This PPT is based upon the case on Infosys Consulting.

1. Infosys Consulting in 2006
Abhishek, Anshuman, Ashish Sinha,
Binand, Gautam, Manish, Niren,
Praveen, Rajul, Surjendu
1

2. Abhishek.
HOW IS INFOSYS PLACED IN GLOBAL IT
SERVICES INDUSTRY IN 2006?
2

3. IT Services are driven to low cost
• High buyer power
– Commoditized technology, many providers, dependency
on large firms
• Low supplier power
– Many resources available at low cost
• Moderate threat of new entrants
– Difficult to copy brand value
• Low threat of substitute
– No substitute
• High competitive rivalry
– Fragmented market, many players, not much
differentiation, moderate switching cost
3

4. Business Consulting has higher power
• Medium buyer power
– Established providers, dependency upon client brands
• Medium supplier power
– Higher skills required which are low in supply
• Low threat of new entrants
– Difficult to copy brand and culture, High entry barrier
• Low substitute
– No substitute
• High competitive rivalry
– Many players but high switching cost
4

5. Where is Infosys Technologies?
• Biggest global players : IBM and Accenture
• Value chain
BIZ APP DEV INFRA
IMPLEMEN BPO
CONSULTING & MAINT MGT
Onshore Offshore
Expertise – Experience – Procedure
IBM / Accenture
Infy / TCS
• US companies are moving down the value chain
• Indian companies are trying to move up
5

6. Where is Infosys Technologies?
Employees
1999 2003 2004 2005 2006 2007
IBM 110000
Accenture 5000 11000 126000
Infosys 3700 25000 52700 78000
Wipro
IBM 91.1 97.841
Sales($Billion) Accenture 17.09 18.355
Infosys 1.592 1.710
IBM 0.890
Rev/employee
Accenture 0.146
($M per Emp)
Infosys 0.032
6

7. Where is ICI in Infy?
Business Infosys Consulting Inc.
Consulting
SI
Infosys Technologies Limited
ADM
ITES Infosys BPO
7

8. What is ICI’s Value Proposition?
Parameter Description Differentiating value
Delivery model Global Delivery Model •Right mix of business and
(of Infosys) – technology consultants
•1-1-3 configuration •Lower blended rate
•24 hour project work day •Shortened implementation
time
•Minimum deviation from
design to implementation
Performance Metrics to measure •Measurable benefits
business process •Value based case fee
improvement from the
engagement
8

9. Thus GDM Offers…
• Reduced cost as offsite resources in India
• Increased delivery time through 24 hours op.
• Measurable benefits of deliverables
9

10. Manish
WHY INTO CONSULTING?
WHY ON ITS OWN?
10

11. Why Infy into Consulting?
• Repeat business could provide higher revenue
– Fill gaps in offerings
• Existing relationships became complex
– Address new opportunities of clients
– Richer client relations: One-point solution
• Global service market in 2004: 550 $B
– Huge opportunity as TCS+Wipro+Infy had .8% only
11

12. Why on its Own?
• To develop its own brand
– Subcontract could dilute it
– Joint ventures have limited life & Validity
• Overlap of activities & Conflict of interests
• To leverage the Global Delivery Model (GDM)
– Causing further disruption to consulting
– New model can not be setup through acquisition
• Transform Culture & Build Brand as global
transformation enabler
12

13. How Is Infy Moving in Consulting?
Value
IBM
Cost
Infosys
13

14. INTERFACES BETWEEN ITL & ICI
WHAT ARE THE CHALLENGES?
14

15. Objective: Seamless Integration
• Mirror ITL (industry-wise organized)
• Coordination driven by metrics
– Each BU has specific goal for ICI
– ICI has specific revenue goals for ITL
• Collaboration driven by “One Infy” culture
– Incentives & rewards, cross-business training, cultural integration, Forum
– One company to customer
• Evolution - Constant redefinition and learning
• Adapt ITL sales process to include ICI services
• Fork in the road: Ownership & Accountability
– Job allocation: Transformation (ICI) & Technology (ICT)
• Performance management of ICI by Sr. Executives of ICT
15

16. Challenges: Seamless Integration
• Business Integration
 Where to draw line between business and technology consulting?
 How to utilize common sales force?
• Culture Integration
 ICI formed by a team of outsiders
 Different people: Foreigners in ICI vs Indians in ICT
• Single view to customer
 Mechanism for revenue sharing on same account
 Who would be the key contact - ITL or ICI?
• 1-1-3 model and its efficiency
 Can it be leveraged everywhere?
16

17. Rajul
INFY AND ITS COMPETITORS
17

18. Infy’s Competitors Are Strong
• Infy’s strategy includes
– Integration of management & IT consulting
– Increase in cross-selling
– Cost-effectiveness
• Should IBM and Accenture feel threatened by ICI?
– Already have integrated services
– ICI is small player in consulting
• Is it a big concern as of now?
– It takes long to establish in business consulting
• Should they also go for low cost model?
18

19. GDM can not be extended
• Business consulting is expertise oriented
– GDM works well for procedural and experiential
activities. IT has been commoditized.
• Business consulting is people oriented
– Face to face interaction has more importance
– 3-3-1 model may be needed, not 1-1-3!
• Business consulting is thinking oriented
– Gaps of silence needed. 24 hours continuity may
not add any significant value.
19

20. How Can Competitors Respond?
• Increase the value proposition higher
– Decrease buyer power and increase competition
• Integrate management and IT consulting further
– Remove complexities in integration
– Same impact as above
• Need not try to replicate 1-1-3 model everywhere
– GDM good for low end IT Consulting
– May not work for critical high end business consulting
20

21. What Should ICI do post 2006?
• Expand global reach (revenue, market share)
– Financial support is available
• Deliver higher Value and Communicate
– Look beyond GDM
• Get the best talent
• Integrate ICI and ITL and have better interface
• Build the brand
– Not many know ICI in business consulting
– Infosys is still known as an IT services company
21

22. Thank You!
22