ideapreneurs take the Relationship Beyond the Contract

1 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™
Employees First
• Mirror Mirror
• 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™
Employees First
• Mirror Mirror
• 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™
Employees First
• Mirror Mirror
• 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%)
ideapreneurship™Behaviors
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

ideapreneurs take the Relationship Beyond the Contract

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