HCL Technologies made a commitment to the employees to be transparent and reverse the organizational pyramid. This tangible difference means, able to compete in the global arena regularly and successfully. A decentralized organization is more solid and sustainable when more of the responsibility for change is passed to the employees, that way the CEO focuses on being the enabler of change/stimulator. The case study shows that when a CEO focuses less on governing and more on stimulating, the executive accomplishes much more than might have otherwise have been too much and risky to take on (Nayar, 2010). Continuing the trend of utilizing employees for innovation through unstructured processes HCL Technologies will be better prepared to face changes; future challenges better. There are two reasons employees would not take responsibility:
They are used to taking orders, and feel every question must be directed to the CEO for answers, that in most cases they have to resolve issues.
They just don’t want to be blamed for anything gone wrong based on their decisions in the company.
Another trend mentioned in this case study is the Employee First Council. This is done by embedding people’s passion into the organization’s structure; sustaining an organization through the help of passionate employees. To do this, HCL technologies had to find out what core values of most importance to the employees would drive their potential to act passionately in personal and professional lives. To achieve passionate employees, employees’ council was created to put the democratic power in the hands of employees. This enables the employees to function independently as starfish in the organization. Therefore, employees’ passion built around personal interests and business issues has a better chance at building a sustainable structure for any company. The revival and sustenance of every economy will depend on the forgotten population of lower level employees that falls in the 20% to 40% group. Unless these group of employees are well