Case Study Of Infosys And Ntpc

Case Study Of Infosys And Ntpc
SUMMER INTERNSHIP PROJECT REPORT
ON
"Knowledge Management System Implementation:
A Comparitive Study of Infosys and NTPC."
MBA, II–Semester
2014 – 2016
Submitted To : Submitted By:
Dr. Sandeep Bhasin Anshika Kushwaha MBA – IB, II–Semester A1802014100
DECLARATION
I hereby declare that the present study "Knowledge Management System Implementation: A
Comparitive Study of Infosys and NTPC." Is based on my original research work for the fulfillment
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It would also spot the current benefits and problems associated with knowledge management and
lastly what benefits and problems might be seen in future with respect to knowledge management at
Infosys.
Infosys Technologies Ltd. defines designs and delivers technology–enabled business solutions that
help Global 2000 companies win in a Flat World. Infosys also provides a complete range of services
by leveraging their domain, business expertise and strategic alliances with leading technology
providers. Infosys has a global footprint with 63 offices and development centers in India, China,
Australia, the Czech Republic, Poland, UK, Canada and Japan. Infosys and its subsidiaries have
122,468 employees as on September 30, 2011. (Infosys, 2010)
Infosys Technologies won the prestigious Global MAKE (Most Admired Knowledge Enterprises)
Award, for the year 2005. Infosys won the award for the third time in a row, and remains the only
Indian company to have ever been named a Global Most Admired Knowledge Enterprise. It's also
the only Indian company to have won the Asian MAKE Award for five consecutive years (2006,
2005, 2004, 2003, and
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Company Analysis : Infosys Enterprise
1 INTRODUCTION HCL enterprise was founded in 1976 by Shiv Nadar and today it comprises of
three companies in India – HCL Technologies, HCL Infosystems and HCL Healthcare.
HCL Technologies (HCLT) , a $5.5 billion global company, is a leading IT and engineering service
provider across different industries with its presence in 31 countries and employee strength of 95000
(Annual Report, 2013). The real strength of the group lies in the entrepreneurial spirit of the
employees and impeccable knowledge skills, which enabled them to handle rapid changes in
environments and technologies (Kak 2002).
But in year 2005, HCL was struggling to make pace with competition. Then like other world's best
known companies, HCL had to endure ... Show more content on Helpwriting.net ...
Using the theories on Entrepreneurial organisation and HRM, leadership style, motivation and
satisfaction, and human capital advantage, it is argued that the inclusive style (combination of
Transformational, Situational and Servant Leadership) of leadership of Mr Vineet Nayar, former
CEO HCLT, had influenced and transformed the human resource management practices at HCL into
a high performance work system (HPWS). The employees were empowered and motivated by
HPWS and created human and social capital in the firm. This positive stimulation resulted into
cultivation of entrepreneurial behaviours ("Intrapreneurship" or "Ideapreneurship") among
employees and led to sustained competitive advantage for HCL in the market by creating value for
the customer business ("Relationship beyond the contract").
This paper begins with a comprehensive review of the literature on the areas specified earlier
followed by the critical analysis of the leadership style of Mr Vineet Nayar and various HRM based
initiatives taken by HCLT under Employee First Customer Second philosophy.
This coursework will end with the conclusions drawn from the study and reflection insights towards
my experience with HCL Technologies.
2 Literature Review
The literature review presented in this paper examined the following areas in detail:
Entrepreneurial organisation, its needs and relationship with HRM practices.

