...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: 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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...academicians and practitioners Infosys Technologies Ltd.: Growing Share of a Customer’s Business James A Narus and D V R Seshadri Case Analysis I Janaki Anant Principal Solution Architect i-flex solutions Ltd e-mail: janaki.anant@iflexsolutions.com his case has multiple dimensions of analysis to it. While there is certainly an immediate short-term issue of winning the Ariba® e-procurement project of the existing client, Prairie Four Square (PFS), and gaining an increased share of the customer’s business that the Infosys team is trying to address, there is also an overall long-term strategic issue that needs to be addressed as well – that of the pricing mechanism based on value that needs to be deployed for long-term sustainability and growth of the relationship. This case offers an insight into the various dimensions of moving up the value chain and increasing the economic value of a customer relationship, identifying the differentiation strategy, communicating the positioning effectively, and the impact of local competition in the global scenario. The case also effectively illustrates the general growth path followed by most Indian software services companies, the issues they face in this progression, the changing scenarios in the global competitive arena, and the relentless pressure to lower costs in a diminishing labour cost arbitrage advantage scenario. T The April-June, 32(2), 2007 issue of Vikalpa had published a Management Case titled “Infosys Technologies Ltd.: Growing...
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...THOMAS J. DELONG Infosys (A): Strategic Human Resource Management op yo How do you feel when you look around and realize that 80% of your colleagues have been in the company for less than 24 months? — an Infoscion On November 13, 2003, the HR leadership team led by Hema Ravichandar, head of human resources for Infosys Group, left the conference room with a mixture of excitement and apprehension; a feeling that, they decided dryly, was familiar after a strategy meeting with the chairman and chief mentor of the Infosys Group, Narayana Murthy, and the CEO, Nandan Nilekani. tC The cofounders had set a new and aggressive milestone for the HR group, the latest in a long line of challenging goals that had been set for them. By 2007, the cofounders wanted HR to ensure that Infosys was on the Top Ten lists of both Best Performing companies and Best Employers. It sounded innocuous enough to an outsider, but this HR team knew better. To the best of its knowledge, no large organization had ever been able to achieve this distinction because of the tension inherent between the need to control costs for financial performance and the spending required for employee satisfaction. As the team walked back from the meeting, they were reminded of the painful and humbling experience in 2003 that had made Infosys sharply aware of the difficulties ahead as it transitioned from a small to a large company. No The decade since Ravichandar joined Infosys in 1992 had been...
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...16, 2006 THOMAS J. DELONG Infosys (A): Strategic Human Resource Management How do you feel when you look around and realize that 80% of your colleagues have been in the company for less than 24 months? — an Infoscion On November 13, 2003, the HR leadership team led by Hema Ravichandar, head of human resources for Infosys Group, left the conference room with a mixture of excitement and apprehension; a feeling that, they decided dryly, was familiar after a strategy meeting with the chairman and chief mentor of the Infosys Group, Narayana Murthy, and the CEO, Nandan Nilekani. The cofounders had set a new and aggressive milestone for the HR group, the latest in a long line of challenging goals that had been set for them. By 2007, the cofounders wanted HR to ensure that Infosys was on the Top Ten lists of both Best Performing companies and Best Employers. It sounded innocuous enough to an outsider, but this HR team knew better. To the best of its knowledge, no large organization had ever been able to achieve this distinction because of the tension inherent between the need to control costs for financial performance and the spending required for employee satisfaction. As the team walked back from the meeting, they were reminded of the painful and humbling experience in 2003 that had made Infosys sharply aware of the difficulties ahead as it transitioned from a small to a large company. The decade since Ravichandar joined Infosys in 1992 had been a heady one for...
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...Corporate Ethics: The Moral element of business : Corporate Ethics: The Moral element of business Defining Ethics : Defining Ethics Understanding of right and wrong Ability to distinguish between the right and the wrong. Integral part of life Running a business is a part of life Corporate Ethics : Corporate Ethics Based on principles of integrity and fairness Focuses on - Stakeholders, and employees. Quality of product and services Customer satisfaction. Community and environment Corporate Ethics are implemented to- : Corporate Ethics are implemented to- Define the framework of the acceptable behavior. Follow high standards of practice. Create benchmarks for self evaluation. Enhance sense of community. Create transparency in the business activities. Foster higher standards of business ethics. Comply with government laws and norms. Who is responsible for ethics in the company? : Who is responsible for ethics in the company? “Everyone” An ethical problem can’t be resolved unless it’s first recognized as a ‘dilemma’ : An ethical problem can’t be resolved unless it’s first recognized as a ‘dilemma’ Reward or punishment to ethical integrity and moral courage decide the act of an individual Corporate ethics: The global perspective : Corporate ethics: The global perspective Study by Columbia University 1990 Half of 1,000 business executives admitted being rewarded for taking action on the job that they considered unethical. One in three reported that refusing to take...
