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Analysis of Leaders in Innovative Companies

Using the case "The DNA of the World's Most Innovative Companies: How Does Your Company Stack Up?" by Jeffrey H. Dyer; Hal B. Gregersen; Clayton M. Christensen, address the following sections:

- A section that analyzes factors in the global environment that influenced Nayar's need to create a more innovative organization.

- A section that assesses Nayar's use of the five discovery skills and how he used those skills to create an innovative organization.

- A section that evaluates opportunities for Nayar to improve his use of the skills that encourage and support innovative organizations.

Additional references

Dyer, J. H., Gregersen, H. B., & Christensen, C. M. (2011). The innovator's DNA: Mastering the five skills of disruptive innovators. Boston, MA: Harvard Business School Publishing

Hitt, M. A., Haynes, K. T., & Serpa, R. (2010). Strategic leadership for the 21st century. Business Horizons, 53(5), 437-444.

Nayar, V. (2010). A maverick CEO explains how he persuaded his team to leap into the future. Harvard Business Review, 88(6), 110-113

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In 2005, Vineet Nayar was appointed CEO of the booming Indian IT company HCL Technologies. At the point Nayar took command, the company was seen as a success in the IT industry with 30% revenue growths being seen that year. However, Nayar was not satisfied with these results as he realized that his company was losing ground to their competitors who were seeing returns of over 50% and higher by comparison across the same industry. It was time to make some dramatic changes at HCL Technologies and Nayar had a plan to aggressively and somewhat radically do exactly that (Nayar, 2010).

- A section that analyzes factors in the global environment that influenced Nayar's need to create a more innovative organization.

At the turn of the 21st century, the business environment was dramatically shifting across the globe. The swift and continual advances in internet and communications technologies had resulted in a highly competitive globalized marketplace that was bridging the entire world together. For HCL Technologies, their highly skilled IT Indian professionals were coming up with innovations and ideas that were helping to drive many of these technological advances. However, their business was not set up for competition in the new landscape that was dramatically changing around them.

The most prominent change in the 21st century was the demand from customers to have long term end to end business partnerships with their IT supplier. Companies like IBM and others were capitalizing on this niche because they were set up to accommodate these customer needs. Nayar was keenly aware that his company was a discreet service provider and not an end to end supplier therefore; he knew the company was in jeopardy, even though the bottom line and the industry had not taken notice yet. Nayar was a visionary and he was able to use his experience and his insight into the customers he was meeting and the ...

Solution Summary

The Solution analyses Vineet Nayar and HCL Technologies and the global environment that affected his organization, discovery skills used to innovate within the organization, and opportunities for the future.