...Starling Case Study: Culture of Starling: 1. Competition has increased. 2. Attracting top notch talent was critical to Starling success. 3. Starling generally over-hired considering future expansion. 4. Highly collaborative work culture. 5. People shared talent with other departments. 3 –weeks in the role CEO – Jack – Good Experience – 51, Excellent Manager and Mentor, well regarded amongst senior management team. Past role as COO, Enterprise division at Verizon one of fortune 50 companies. Personality – soft spoken and well regarded contributions amongst colleagues. Problems: 1. Persuading Robert Cotez a. Same age, 50 as Jack b. Outgoing, likable, and no- nonsense attitude and hard changing style c. Major part of his career in Finance in software and technology companies. d. Highly interested in CEO position. e. Jack felt – Robert was not happy. f. Robert was key to lead finance and needed his expertise as Starlings was on a growth path. g. Highest paid executive amongst people in the same rank. h. Starling cannot lose any other key executive at this point. i. COO role – contested by Robert and Lisa Graf j. Lisa Graf, SVP Sales and Marketing – Stellar record. Solution: 1. COO position is the path to CEO 2. Robert needs to be told that his latest recent experience though has been in the same industry has been primarily in Finance. He needs to...
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...Case Study: Infosys (A) Strategic Human Resources Management Strategic Human Resources Management defines the organization’s intentions and plans on how its business goals should be achieved through people. It is based on three propositions: first, that human capital is a major source of competitive advantage; second, that it is people who implement the strategic plan; and, third, that a systematic approach should be adopted to defining where the organization wants to go and how it should get there. Strategic Human Resources Management is a process that involves the use of overarching approaches to the development of Human Resources strategies, which are integrated vertically with the business strategy and horizontally with one another. These strategies define intentions and plans related to overall organizational considerations, such as organizational effectiveness, and to more specific aspects of people management, such as resourcing, learning and development, reward and employee relations. Strategic Human Resources Management addresses broad organizational issues relating to changes in structure and culture, organizational effectiveness and performance, matching resources to future requirements, the development of distinctive capabilities, knowledge management, and the management of change. Infosys which was founded on July 2, 1981 in Pune by N R Narayana Murthy and seven others: Nandan Nilekani, N. S. Raghavan, Kris Gopalakrishnan, S. D. Shibulal, K. Dinesh and Ashok...
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...economy growth, Infosys is one of the pioneer Indian companies that positioned the Indian firms on a leading position globally, the company generated revenue of US$ 2 billion in 2006 (Rustogi et al, 2012), and gain more than two third of its revenues from serving many clients in the United states (Dajiworld, 2007), the company success to develop scalable strategy, and create a successful organization has a global brand awareness for quality and efficiency . The report illustrate Infosys expansions plans and strategies in China and summarizing the factors influenced Infosys to establish offshore development center in China, to benefit from the advantages of the low labor cost and the great economic opportunities to have the largest second development center in China, as well analyze the Global Delivery Model of Infosys and its relevance to China, in addition to indentify the major challenges face the Indian IT companies operating in China, and propose solutions to conquer those problems. Table of Contents Background 5 Issue Statemnt 5 Literateur : Factors influenced global expansion strategy 5 Analysis of the problem : Global Delivery Model of Infosys 6 Alternatives Analysis and Selection Criteria : Development Challenges in China 7 Recommendations 9 Action and Implementation Plan 10 References 12-15 Appendix 16 List of Tables and Figures Table 1 –Infosys Ranking. 17 Table 2 – Infosys SWOT analysis 18 ...
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...com/abstract=1067441 1 Vision into Action: Infosys Technologies Arpita Saha1 Abstract: Infosys is one of the world¡¦s most respected companies. It is one of those companies which have changed the way India is perceived in the global purview. Since its inception Infosys¡¦ founder members shared the vision of becoming a globally recognized organization providing high quality business solutions. Infosys is regarded as a highly respected organization because of the set of values which drive them; like the integrity and transparency with which they conduct themselves, their customer friendliness and their exemplary leadership. This article delves into the company¡¦s growth path and the role played by their vision and mission in their progress. Introduction Infosys is the world leader in providing high quality Information Technology and software services to its clients globally. Infosys is one of the companies which spearheaded the software services outsourcing strategies. Offshore outsourcing is a process in which an external organization is contracted to execute some task in an outside territory. And this has several advantages for the organizations which outsource. Infosys delivers offshore IT and software services like infrastructure support, application development, IT consulting, re-engineering and other services like setting up software development centers at different locations for their clients. Adding another feather to the Infosys¡¦ cap is a banking application that...