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...Are Two CEOs Better Than One? The case of WIPRO Take an organization with business divisions that overlap, add rapid growth, and flavour with problems arising from an uncertain environment. What you have, potentially, is a recipe for confusion. At Wipro, India's largest software services firm, however, little evidence of confusion has appeared despite the turbulent winds that have buffeted the company for the past few years. When former CEO Vivek Paul left to join Texas Pacific Group, a private equity firm, Wipro has had no CEO since Paul's departure, with Chairman Azim Premji -- who owns more than 80% of this Mumbai- and New York-listed company -- combining the roles of both chairman and CEO. Wipro was established in 1947. It was a vegetable oil company to start with and was created from an oil mill established by father of Azim Premji, present Chairman and CEO of Wipro. It later ventured into consumer goods in 1966 under Azim Premji's leadership as Wipro Ltd. In 1975 Wipro Fluid Power was set up to make pneumatic cylinders and hydraulic cylinders. Wipro demerged its non-IT businesses such as in consumer care, lighting, hydraulics and medical diagnostics into a new company to provide more focus for its IT business. Infosys and TCS are pure-play IT services companies. The demerger will help improve profit margins. But analysts think that moving out the small non-IT businesses from the company will alone not help. The company needs to focus on using technology to solve business...
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... 3 DESK RESEARCH 5 QUALITATIVE RESEARCH 19 QUANTITATIVE RESEARCH 20 REPORTING 22 CRERDENTIALS 22 REFERENCES 23 INTRODUCTION Infosys Limited (NYSE: INFY) was cofounded in 1981 by seven people, N.R. Narayana Murthy, Nandan Nilekani, N. S. Raghavan, S. Gopalakrishnan, S. D. Shibulal, K. Dinesh and Ashok Arora, with US$ 250. The company was incorporated as "Infosys Consultants Pvt Ltd." in Model Colony, Pune as the registered office and signed up its first client, Data Basics Corporation, in New York. In 1983, Infosys corporate headquarters was relocated to Bangalore. In 1999, Infosys achieved Capability Maturity Model...
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...‘Sustainability’ The Brundtland report (named after Dr Gro Harlem Brundtland, the youngest person and first women ever to hold the office of Prime Minister of Norway, who spearheaded the initiative which ultimately led to the earth Summit in 1992), published in 1987 by the United Nation’s World Commission on Environment and Development, defined sustainable development as “Meeting the needs of the present without compromising the ability of future generations to meet their own needs”. Sustainability has been used more in the sense of human sustainability on planet Earth. At the 2005 World Summit it was noted that this requires the reconciliation of environmental, social and economic demands - the "three pillars" of sustainability. This view has been expressed as an illustration using three overlapping ellipses indicating that the three pillars of sustainability are not mutually exclusive and can be mutually reinforcing. (Definitions of sustainability often refer to the "three pillars" of social, environmental and economic sustainability) (A representation of sustainability showing how both economy and society are constrained by environmental limits) Rapid growth of industrial activities in the past has led to natural resources being depleted at a rate that is faster than the rate of restoration. If this trend continues, most globally admired companies will be out of business. Growth of businesses will always be dependent on the resources available. And if there is no...
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...What happened to Satyam? Satyam Computers, the fourth largest IT industry of India, The member of Nifty 50, BSE Sensex, winner of golden peacock award for best corporate governance, and many more laurels that it has in its kitty did not stop it from drowning like a rock in its dirty waters. Ramalinga Raju of Satyam computers, confessed in a four page letter, stating that the accounting books of Satyam had been hugely inflated and that the company did not have that much of money as it was showing. In layman's terms, the company had been from that time lying about the amount of money that they had. Imagine a person telling you he has Rs 10000 but in reality has only Rs 50. Only that the proportion was so high that it took many down with it. This is done in business so that the reputation of the company maintains in business circles, the company keeps getting clients because of its strong liquidity position and investors keep pumping money into the company, to earn more money. Only that all of this was based on pure lies. Ramalinga Raju claims that he did not take any personal advatange and there was no money laundering. A few days back Ramalinga Raju, decided to buy his sons contruction company MAytas infras for around 1 Billion $ so as to plug the hole between the actual company finances and the projected finances. We can only imagine in his mind. The best guess is, he would have deffered payment to Maytas, and then would have shown the gap as the money involved in paying Maytas...
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...INDUCTION TRAINING FOR THE POST OF Application Support Analyst AT INFOSYS… INTRODUCTION: Induction training or Instigation programme or Instigation Preparation is a sort of preparing given as a starting readiness after consuming a post. To encourage new individuals get to work at first in the wake of joining a firm, a concise programme of this preparation could be conveyed to the new laborer as an approach to help join the new representative, both as a profitable part of the business, and socially around different workers. An endeavor might likewise be made to acquaint the single person with key workers and give an impression of the society of the association; it is a discriminating time for the head honcho to addition duty from the worker, and the last to comprehend the desires, targets et cetera. The affectation furnishes an okay chance to standardize and concise the newcomer on the organization's general method, execution norms, and so forth. Impelling preparing may as well, as per Tpi-hypothesis, incorporate improvement of hypothetical and pragmatic abilities, additionally help that exist around the new workers. This training is carried out deliberately and is regularly the avocation of the quick director to determine that its carried out easily. Assuming that precisely done, it will spare time and take regarding defective items or poor administrations, and so on). It is basic that chiefs place their power and power to determine that the new representative is deliberately...
