HCL’s Digital Open Innovation: Enhancing Business Model Effectiveness through Talent and Customer Acquisition, Development, and Retention Harvard Case Solution & Analysis

This case study offers an illustration of the way the intersection of new digital technologies-- mobile apparatus, cloud computing, and internet collaboration -- is now transforming the way business will be conducted by organizations in the future. Recognizing that many of its present workers were already leading ""digital lives"" and were now nearly constantly connected to their personal hand-held devices, this new centralized digital platform had two crucial aims by making firm data more readily-available on mobile phones and tablet computers: 1) to enhance the new hire on-boarding process and 2) to empower employees so that they could have more-effective customer discussions that would ultimately lead to more business to business sales. By making this transition from analog to digital, HCL Technologies executives believed that Starting Point inner decision making would improve organizational agility and increase employee efficiencies. This case tells the Starting Point narrative in three components: Recognition of the requirement for mobile strategy and a focused digital platform; performance of the primary digital platform over a six-week period; and an evaluation of the electronic platform's benefits. The case also describes the way the Starting Point endeavor benefited from the entrepreneurial culture, which has been part of the business's DNA since its foundation in 1976 of HCL.

This is just an excerpt. This case is about TECHNOLOGY & OPERATIONS

PUBLICATION DATE: July 31, 2015 PRODUCT #: B5843-PDF-ENG

 

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HCL’s Digital Open Innovation: Enhancing Business Model Effectiveness through Talent and Customer Acquisition, Development, and Retention

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