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...the co-founder of Infosys, a multinational corporation providing business consulting, technology, engineering, and outsourcing services. Murthy was born and raised in Mysore, Karnataka, studied electrical engineering at the National Institute of Engineering, University of Mysore, and M. Tech at the Indian Institute of Technology Kanpur. Before starting Infosys, Murthy worked with Indian Institute of Management Ahmedabad as chief systems programmer and Patni Computer Systems in Pune (Maharashtra). He started Infosys in 1981 and served as its CEO from 1981 to 2002 and as chairman from 2002 to 2011. In 2011, he stepped down from the board and became Chairman Emeritus. On 1 June 2013, Murthy was appointed as Additional Director and Executive Chairman of the board for a period of five years. CAREER/LIFE JOURNEY CAREER Murthy started his career at IIM Ahmedabad as chief systems programmer. There he worked on India's first time-sharing computer system and designed and implemented a BASIC interpreter for Electronics Corporation of India Limited. He started a company named Softronics. When that company failed after about a year and a half, he joined Patni Computer Systems in Pune. Murthy and six software professionals founded Infosys in 1981 with an initial capital injection of Rs 10,000, which was provided by his wife Sudha Murthy. Murthy served as the CEO of Infosys for 21 years from 1981 to 2002, and was succeeded by co-founder Nandan Nilekani. At Infosys he articulated,...
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...University Accounting Capstone – ACC 499 Professor Grant A. Wills August 3, 2011 Internal Fraud Infosys Limited is an IT and consulting company, it defines, designs and delivers technology-enabled solutions for Global 2000 companies. Infosys provides business and technology consulting, application services, systems integration, product engineering, custom software development, maintenance, re-engineering, independent testing and validation services, IT infrastructure services and business process outsourcing. Infosys pioneered the Global Delivery Model, which is based on the principle of taking work to the location where the best talent is available, with the least amount of acceptable risk and where it makes the most economic sense. Infosys employs more than 15,000 foreign workers in the United States. In February of this year, a suit was filed in Alabama that accuses Infosys of purposefully sending its Indian employees to work full-time on incorrect visas, and that Infosys was paying these employees in India for full-time work in the United States without withholding federal or state income taxes, and overbilling customers for the labor costs of these employees. Foreign nationals that work in the United Stated on temporary contracts require an H-1B visa. In 2009, increased restrictions began on H-1B visas and in 2010 the application price for H-1B visas doubled, this is when Infosys began sending employees on B-1 visas. B-1 visas are issued to employees visiting the country for...
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...Infosys: Company Profile About Infosys: Infosys Limited was started in 1981 by seven people with $250. Today, Infosys is global leader in "next generation" IT and consulting, with revenues of $6.04 billion. Infosys defines, designs and delivers technology enabled business solutions that help Global 2000 companies in Building Tomorrow’s Enterprise. Infosys provides a comprehensive range of services by leveraging our domain and business expertise and strategic alliances with leading technology providers. Infosys service offerings span business and technology consulting, application services, systems integration, product engineering, custom software development, maintenance, re-engineering, Independent Testing and Validation, Business Process Outsourcing, and IT infrastructure services. Infosys pioneered the Global Delivery Model (GDM), which emerged as a disruptive force in the industry leading to the rise of offshore outsourcing. The GDM is based on the principle of taking work to the location where the best talent is available, where it makes the best economic sense, with the least amount of acceptable risk. Infosys has a global footprint with 64 offices and 63 development centers in US, India, China, Australia, Japan, Middle East, UK, Germany, France, Switzerland, Netherlands, Poland, Canada and many other countries. Infosys and its subsidiaries have 130,820 employees as on March 31, 2011. Establishment: Infosys was founded on 2 July 1981...