Value Proposition Of Infosys
Value Proposition
For building tomorrow enterprise, it needs a paradigm shift today. As the business is transforming
continuously, it has to change it trend in business landscape. The difficult task is to generate revenue
for technology investment business. Many enterprises including Infosys is facing this challenges as
to meet stakeholder expectation, compliance with the framework, cope up with market volatility and
need innovation, mobile workforce and environmental concern. It is required to have enterprise
wide insights, standardized and streamlined processes in order to have real time information system
access and make intelligent decision for the business.
Infosys is known for delivering excellence to its client though their sustainable Global Delivery
Model. With customer demand more on value and return on investment in IT, Infosys offers a strong
price to value proposition and is able to align technology with business needs. But company has
introduced its new brand positioning Infosys 3.0, in 2011 which caused trouble as it neglected ...
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There are some key value propositions such as value for money, thorough understanding of client
business needs, nurturing customer relationships, delivering operational excellence and supporting
their strategy through IT enable business solutions to give the clients the competitive advantage.
Also, the Infosys Oracle global alliance provides assured business value to its customer through co–
development, targeted industry solutions, joint research, competencies and delivery collaboration.
With de–risking from business continuity perspective it is able to deliver its value consistently.
This

Infosys Case Analysis
Case A–3
Infosys Technologies Ltd.
Question 1
Infosys should consider expanding its operation into other foreign markets and industries. As
indicated in the article, Infosys gets over 70% of its revenue from the United States and the majority
of its big clients (such as Goldman Sachs, Visa or JC Penny) come from various industries but all of
them are very sensitive to changes in the US economy. In order for Infosys to not only maintain but
also increase their sales growth in spite of the referenced economic downturn, Infosys has to expand
its global account management system along with restructuring its strategic account management.
First and foremost Infosys should build a reliable network of foreign intermediaries in Asia and ...
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Question 4 Strategic business unit benefits include unit developing deep subject matter competency,
the attention that sales force is able to give each product line, developing the next generation of
company leaders and retaining nimbleness and an ability to respond to the market (via smaller
units). In this way customers who were purchasing the product were able to easily locate a
designated executive responsible for its sales who was also able to answer their specific questions,
customize solutions or provide necessary support.
Negatives of this structure include cost inefficiencies, possibility of affiliates having incompatible
"back–office" systems (i.e. IT, accounting, HR) making company–wide planning more difficult,
logistics difficulties (i.e. clients in NY and China require staffing for different shifts due to time
difference, mastering different languages, cultures, etc.) and lack of synergies (i.e. each unit is in a
silo structure so unit A that provides service Z may never hear of the desperate need for service Z
from a Fortune 100 company that Unit B knows of).
Practice units (PU) benefits include being near clients so can meet face to face, being familiar with a
given culture, same time zone, can claim to be a "domestic" as opposed to "foreign" company,
greater pool of (qualified) applicants and company–wide efficiencies (i.e. one HR, accounting
department), economies of scale and ensures more efficient coverage of entire market

Case Study: Vortex Infosys Pvt. Ltd.
Vortex Infosys Pvt. Ltd. was once known as one of the fast growing and leading application and
software Development Company. Vortex Infosys started the outsourcing business in Nepal with the
name of Radiant Technologies. With the head office in United States, Australia and United Kingdom
the Company performed so well that it became one of the popular and top outsourcing company of
Nepal in very short period of time. The organization structure of the company was totally
centralized. The Chairman also the investor of the company has all authority to decide the major
decisions of the company. In his absence the Managing Director can make all key decisions and
most communication is done by one on one conversations with Head of Department (HODs) and
Mangers. Due to some management issue as soon as old Director was terminated, Chairman himself
appointed his son as new Director of the company without any ... Show more content on
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Corporate Governance refers to the way organizations are regulated and governed. The Governance
structure shows how rights and responsibilities are shared among various stakeholders who are
concerned with the operations of the organization. It is also critical to take note of the regulatory
environment in which the organization is operating. Organizations have to decide on mechanisms to
be followed to achieve the desired results. In my case my company's Chairman himself must create
proper mechanism or system for the better organizational culture ensuring that the Director and
Management Committee functions properly and that in turn make the other management team to
perform efficiently and effectively. He must ensure that there is full participation during meetings
that all relevant matters are discussed and that effective decisions are made and carried

