Contrary to the usual thinking that the customers come first, (Holbreche, 2018) suggests a different shared value,
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Contrary to the usual thinking that the customers come first, (Holbreche, 2018) suggests a different shared value, enhancing employees first and then customers. It is done by enthusing and encouraging employees. Provide your perspective on this theory.
Reference:
Holbeche, L. (2018). Agile organization (2nd ed.). Kogan Page.
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Putting employees first Interestingly, while putting customers at the heart of company purpose is a powerful and motivating approach, today there is increasing emphasis on putting employees first since it is only when staff are happy that customers will feel the real benefits of dealing with a firm. For instance the Disney Corporation, renowned for its customer experience, believes that creating great customer experience comes down to having great people and treating them. well. Looking after your people makes them feel more engaged with your organization and more committed to your service goals. Vineet Nayyar, the CEO who led giant IT services company HCL Technologies through a profound reinvention, argues that it is essential to invert the pyramid, distribute the work of leadership, enlist the front line and change the DNA of an entrenched organization. 14 The role of managers and management should be to enthuse and encourage employees so that they can create a different shared value: enhancing employees first and customers second. Nayyar emphasizes the importance of creating an environment of trust where the employees believe what you are saying and are willing to follow you wherever you are going. So, in HCL, all the enabling functions such as HR, Finance and the office of the CEO are as accountable to the employees as the employees are accountable to them. This commitment is made real in tangible ways. For instance, HCL created an electronic 'trouble ticketing system where an employee can open a trouble ticket on any of these functions, who must then resolve these issues within a certain period of time. The ticket is only closed by the employees. Similarly, management and managers are as accountable to the employees as the employees are to them. This accountability is evident since the CEO's 360-degree is done by 80,000 employees across the world and the results are published on the web for all to see. This culture unlocks a huge amount of energy in the corporation. In summary, in a context where simplistic either/or solutions may not be appropriate, resiliently agile leaders must reconcile the leadership dilemma, being both: short-term and long-term focused; congruent and flexible; supportive and directive; task and people focused; business as usual and innovation; helicopter view and feet on the ground. In particular, agile leaders need to build a culture of shared leadership in order to strengthen the potential agility and resilience of organizations. Putting employees first Interestingly, while putting customers at the heart of company purpose is a powerful and motivating approach, today there is increasing emphasis on putting employees first since it is only when staff are happy that customers will feel the real benefits of dealing with a firm. For instance the Disney Corporation, renowned for its customer experience, believes that creating great customer experience comes down to having great people and treating them. well. Looking after your people makes them feel more engaged with your organization and more committed to your service goals. Vineet Nayyar, the CEO who led giant IT services company HCL Technologies through a profound reinvention, argues that it is essential to invert the pyramid, distribute the work of leadership, enlist the front line and change the DNA of an entrenched organization. 14 The role of managers and management should be to enthuse and encourage employees so that they can create a different shared value: enhancing employees first and customers second. Nayyar emphasizes the importance of creating an environment of trust where the employees believe what you are saying and are willing to follow you wherever you are going. So, in HCL, all the enabling functions such as HR, Finance and the office of the CEO are as accountable to the employees as the employees are accountable to them. This commitment is made real in tangible ways. For instance, HCL created an electronic 'trouble ticketing system where an employee can open a trouble ticket on any of these functions, who must then resolve these issues within a certain period of time. The ticket is only closed by the employees. Similarly, management and managers are as accountable to the employees as the employees are to them. This accountability is evident since the CEO's 360-degree is done by 80,000 employees across the world and the results are published on the web for all to see. This culture unlocks a huge amount of energy in the corporation. In summary, in a context where simplistic either/or solutions may not be appropriate, resiliently agile leaders must reconcile the leadership dilemma, being both: short-term and long-term focused; congruent and flexible; supportive and directive; task and people focused; business as usual and innovation; helicopter view and feet on the ground. In particular, agile leaders need to build a culture of shared leadership in order to strengthen the potential agility and resilience of organizations.
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