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