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...INFOSYS: FINANCING AN INDIAN SOFTWARE START-UPS SUBMITTED BY: DIVYANI GARG INTRODUCTION Infosys is small software development venture which provides information technology (IT) consulting services for international clients. The company is located in Bangalore and was founded back in 1981 by a small group of skillful entrepreneurs, with very little equity of 1000$ and without backing from a large companies. Mr. R. Narayana Murthy is the CEO and chairman and Nandan Nilekani is the president and chief operating officer (COO), of Infosys Technologies Ltd. Being a company grounded on a Indian soil at that tome was not an advantage for Infosys because the economic policy supported by the government prior to 1991 caused many problems for business, especially for those businesses that wanted to import goods from a foreign market. Therefore the easiest business solution for Infosys was to develop software services, since production of hardware could have been a trouble because all the devices they need for the hardware development were imported from abroad. Because the domestic market held no real opportunity for the new company, Infosys focused on international markets for its software products. Up till 1999 Narayana Murthy bought out all the shares from the remaining founders, the company has dramatically transformed its business and image and grown with over 100 employees. It faced possible bankruptcy but somehow managed to survive it, took the advantage of the capital...
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...Responsibility Infosys Submitted to Prof Neeti Sanan Group 4 Arvind Sairam (111011) Jaydeep Patwardhan (111031) Piyush Singh (111033) Sravan Kommuri (111053) Vishnu Meena (111061) On March 1, 2012 Executive Summary This report investigates the Corporate Social Responsibility (CSR) practices of Infosys Ltd. – India’s second largest IT Company. The report discusses the background of the company and its current state of CSR practices. For better evaluation, the analysis is broken up into four thrust areas, namely The Infosys Foundation – which deals with various social welfare activities, Sustainable Change Programs – which deals with all levels of education, The Employee – Driven Programs – which are loose, unstructured programs run by volunteers and the Eco Group Programs – which deal primarily with reducing Infosys’ carbon footprint. The report discusses the CSR initiatives taken by the firm in each of these areas and subsequently provides an assessment for them based upon the criteria of proper implementation, measurable impact, magnitude and fit with the organization’s business. In forming the assessment, quantitative data has been taken wherever possible, for e.g. in the case of the financial viability of the CSR initiatives, the amount allocated to CSR has been compared with the annual profit figures of the organization. However, majority of the assessment is based upon qualitative data collected from third party assessment of the impact of Infosys’ CSR. The...
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...Infosys: Company Profile About Infosys: Infosys Limited was started in 1981 by seven people with $250. Today, Infosys is global leader in "next generation" IT and consulting, with revenues of $6.04 billion. Infosys defines, designs and delivers technology enabled business solutions that help Global 2000 companies in Building Tomorrow’s Enterprise. Infosys provides a comprehensive range of services by leveraging our domain and business expertise and strategic alliances with leading technology providers. Infosys service offerings span business and technology consulting, application services, systems integration, product engineering, custom software development, maintenance, re-engineering, Independent Testing and Validation, Business Process Outsourcing, and IT infrastructure services. Infosys pioneered the Global Delivery Model (GDM), which emerged as a disruptive force in the industry leading to the rise of offshore outsourcing. The GDM is based on the principle of taking work to the location where the best talent is available, where it makes the best economic sense, with the least amount of acceptable risk. Infosys has a global footprint with 64 offices and 63 development centers in US, India, China, Australia, Japan, Middle East, UK, Germany, France, Switzerland, Netherlands, Poland, Canada and many other countries. Infosys and its subsidiaries have 130,820 employees as on March 31, 2011. Establishment: Infosys was founded on 2 July 1981...
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...es company Infosys Technologies Ltd has launched a program called Talent Strategy 2015 to deal with a large number of global hires, attract talent and stem attrition to boost revenue per employee, The Economic Times reported. Infosys fine-tunes HR policies to stem staff attrition, boost revenue per employee (Photo: Reuters) Staff walk in Infosys Technologies campus at Electronics City in Bangalore (Photo: Reuters) Staff walk in Infosys Technologies campus at Electronics City in Bangalore The company, which witnessed 17.5 percent attrition in the October-December 2010 quarter, is recasting its internal processes to make it more flexible for its young staffers, drawing inspiration from James Surowiecki’s Wisdom of Crowds. “Given that we are a very large company, it’s important to decentralize and democratize ideas and inputs,” Nandita Gurjar, group head, human resources, of Infosys was quoted as saying in the report. The new program is a part of company’s five-year plan to ideate talent management paradigms and practices required for Infosys of 2015, Gurjar said. As part of the program, the company embarked on a fact-finding exercise by undertaking a three-month quick survey among its employees starting September 2010. Employees were asked to define policies and initiatives they wanted. A panel of 100 members drawn from business verticals and geographies, in the age group of 21 years to 53 years with tenures of 6 months to 15 years, along with business heads...
