HCL Technologies' Transformation: What were the Internal and External Forces for Change at HCL?

HCL Technologies is a company in Delhi that focuses on providing information technology (IT) services. In order to maintain its success in the market, the company underwent a successful transformation of its business model that was fueled by several internal and external forces. Some of the external forces that contributed to the change include the loss in mind share and market share, rapid changes in the IT services industry, growth of competitors, and customers' preference for an undifferentiated services provider. The internal forces were the decision by HCL's management to start the change process, disorganization of its value zone, and the establishment of a collaborative strategy.

Which of the Target Elements of Change were affected by the Changes at HCL Technologies?

The process of changing the business model of HCL Technologies incorporated various target elements that could help the company to effectively respond to the internal and external...

The main target elements of change were the firm's current situation and its value zone i.e. The interface between frontline employees and customers. In addition to being described as Point B. By the company's Chief Executive Officer, the value zone target element was the main target element affected by the change.
The traditional method of the interface between customers and frontline managers at HCL Technologies was through a pyramid method with which people interacted with a hierarchy of managers, making it difficult for workers to add value. Through a small-scale catalysts strategy, the transformation affected the value zone in four major ways i.e. sharing financial data, the smart service desk, the comprehensive 360-degree, and online planning process.

To what extent did Vineet Nayar follow change models proposed by Lewin and Kotter?

The proposed change model by Kurt Lewin basically involves three major steps i.e. unfreeze, change, and refreeze ("Lewin's Change Management Model," n.d.). On the contrary, Kotter's change…