Recasting the Role of the CEO - Essay Example

?Introduction: With regards to the way in which the comparison and contrast of HCL Technologies and Axon sought to develop the My Blueprint strategy,these can effectively be understood within the context of a non-traditional approach. What is meant by this is the fact that HCL Technologies sought to integrate an oversight process that engaged the root stakeholder managers in a review and analysis of their own productivity and goals. In such a way, this analysis will seek to discuss and analyze the means by which the leaders sought o engage a differentiated vision between the MyBlueprint management, the overall effectiveness of the internal and external messaging that existed, and the analysis of how the leader used such messaging to prepare the firm, its members, and stakeholders for the future by fostering a level of innovation and creativity. •Comparison and contrast the ways that the leader used messaging (communication) to institute MyBlueprint and prepare HCL Technologies and Axon for the acquisition Although such an approach was deemed as somewhat radical, the fact of the matter is that it allowed for the end reviews, high end management, to gain a more informed and realistic model of action with regards to what changes and development was necessary in helping to firm to engage in a further level of profitability for each component part and individual sector. This was useful due to the fact that it allowed the middle management to derive and achieve a level of accountability and honesty with regards to the processes and goals that they were ultimately responsible for; rather than merely putting forward talking points that would likely deviate from the root goals and endeavors that the firm sought to effect. What was noticed was that although such a process was radical and engendered a degree of risk, it nonetheless was highly useful in providing a degree of oversight that was instrumental in detailing and establishing a baseline of performance with regards to any and all upcoming changes that could seek to promote further responsibility and profitability within the firm. With regards to Axon and the strategy that was employed as a result of the merger, this too differentiated itself from the approach that so many firms mistakenly make with respect to the way in which such a business marriage takes place. As such, rather than seeking to bring Axon directly in line with the directives that HCL Technologies had previously been operating under, they CEO determined that the best way in which to maximize the potential that could exist between the two was to seek to leverage an understanding of the fact that Axon was acquired due to the fact that it had the potential to maximize the relationship that the two firms could sustain working in a symbiotic relationship. What is meant by this is that Axon was not acquired so that the two could behave in an identical manner; rather, the CEO came to the understanding that the firms, although now part of a singular entity, must continue to exhibit the key strengths that they had prior to being organized under one banner. Moreover, the weaknesses that the two firms exhibited must be approached from the baseline of understanding that these should be worked to be minimized without reducing the effectiveness that had formerly been exhibited by either entity. In such a manner, a differentiated and unique plan of management and standardization, as well as oversight, was required to be initiated to ensure that the synergy could be maximized without diminishing the overall competence that they formerly brought to bear. •Analyze the effectiveness of the internal and external messaging (communication) With regards to the effectiveness of the internal and external messaging (communication) that was utilized as a function of making the aforementioned goals a reality, the CEO opted first and foremost to review the process in its entirety among fellow stakeholders (upper and middle management) as a means of targeting any weaknesses within the model that had formerly been evidenced. It is important to note that although this process was engaged, the CEO and other leadership did not seek to make any determinations prematurely. In this way, rather than seeking to keep stakeholders within the firm, and without, updated of any and all challenges and changes, the CEO kept the process as it was until such a time as key levels of understanding could be derived. Likewise, change for the sake of change was not engaged. •Analyze how the leader uses messaging (communication) to prepare the firm, its members, and stakeholders for the future by fostering innovation and creativity. Finally, as a means of alerting the internal stakeholders of the firm that a new paradigm was being engaged, leadership sought to recast the entire oversight process in terms of making it more favorable to an increased level of accountability without encouraging many of the negative aspects that could otherwise be derived from announcing that a new shift in oversight and determination would be engaged. This neutral process was engaged at both ends of management as the author notes that communication with senior stakeholders was necessitated in order to convince them of the fact that the previous paradigm was wasteful and non-efficient (Nayar, 2010). Moreover, by engaging the mid management stakeholders with an understanding and direct level of appreciation with regards to the fact that they could maximize the process both in terms of their own credibility and in terms of being brutally honest with regards to any drawbacks that might exist, a supreme level of integration was able to be realized that had not previously existed. Finally, with regards to how this process was effected with the stakeholders outside the firm, (i.e. shareholders), it was related that the process was a means of restructuring that sought to correct any and all problems that existed as a result of the merger. Such a process helped to foster further innovation and creativity due to the fact that the mid management was encouraged with regards to the level of impact that they could have in maximizing the potential and capacities of their respective components as well as the potential of the firm as a whole; thereby having a direct level of impact upon the strength and resiliency for the prospects of future growth (Loorbach & Wijsman, 2013). In effect, the firm and maximize potential and profitability with regards to the merger and acquisition that it recently taken place. This is something of a delicate process but one that has the potential to return massive dividends if engaged in the correct manner. As has been stated, all too many firms make the fundamental and fatal mistake of engaging the previous model that has served the entity up until such a point in time that they merge or make an acquisition. Although many of these strategies have been developed over time and assist the engage core strengths of weaknesses that may be extant within the entity in question, they cannot and should not be understood to apply to any and all businesses in an equal way. This is due to the fact that the environmental needs and growth experiences that different organizations and groups have experienced cannot be reduced in such a raw and unsophisticated manner. Rather, the approach that was put forward points to the need for the stakeholders at the upper end of management to be cognizant of the fact that the key differentials that exist between the two entities do not necessarily represent a weakness; rather, they represent an opportunity to juxtapose the utility and efficiency of the component parts as a way of performing a minor restructuring that can have lasting and potentially highly profitable outcomes once engaged. Although the path that was pursued in the case study was ultimately successful, it must also be understood that what was engaged in was inherently risky as it necessitated that a degree of risk be accepted with the hope of potentially creating a new paradigm by which the firm could seek to leverage further profitability and renewed life in the future. References Loorbach, D., & Wijsman, K. (2013). Business transition management: exploring a new role for business in sustainability transitions. Journal Of Cleaner Production, 4520-28. doi:10.1016/j.jclepro.2012.11.002 NAYAR, V. (2010). Employees First, Customers Second. Chief Learning Officer, 9(10), 20-23. Read More