Book contents
- Innovation from Emerging Markets
- Innovation from Emerging Markets
- Copyright page
- Contents
- Figures
- Tables
- Boxes
- Contributors
- Foreword
- Acknowledgments
- Introduction
- 1 A Framework for Innovation in Emerging Markets
- Part I Drivers of Innovation in Emerging Markets
- Part II Types of Innovation in Emerging Markets
- 7 The Political Economy of China’s R&D Internationalization
- 8 Emerging Pharmaceutical Companies from China, India, and Brazil
- 9 Reverse Innovation and the Role of Local Partners in Emerging Markets
- 10 Innovation Based on Value Co-creation through Employees at HCL Technologies
- 11 Frugal Innovation in Brazilian Multinationals
- 12 Innovation in War and Peace
- Part III Innovation Outcomes in Emerging Markets
- Conclusions
- Index
- References
10 - Innovation Based on Value Co-creation through Employees at HCL Technologies
from Part II - Types of Innovation in Emerging Markets
Published online by Cambridge University Press: 15 March 2021
Book contents
- Innovation from Emerging Markets
- Innovation from Emerging Markets
- Copyright page
- Contents
- Figures
- Tables
- Boxes
- Contributors
- Foreword
- Acknowledgments
- Introduction
- 1 A Framework for Innovation in Emerging Markets
- Part I Drivers of Innovation in Emerging Markets
- Part II Types of Innovation in Emerging Markets
- 7 The Political Economy of China’s R&D Internationalization
- 8 Emerging Pharmaceutical Companies from China, India, and Brazil
- 9 Reverse Innovation and the Role of Local Partners in Emerging Markets
- 10 Innovation Based on Value Co-creation through Employees at HCL Technologies
- 11 Frugal Innovation in Brazilian Multinationals
- 12 Innovation in War and Peace
- Part III Innovation Outcomes in Emerging Markets
- Conclusions
- Index
- References
Summary
The chapter presents the analysis of the “Employees First, Customers Second” (EFCS) management philosophy at HCL Technologies (Global IT consulting company, Indian origin). EFCS proposes that it is the employees who create real value for the customers and HCL Technologies transformed the entire organization to empower them and ensure their wellbeing. As a result, the “value zone” was identified in the interface between HCL Technologies employees and customers for value co-creation. The case study followed a longitudinal in-depth analysis of the sustainability or annual reports from 2011 to 2019. The study also included HCL Technologies' former CEO Vineet Nayar’s public speeches, news reports, and research papers related to EFCS. The case provides evidence of a model of innovation based on value co-creation through employees. The model has three pillars: (a) employees’ wellbeing, (b) employees’ empowerment, and (c) innovation through value co-creation. Each pillar contains supporting management and human resource practices.
- Type
- Chapter
- Information
- Innovation from Emerging MarketsFrom Copycats to Leaders, pp. 278 - 299Publisher: Cambridge University PressPrint publication year: 2021
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