1. Brand HCL The journey from 2005 to 2010

2. Phase I FEARless brand campaign - Activities - -

Advertisements in leading newspapers April- August 2005 standardization and Logo clean up

Migration to a single @hcl.in ID for all the employees of HCL

Launch of Enterprise portal

www.hcl.in 3. Phase II 0 & 1 Campaign - Objective

Generate high salience about HCLs multifaceted technology width

• Thus, build the size and stature of HCL

Activities

• TV lead multi-media campaign

• • Not just the big computer company

• • Introducing 0 & 1, HCLs brand ambassadors

• • Via latest technology examples aerospace, lifesciences, banking and BPO

Continued efforts on brand standardization, PR, Influencer Relationships

- - 4. Phase II 0 & 1 Campaign - Activities - - TV Advertisements 4 creatives AEROSPACE BANKING BPO LIFE SCIENCES 5. - - Other media like Print, Internet and Outdoor 6. Phase III Technology that touches lives Objectives

To present the width of HCLs operations

Focus on strong youth/ emotional connect

- - 7. Phase III Technology that touches lives

TV led media campaign - May 07 to April 08

- - 8. Phase III Technology that touches lives - Feedback - - 9. Phase IV Technology that touches lives Campaign 2

TV led media campaign April 08 onwards

Continues to present the technology width of HCL from the previous campaign

Moving Forward: Refreshes the previous campaign by taking fresh examples across diverse fields

Focus on a strong youth/emotional connect

- - 10. - - Technology that touches lives 11. Top Of Mind Awarenessacross 8 rounds of research 1st 2nd 3rd Jul-Aug 05 Feb-Apr06 Nov-Dec 06 June-July 07 JFM-08 July-Aug 08 Nov-Dec 08 AugSep 09Research duration 12. Spontaneous Awareness across 8 rounds of research 1st 2nd 3rd Jul-Aug 05 Feb-Apr06 Nov-Dec 06 June-July 07 JFM-08 July-Aug 08 Nov-Dec 08 AugSep 09Research duration 13. Phase IVTechnology that touches lives Campaign 3

TV led media campaign launched June 2010 onwards

Continues to ride on the success of Technology that Touches Lives

- - 14. - - Refreshes the previous campaign by taking fresh examples across diversefields Showcases multiple situations in Mr Bankers day resolved by a friendly HCL employee Technology that Touches Lives - Part 3 (60 Seconder) 15. Focus on New Media

Facebook

- - The T3L Part III video featured in Top 100 in 2 hrs to Top 50 in 4 hours just after launch on June 10, 2010 #45 - Most Viewed (Week of 14 June) - Directors - India YouTube 16. The evolution ofMobile Excitement 17. HCL-IMRB Survey

Capturing the preferences of todays Indian customer

Three target segments i.e. students, young executives & mid-level executives

Across 9 cities - 5 metro and 4 large towns.

Covering more than 3000 respondents across five segments.

18. The Findings

Youth of Today

Highly individualistic

Its all about I!

Craving for excitement

Always on the move

19. ME Launch:Launch of new & Vibrant brand positioning ME targeting youth considering their mobile and individualistic lifestyle. ME - Mobile Excitement For You Mobile Excitement for You Erase for ME Secure ME Lock ME SplitME Encrypt ME Worlds First Service built into the Product 20. The launch of Mobile Excitement A breakthrough ad campaign in the form of a film trailer, in line with the aspirations of the youth of todaywho want excitement on the go. Run across 500+ multiplexes across country . 21. Feature Led Campaign Creating waves over the internet 22. Ranked amongst the Top Brands of the country 23. HCL No longer just a brand - - HCL AwardedSuperbrandStatus 24. Rising to the top, while maintaining a customer focus - - HCL RankedBrand EquitysMost Trusted IndianIT Brand 25. A Journey of TransformationCIO TO CEO 26. Support Vs. Strategic Reactive Vs. Proactive Lack of customer orientation Relative Young practice Lack of formal accreditation IT as IT Vs. IT in Business term Power of Sales & Profit- Traditional Leadership Business Transformation Competitive marketplace Business dependency on Technology Broadest perspective of Business Not willing to relinquish the technology heritage Current state, Role perception & Choice Role perceived by others CIO as a change agent Future Choice Is it a self denial ? Huge satisfaction Vs. taking leap into the unknown Is it a problem of understanding of his role as a CEO ? 27. CEO Role diversity a Chimera or reality? Role diversity that exists for a CIO It has the customers, namely the company's business units. It has accountability for creating share holder value - through best in class processes and making sure every single deviation is getting noticed. Contributing ideas and innovation, just as everyone else does. Cutting costs and reducing risks. IT has to have strategy, finance,people and operating plans, like all other businesses and components ofan enterprise. It almost runs like a companyAllan Lorren ex-CIO Cigna, Apple computers& then CEO of Galileo and Dun & Bradstreet 28.

