HCL Infosystems Ltd. (A) and (B)

When Prem Seshadri was appointed executive vice chairman and MD of HCLI, the Indian IT conglomerate was bleeding in losses. Developing competitiveness and a DNA of evolution was imperative. This case details a two-year journey of reinventing the performance management system and using technology for...

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Bibliographic Details
Published in:Asian case research journal 2019-06, Vol.23 (1), p.119-151
Main Author: Bajaj, Gita
Format: Article
Language:English
Subjects:
Conglomerates
Corporate management
Executives
Financial performance
Organizational change
Performance management
Seshadri, Prem
Online Access:Get full text
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Summary:When Prem Seshadri was appointed executive vice chairman and MD of HCLI, the Indian IT conglomerate was bleeding in losses. Developing competitiveness and a DNA of evolution was imperative. This case details a two-year journey of reinventing the performance management system and using technology for behavioral change and cultural transformation. PULSE was developed to implement a weekly feedback system for 4,500 employees. However, in 2016, PULSE data revealed a surge in silver and bronze badges and a decline in gold ones. What story was PULSE telling? Students apply diagnosis at organizational, group, and individual levels to evaluate the intervention and identify the way forward.
ISSN:0218-9275
1793-6772
DOI:10.1142/S0218927519500056