The Job Satisfaction And Organizational Commitment On A...
The primary subject matter of this case involves the job satisfaction and organizational commitment
on a company's workforce. The case depicts a firm's concern about the value of individual
motivation and their affective commitment to their organization. And this evaluated by using
Maslow's Hierarchy of Needs (1954), Herzberg's Two–Factor Theory of Satisfaction (1959, 1968),
Meyer and Allen's measure of Organizational Commitment (1997), and Fishbein and Ajzen's Theory
of Reasoned Action and Planned Behavior (1975) that could make critical organizational outcomes
to be best which are being negatively impacted. Introduction As many of IT services over world–
wide, being one of the best in the field of IT services "Infosys Technologies Limited" has made its
step towards the online services in order to serve the time–valuable clients. With continuous
increase of client's interest to move this hybrid service resulted in the raise workload for the
company. Due to this reason the job satisfaction and organizational commitment of every individual
on a company's workforce plays a vital role. With the continual growth of hybrid service client's as
well as time–valuable work load, there is an urgent need of large scale of dedicated employees with
high skilled, reliable and flexible to satisfy the need of the work. It is quite important to prepare and
retain an employee who can successfully engage with clients or fully online environments. As the
company is with highly valuable

A Matterof Taste by Alex La Guma
INFOSYS LIMITED Balance Sheet as at EQUITY AND LIABILITIES SHAREHOLDERS '
FUNDS Share capital Reserves and surplus 2.1 2.2 287 31,674 31,961 NON–CURRENT
LIABILITIES Deferred tax liabilities (net) Other long–term liabilities 287 29,470 29,757 Note June
30, 2012 in ` crore March 31, 2012 2.3 2.4 45 21 66 21 21 CURRENT LIABILITIES Trade
payables Other current liabilities Short–term provisions 2.5 2.6 2.7 34 2,882 1,956 4,872 36,899
ASSETS NON–CURRENT ASSETS Fixed assets Tangible assets Intangible assets Capital work–
in–progress 68 2,365 3,604 6,037 35,815 2.8 2.8 4,248 29 586 4,863 4,045 16 588 4,649 1,068 189
1,431 13 7,350 Non–current investments Deferred tax assets (net) Long–term loans and advances
Other ... Show more content on Helpwriting.net ...
Chartered Accountants Firm 's Registration Number : 101248W 1&2 2.33.1 2.33.2 2.33.3 2.33.4
3,047 2,298 214 (482) 25 (18) 191 (362) (3) (942) (358) 557 2,043 (495) 1,548 (306) (185) 52 1,685
(429) 1,256 2.33.5 2.33.6 2.33.7 2.33.8 (392) (16) (2,100) 465 (2,043) (220) (58) 95 365 182
(1,836) (298) (2,134) 18 (2,611) 19,557 16,946 3 (1,149) (187) (1,333) 3 108 15,165 15,273 Natrajh
Ramakrishna Partner Membership No. 32815 K.V.Kamath Chairman S. Gopalakrishnan Executive
Co–Chairman S. D. Shibulal Chief Executive Officer and Managing Director Deepak M. Satwalekar
Director Dr. Omkar Goswami Director

What Is The Organizational Structure Of Infosys
Organizational structure followed in Infosys is a Functional Structure. It is the most common
organizational structures used by many Companies. Under this structure, company will be organized
into three main functions (Global sales function, Global delivery function and business enabling
functions). In Infosys divides the industry verticals into following five segments Financial Services
Segment Manufacturing Segment Retail Segment Energy, Utilities, Communications & Services
Segment Life Sciences, Healthcare & Insurance Segment. Functional structures are proved to
operate well in stable environments where business strategies are less inclined to changes or
dynamism, the amount of bureaucracy makes it tough for organizations to respond to changes in the
market quickly. ... Show more content on Helpwriting.net ...
It also conducts Career development practice to help employees to showcase their skills, providing
career guidance and career development activities. Infosys provides strong property rights to its
employees by providing employee stock option plans. Top management were given profit sharing
plans based on the company performance as an incentives. ESOP's usually guarantee long term
employment. But later Infosys withdrew the stock options plan due to various complexities and
accounting challenges. Infosys also provides health and pension benefits, but not at a very lucrative
scale. It is in line with the government policies. For its employees, Long term employment
recognition and benefits like Pension Plans, Group Medical Policy, Accident Policy, Bonus, Annual
Medical Check–ups, Budgets for quarterly team lunch, Annual outings as part of team building
activities and flexible work hours. In addition to the above mentioned benefits, Managers and
employees above in the hierarchy level also get these additional benefits – Large salaries, Company
vehicle with fuel and driver charges,