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...(what are the strengths of our product and how do we make it relevant to consumers?) or competition centricity (how can we make our product look and feel better than the competition? ). While there is a focus on the customer’s view in such discussions, everything starts either from inside (our product) or from the world immediately outside us (other products). The customer exists only for us to make the sale to. Most customer researches also reflect the same bias. The research either explores the relevance of our product in customers’ lives or explores how our product (and its communication) is being perceived vis-a-vis competition. So, how much of business thinking is truly customer-centric? The Japanese school of TQM (Total Quality Management) ensures that every product that comes off a production line is defect-free. This reflects the Japanese penchant for “perfection in everything”. It helps increase production efficiency and ensures nothing needs to be reworked. It helps the customer get high-quality, reliable products. But was TQM an outcome of customer centricity or a by-product of cultural attitude and production excellence coming together? Many brands, especially in the fast-moving consumer goods category, have offered product in different pack sizes and forms to enable the consumer to buy more of it. Is this customer-centric thinking or still inside-out thinking, that is, business generation thinking? How can we get more revenue from the customer by making the product...
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...Infosys Case Study ICMR India Media "A true leader is one who leads by example and sacrifices more than anyone else, in his or her pursuit of excellence." - N. R. Narayana Murthy, Chairman, Infosys. "The US. has discovered India's high-tech industry, and the credit is largely due to shy, unflappable engineer N.R. Narayana Murthy." - Business Week, June 14, 1999 Introduction In February 2001, Infosys Technologies Ltd. (Infosys)1 was voted as the Best Managed Company in Asia in the Information Technology sector, in leading financial magazine Euromoney's Fifth Annual Survey of Best Managed Companies in Asia. Infosys was started in 1981, by seven2 professional entrepreneurs led by Narayana Murthy, Chairman and CEO of Infosys with an equity capital of Rs.10,000. By 2000, Infosys' market capitalization reached Rs.11 billion and by 2001, Infosys was one of the biggest exporters of software from India. Narayana Murthy had built an organization that was respected across the country, with very strong systems, high ethical values and a nurturing working atmosphere. With his sound management skills, Narayana Murthy seemed to have taken Infosys to the pinnacle of success in two decades. From a turnover of Rs.1.16 million in 1981, Infosys had grown to a Rs.19 billion company in 2001. There were many firsts to Narayana Murthy's credit. Infosys was the first company to push for off–shore software development3 as against body shopping4 that was coming during the 1980s. He championed...
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...outsourced technology services. According to the global tech market outlook for 2012 and 2013, an independent report published by Forrester research Inc. in January 2012 and purchases if IT consulting, system integration services and IT outsourcing by global business and governments are essential to grow by 6.3% in calendar year 2012 when in US dollars. Corporations are increasingly turning to off shore services provider for higher quality, cost competitive technology solution. as a result , off shore service provider have become critical to the operations of many enterprises and they continue to grow in recognition and sophistication . In view of this, the addressable market foe offshore technology services have expanded. 2. HISTORY Infosys Ltd is a global technology services firm that defines, designs and delivers information technology (IT)-enabled business solutions to their clients. The company provides end-to-end business solutions that leverage technology for their clients, including technical consulting, design, development, product...
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...INFOSYS TECHNOLOGIES LIMITED “Infosys continues to be one of the fastest growing IT services brands in Europe. As we expand our operations in the UK and Europe, our presence in London is critical to our success as it allows us both to leverage the global talent pool, and to utilise the excellent physical and communications infrastructure required to rapidly scale up our operations.” - B G Lahiri, Head EMEA the NASDAQ Stock Exchange. The company reported a consolidated net profit of US$ 152.1 million for the quarter ending March, 2006. It has five subsidiaries globally – Progeon Limited, Infosys Technology (Australia) Pty. Ltd., Infosys Technology (Shanghai) Co. Ltd., Progeon S.R.O. (Czech Republic) and Infosys Consulting Inc. It has presence across the globe with 30 offices spread over USA, Europe, Australia and Asia. It currently employs people from 53 different nations. Though the USA has been the main source of revenue for Infosys, the company is looking into expanding into Europe and Asia. Infosys (Australia) has won several new clients and Infosys (China) is focussing on serving the local clientele. Its high-end services occupy a premium position in the Japanese markets and the growth rates are consolidating across Europe. Infosys has a growth rate of over 50% and more than half a billion dollars in revenues in EMEA (Europe, Middle East and Africa) region, Infosys is one of the fastest growing Consulting and IT Services organisations in EMEA region. Company’s revenue...
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