* In what ways does leadership at HCL Technologies use new-era concepts such as shared leadership and collaboration to change culture, structure, and processes to support and sustain innovation?
Leadership at HCL Technologies has used new-era concepts in numerous ways to support and sustain innovation. Instead of having everything fall on the CEO’s shoulders, Nayar decided to create a section in the “U&I” portal called “My Problems”, which consisted of issues, questions, and concerns that were challenging to him. Many employees reached out to him to with their different ideas and offered suggestions that allowed for him to look at problems differently, and think outside of the box. On many instances, Nayar engaged in a back and forth dialogue with the portals contributors with questions like, What is the fundamental nature of the problem and how does it really affect us? (Nayar, 2010). By having these discussions with the contributors, it began to shift the responsibility of actions from the CEO to the employees.
Another concept that was implemented, were employee communities called “Employee First Councils”. This idea was based upon trying to figure out things such as: What are the employees about and who are they? What are their ethics and what are they passionate about? Nayar felt as though if he was able to engage people around their passions and comfort areas, they’d be more inclined to take responsibility, and they’d be more passionate about their jobs.
By implementing these ideas, it allowed for HCL’s positional leaders to share the power of their position. (Hickman, 2010). By doing so, it created an environment where collective leadership is practiced, and the employees are more involved with the decision making practices of the company.

Hickman, G. (2010). Leading Organizations: Perspectives for a New Era. Thousand Oaks: Sage Publication
Nayar, V. (2010). "Recasting the role of CEO: Transferring the responsibility for change. How leaders can tap the creative energy of employees."