Essay On Infosys
Infosys is established in 1981 in Pune, India by a group of 7 working colleagues after they resigned
from their previous company. Starting at $250, Infosys went IPO in 1993 and has since become the
one of the largest IT firms in India in terms of revenue and market shares (Gartner 2013). Their
income growth rate in 2014 reached 6.7% (Infosys 2015a, p. 2). Infosys specifies in consulting,
technology, outsourcing, and next–generation services. 1. Corporate Governance Infosys has a
reputation of going beyond what the law requires. The company maintains a high level of
transparency and of compliance in all the countries it operates in. Infosys believes that "when in
doubt, disclose" (Infosys 2015b). In addition, Infosys takes great responsibilities ... Show more
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Being in the top ten for the past eight years. (Tata, 2015a) The key points of their success in the
market and their competitiveness are their constant investment in innovation and their focus in
costumer. They have created the TGIF who connects all Tata companies inviting as well academics
and experts in innovation in order to create a network of expertise that leads the company to create
innovation concepts and tools to achieve their strategic goals. (Tata 2015b) They also collaborate
with top universities and start–ups that enable the company to look outside of the box and be more
open to new concepts. (Tata, 2015c) Their strategy is also based in focusing the costumer, not only
providing what the costumer wants but also being structured to get a costumer–centric approach.
Structure in terms of organization is rapidly acting which gives them agility when working. (Tata,
2015c) TBEM has been created in order to focus on the strategic direction and make improvements
in the business. Also it enables the company to find top business procedures over the world and that
represent a competitive advantage for the company. (Tata,

Strategic Leadership Case Study Infosys
Introduction
This paper embodies two case studies to illustrate the issues of strategic leadership of a leading
company; Infosys based in India and provides regional and global technology services in
engineering and software development. Infosys was founded in 1981 by Narayana Murthy and six
other Software Engineers (Hoover). The first case is based on strategic leadership issues in 2014,
when the founders stepped down into non–executive positions after almost three decades to appoint
the first non–founding chief executive officer (CEO) and managing director; Vishal Sikka
(https://www.infosys.com/newsroom/press–releases/Pages/ceo–announcement.aspx). The second
case is based on strategic leadership issues in 2017 when Infosys's 3–year ... Show more content on
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Murthy has also contributed in leading key corporate governance initiatives in India (Barnabas,
Joseph, & Clifford, 2010). In 2005 at the World Economic Forum, he defined a business leader as
one who shoulders the biggest responsibility to seek the truth, communicate it to other stakeholders
and live by the truth (Bhattacharya, 2005). According to Spears (2004), the attributes that are key to
a servant–leader are listening, empathy, healing, awareness, persuasion, conceptualization, foresight,
stewardship, commitment to growth of people and building community all of which can be seen in
Murthy's leadership. He had a holistic approach to work and shared the power of decision–making
as he promoted a sense of community (Greenleaf, 1990). Another leadership style Murthy exhibited
was transformational leadership from the very beginning when he first had the vision to create the
company and sold the vision to the other six people and convinced them to climb on board the
bandwagon contributing to team proactivity (Wu & Wang, 2015). In fact, Barnabas, Joseph, and
Clifford (2010) state that servant–leadership is a long–transformational approach to work and life in
the sense of having the potential to create positive changes in society (Spears, 2004). Murthy also
fits in the