1. Most CFOs vision spans the functioning of the entire enterprise. CIOs have a huge operational experience as well.

2. Most CFOs are immersed in the business to improve on multiple factors such as margins, profitability, investor relationships etc.

• In contrast, the CIO is primarily focused on improving customer service, product delivery, controls and so on.

3. Many CFOs become CEOs , but it is not a natural jump for a CIO

CIO/CFO- Differences & similarities 29. Evolution of the CIOs Role Technical Business Reactive Initiative Proactive 1970 1980 1990 2000 2005 2010 30. Is there a glass ceiling? 1 2 3 4 31. Making Transition possible

Clearly, the challenge for CIOs aspiring to higher offices is identifying behaviors that are likely to boost their careers and then diligently cultivating these behaviors over time

The good news is that successful CIOs can become successful CEOs

An extra effort is required to grow beyond the traditional CIO mindset and to embrace the behavioral styles of traditional CEOs

Next few slides provide a brief overview of observable behavioral differences between CIOs, CEOs and COOs.

In addition to describing the behavioral skills that we believe are critical to success, it offers specific behaviors required for promotion to the most senior executive posts in an organization

32. Leadership Style

CXOs havehighly participative&social leadershipstyle

Under no pressure, CXOsare inquisitive & relaxed

They continuouslyseek informationas means ofevaluating alternative solutions

Underpressurethey adopt atrial and errorapproach to problem resolution

They takedecisionsthat aresensitive to immediate social dynamicsof a situation

CXOsswitch under pressureto aninquisitive leadership style

CXOsmultifocus stylehelps them toadapt & meet others on their terms

CXOs arenaturalat developing quicksocial relationships

CXOs have an open leadership style that becomes increasingly important with seniority

** Star CEOs, CFOs& CIOs score almost same on critical parameters of Leadership style.( Source: Korn/ Ferry International) 33. Thinking Style ** Star CEOs,CFOs & CIOs score almost same on critical parameters of Leadership style.( Source: Korn/ Ferry International)

Thinking style of CIOs differs in some ways from that of CEOs/CFOs

CIOs are by custom & training analytical and more adaptable than CEOs/CFOs

CIOs environment requires solving complex and creative problems

CEOs/CFOs are governed by call to action

Action Focused 34. Emotional competencies ** Star CEO,CFO & CIO score almost same on critical parameters of Leadership style.( Source: Korn/ Ferry International)

CXOs shareasimilarprofile ofemotional competencies

CIOsvs. CEOs/CFOs tend to have alow degree of tolerance for ambiguity[ 0 or 1]

CIOson an average demonstrate lessself confidence

CIOsneed to haveambitionandself assurance

On all other factors CXOs demonstrate similar scores

35. The other side of the Coin 36. Crossing the Bridge: CIO TO CEO 37. Was CIO at Became Was CIO at Became Compaq 1998-1999 CEOCompaq 1999-2002 Chairman and CEOWorldCom2002-2006 Mike Capellas SchneiderNational 1996-1999 CEO Schneider National 1999-2007 Chris Lofgren Was CIO at Became Was CIO at Became The Reincarnated CIO President TD Ameritrade Client Group 2006-Present TD Ameritrade 2003-2005 Asiff Hirji CEO Iomega 2006 Present Procter & Gamble 2000-2006 Stephen David