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...How to benefit from stock futures You are bullish on a stock say Satyam, which is currently quoting at Rs 280 per share. You believe that in one month it will touch Rs 330. Question: What do you do? Answer: You buy Satyam. Effect: It touches Rs 330 as you predicted – you made a profit of Rs 50 on an investment of Rs 280 i.e. a Return of 18% in one month – Fantastic!! Wait: Can it get any better? Yes!! Question: What should you do? Answer: Buy Satyam Futures instead. Effect: On buying Satyam Futures, you get the same position as Satyam in the cash market, but you pay a margin and not the entire amount. For example, if the margin is 20%, you would pay only Rs 56. If Satyam goes upto Rs 330, you will still earn Rs 50 as profit. Now that translates into a fabulous return of 89% in one month. Unbelievable!! But True nevertheless!! This is the advantage of ‘leverage’ which Stock Futures provide. By investing a small margin (ranging from 10 to 25%), you can get into the same positions as you would be able to in the cash market. The returns therefore get accordingly multiplied. Question: What are the risks? Answer: The risks are that losses will be get leveraged or multiplied in the same manner as profits do. For example, if Satyam drops from Rs 280 to Rs 250, you would make a loss of Rs 30. The Rs 30 loss would translate to an 11% loss in the cash market and a 54% loss in the Futures market. Question: How can I reduce such losses? Answer: It is very easy...
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...What Every MBA Student in the World Needs to Know Sandeep Krishnamurthy http://faculty.washington.edu/sandeep 1 Management ≠ analysis. What you are learning in school is analysis. You are being taught tools and techniques. Analysis is just one of the ingredients in the recipe. You may have the best analysis in the room. However, if your analysis is not heard and taken seriously, it is of no value. Too often, talented people with the best answers sit in the back of the room while hacks run the show. If you enjoy the view from the back, getting an MBA will not change anything. A MBA degree only works if you are willing to transform yourself. Are you? 2 Einstein would have been a terrible manager. There is a huge misconception among students that being smart is the way to be successful. Let me break this to you. It is not about being smart. There are many smart people who are absolutely incompetent managers. Not to mention the fact that many smart people are first-rate jerks. Don’t get me wrong. I am not saying you have to be dumb to succeed. What I am saying is that you do not have to be a Mensan to make it to the top. All you need is average intelligence. But, you need other qualities. 3 Bill Clinton would have been an excellent manager. The man had his faults. But, he could communicate like few others. Bad managers are, frequently, terrible communicators. They have good ideas. They simply don’t know how to get them across. You cannot lead, motivate or sell if you cannot...
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...According to www.PredictiveAnalyticsWorld.com, “Predictive analytics is business intelligence technology that produces a predictive score for each customer or other organizational element. Assigning these predictive scores is the job of a predictive model, which has been trained over your data, learning from the experience of your organization. It continues to say, “Predictive analytics optimizes marketing campaigns and website behavior to increase customer responses, conversions and clicks, and to decrease churn. Each customer's predictive score informs actions to be taken with that customer.” Predictive analytics are used to determine the probable future outcome of an event or the likelihood of a situation occurring. It is the branch of data mining concerned with the prediction of future probabilities and trends. Predictive analytics are used to automatically analyze large amounts of data with different variables; it includes clustering, decision trees, market basket analysis, regression modeling, etc. There are three main benefits of predictive analytics: minimizing risk, identifying fraud, and pursuing new sources of revenue. Being able to predict the risks involved with loan and credit origination, fraudulent insurance claims, and making predictions with regard to promotional offers and coupons are all examples of these benefits. This type of algorithm allows businesses to test all sorts of situations and scenarios it could take years to test in the real world. Investing...
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...McShane−Von Glinow: Organizational Behavior, Second Edition Part Four Organizational Processes Organizational Culture © The McGraw−Hill Companies, 2002 C H A P T E R 15 Organizational Culture AFTER READING THIS CHAPTER , YOU SHOULD BE ABLE TO : Learning Objectives I Describe the elements of organizational culture. I Discuss the importance of organizational subcultures. I List four categories of artifacts through which corporate culture is communicated. I Identify three functions of organizational culture. I Discuss the conditions under which cultural strength improves corporate performance. I Discuss the effect of organizational culture on business ethics. I Compare and contrast four strategies for merging organizational cultures. I Identify five strategies to strengthen an organization’s culture. McShane−Von Glinow: Organizational Behavior, Second Edition Part Four Organizational Processes Organizational Culture © The McGraw−Hill Companies, 2002 C arly Fiorina is taking Hewlett-Packard back to the future by reformulating the California-based technology company’s legendary culture, known as the H-P Way. “The H-P Way is about innovation; trust and respect and integrity; contribution to community; and performance,” says Fiorina, H-P’s first CEO hired from outside the company. The problem, she argues, is that employees have distorted these values over the years. “The H-P Way has been misinterpreted and twisted as a gentle bureaucracy...
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