Hrm Practices at Infosys
Human Resource Management Practices in
Infosys
INTRODUCTION
"Our assets walk out of the door each evening. We have to make sure that they come back the next
morning."
(Narayana Murthy, CEO Infosys).
Infosys technology, a leading software company based in India, was voted as the best employer in
the country in many HR surveys in the recent years. The company is well known for its employee
friendly HR practices. Though Infosys has grown to become a US $ 2 billion company by the year
2006, it has still retained the culture of a small company. Infosys attracts the best talent from across
the country and recruits candidates by conducting one of the toughest selection process. Infosys was
one of the first companies to offer ESOPs ... Show more content on Helpwriting.net ...
According to Narayana Murthy, what Infosys has on its side is "youth, speed, and imagination and
[they] are constantly innovating in every area of [their] operation." The founders' efforts have been
paying off. According to a California–based management consultant working in India, "Infosys has
been critical in changing the mind–set of India." Transparency is one of the important values held by
Infosys. A practice illustrative of this value is its very early decision to adopt the US GAAP
standards, the most stringent standards, for reporting its financial results.
Hema Ravichandar, the Senior V–P of Human Resources, sums up the characteristics of the culture
that distinguish Infosys from its competitors:
"Our emphasis on transparency and communication sets us apart from the prevalent family owned
businesses operating in India at. Our emphasis on getting the employees' emotional buy–in into the
company distinguishes us from the MNC's that have recently entered the Indian business scene."
The attempt to ensure emotional buy–in is evident in their effort to provide a self–sufficient work
environment for their employees. Infosys inaugurated its facilities in Bangalore under the name of
"Infosys City" in November 2000. Spread over 44.225 acres, it is claimed to be the largest software
services campus in the world. It has the largest `video w all' in Asia which allows for video
conferencing simultaneously from multiple centers. The

A Report on Infosys Consulting: Leading the Next...
A REPORT ON INFOSYS CONSULTING IN 2006: LEADING THE NEXT
GENERATION OF BUSINESS AND INFORMATION
TECHNOLOGY CONSULTING
Infosys was established in 1981 by N.R. Narayana Murthy, Nandanneilkani, N.S Raghavan, S.
Gopalkrishanan, S.D Shibulal, K.Dinesh and Ashok Arora. It is India's second biggest IT
organization by piece of the overall industry on the grounds that the TCS is the first biggest
organization. The head quarter of this organization is in Bangalore, Karnataka. As of now, the head
of Infosys is N.D Shibulal. Fundamentally, it has 29 advancement focuses and business locales in
distinctive nations, for example, in India, US, China, Australia, UK, Canada, Japan and numerous
different nations. Infosys Innovations is a billion dollar organization with in excess of 58,000
overall and is evaluated as the best manager in India. Infosys works in various areas as it gets 37%
yearly funds from fiscal divisions and 63% from different parts and its administrations have a
tendency to include end–to–end IT results. The organization is utilizing its worldwide Conveyance
Model (GDM) to finish their assignments under the time period and diminish costs as GDM has
been viewed as a pioneer of conveying the IT Projects in 2006, It built the Infosys consulting (ICI)
to build its piece of the pie and expansion the execution. At origin, the firm had 120 counseling
engagements and it had more than 200 representatives by 2006. The organization gives counseling
and IT administrations to

