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.

中文翻译：

---

HCL Infosystems Ltd. (A) 和 (B)

当 Prem Seshadri 被任命为 HCLI 的执行副主席兼 MD 时，这家印度 IT 集团正在亏损中流血。发展竞争力和进化的 DNA 势在必行。本案例详细介绍了重塑绩效管理系统和使用技术进行行为改变和文化转型的两年历程。PULSE 旨在为 4,500 名员工实施每周反馈系统。然而，在 2016 年，PULSE 数据显示银牌和铜牌徽章激增，而金徽章则下降。PULSE 讲述了什么故事？学生在组织、团体和个人层面应用诊断来评估干预并确定前进的方向。