Case Study Of Infosys Consulting In 2005
Infosys Consulting in 2006:
Leading the Next Generation of Business and Information Technology Consulting
Case Analysis by,
Avinash Infred David
Roll No: 139278012
SJMSOM, IIT Bombay
Introduction
The case focuses on strategies incorporated by Infosys Technologies, a leader in IT solutions
provider in India, and their challenges faced to mark their presence in the Consulting domain.
Driven by the aspiration of COO Kris Gopalakrishnan to "compete with the best" and to be ranked
alongside IBM and Accenture in the business and information consulting industry, Infosys
Consulting (ICI) was established in April 2004 as a wholly owned U.S. subsidiary of Infosys
Technologies. ICI was headed by five managing partners namely–
 Steve Pratt, Chief Executive Officer and Managing Director
 Paul Cole, Chief Operating Officer and Managing Director
 Romil Bahl, Managing Director
 Raj Joshi, Managing director
 Ming ... Show more content on Helpwriting.net ...
They finally realised the possibility of expansion in consulting domain through inorganic growth.
This happened in the form of acquisition of Lodestone Holding in September 2012 for $350 million
which is a Swiss based consulting company. The acquisition was aimed at focussing more on
consulting services and expanding its presence in European market which is Infosys' second largest
market in IT services sector. The acquisition had its share of controversies. The business critics were
immediate to point out that the acquisition was a result of growing pressure by investors on Infosys
to force them to invest its huge cash reserve and that it was not a good strategic move. However, the
deal added 850 new employees and 200 new clients across industries thereby increasing Infosys
pool of over 700 clients. Unfortunately for Infosys, the journey continues to be a struggle as the
market for consulting contracts has shrunk in response to the global economic

Communication And Networking With Infosys
Collaboration is used in every aspect of human life and can be interpreted in different ways, one
might be the idea of people coming together to do a job through different tools. Using tools such as
sign language, verbal communications telephone, or even the "batman signal," today such tools are
electronic messaging and networking with an internet connection (Collaboration Tools, 2015, p.
164). When Kellogg's noticed employees using different applications, websites, and database
systems to communicate with each other in the plant it become vital that they get a system that
would work and cut much of the back and forth communication out with one site, making it easier
and practical to collaborate with others (Collaboration Tools, 2015, p. ... Show more content on
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A survey revealed that many companies have engaged security practices with SharePoint for it
seems data is being shared across networks and applications and even beyond the boundaries of the
system. Many workers do not know there are guidelines of who can access the data and what kind
of data is stored on SharePoint. Many employees think since it is a company site it is well protected
by a security defense, while other workers might share with business partners or contractors (Tim
Wilson, 2009). If employees ae not cautious with the data any one can get access with a good hacker
and might get critical information to blackmail the company for money or even sell to the highest
bidder. A company just assumes that new and old workers know the rules for the use of company
computers and websites used in collaboration systems. Although some policies differ from others
they usually state the same. If one was a company official and asked to review and rewrite the
corporate policy to avoid any breach of data the best place is to start at the internet itself. The first is
to make a policy on the usage of company computer, internet, and email which should include, but
not limited to use the internet responsibility and productively for company business, no personal
business is allowed. The company owns any computer information received on company property
(computer) and can be used for legal

What Are The Ethical Ethics Of Infosys
Infosys Ltd is an Indian multinational coorperation that provide business information technology,
software engineering and outsourcing services. Its headquarteres is located in Bangalore, India.
Infosys is the second largest india based IT company and the fifth largest employer of H–1B (
temporary work visa) professionals in the United States in FY 2013.On 15 February 2015, its
market capitalization was 263,735 crores ($42.51 billion), making it India's sixth largest publicly
traded company.Infosys was co–founded in 1981 by Narayan Murthy, Nandan Nilekani, N. S.
Raghavan, S. Gopalakrishnan, [S. D. Shibulal]], K. Dinesh and Ashok Arora after they resigned
from Patni Computer Systems. The company was incorporated as "Infosys Consultants Pvt Ltd."
with a capital of Rs. 10,000 (roughly $250) . It signed its first client, ... Show more content on
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Alternative actions. Infosys decided to go the profit route as chosen by most players in unethical
cases and choose money over morals. They had a couple of options for example
–they could have gotten the real visas and written accurate reports and payed tax imposed upon
them by the government also not made the employees lie on their forms and interviews about the
nature of jobs and how long they intended to stay.
–they would have charged their customers indian rates as they were paying their employees indian
salaries.
–infosys should have used the visit visa for its purpose and brought employees for short time work
instead of full time or even not bring in employees at all.
–they could have allowed the case to go on untill proven guilty by a trail than paying the settlement
before proven guilty hence looking very unethical and quilty.
The whistleblower on the other hand had the alternative of filing a law suit which he did or
conspiring with the company to commit fraud and getting paid to keep quiet for

Infosys Essay
Define the issues Infosys is facing. 1. Productivity Infosys' productivity seems to be competitive
compared to U.S. companies on a productivity measurement based on operating profit.
Nevertheless, the company performs far behind when looking at revenue per employee. This
phenomenon occurs to the whole country, causing the wage differential between India and the
United States to be quite significant. [pic] [pic] The solution for Infosys' performance improvement
is to move up the "value chain" of software development in order to remain competitive on a global
basis. Refer to Exhibit 6, the company plans to move up from software development to project
management with higher margin. To implement this strategy ... Show more content on
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Furthermore, the company provides loan with lower interest rate than the market. The loan is
flexible because it allows employees to pay more if his/her salary increases. It is also a function of
level and salary, meaning that the ability to borrow reflects ones' ability to return the loan. Because
of this particular system, the attrition rate of housing loan program is well below the overall level of
11%. c) Emotional value–added Corporate culture is the most contributing reason for one to stay
with Infosys. Friendship, openness and transparency of the company are important in attracting and
retaining its people. Secondly, Infosys is excellent in terms of transparency. The company has
established high standard in its reporting and disclosure policies. This is guaranteed by numerous
awards in India and throughout Asia. Thirdly, Infosys are different by its achievements. According
to Exhibit 9, the degree of market leadership of Infosys can be clarified as below. 1. Infosys is the
first Indian company to file a 10K and the first to perform a full audit according to U.S. GAAP.
There has been very little transparency in traditional Indian businesses. 2. The first major Indian
software company to obtain immediate certification to ISO 9001, an international software quality
standard. 3. The first to conceptualize, articulate, and implement the 240hour productive day and the
Offshore Software

Infosys Consulting in 2006
Executive Summary
Infosys Technologies is a billion dollar company with over 58,000 worldwide and is rated as the
Best Employer in India. In 2008 the Indian company had a successful turnover of more than $4
billion. Infosys operates in a number of business ventures ranging from banking to retail, and its
services tend to encompass end–to–end IT solutions. The company is noted for using its low–risk
Global Delivery Model (GDM) to accelerate schedules and reduce costs. As early as 2004 the
company established strong brand equity and began looking at ways to combine its excellent
reputation by launching a consulting unit. Acquiring existing companies and establishing a new
business model did not prove to be a viable option so ... Show more content on Helpwriting.net ...
To compete in the market place, ICI offered competitive price rates at approximately $100 per hour
while the leading competitors (IBM and Accenture) offered rates from $175 to $225 per hour. Being
covered under Infosys Technologies Global Delivery Model, ICI could created a unique culture that:
1) differentiates them from the rest of the consulting companies; 2) enables the recruitment of top
rated clients; and 3) allows measurable values to be delivered to the client.
ICI Global Delivery Model (GDM)
More than 20 years ago, Infosys Technologies pioneered the Global Delivery Model. This model
can be thought of as a project management system by which each project is divided into
components, and are executed independently and concurrently at client site or at remote
development centers. GDM provides a number of benefits and they are as listed below.
GDM Benefits are as follows:
1. Globally distributed teams.
2. Cuts cost by 30 percent.
3. Reduced time to market because of the 24/7 work day for teams around the world.
4. One ICI resource onsite, One Infosys Technologies resource onsite and Three Infosys
Technologies resource offshore (1–1–3 model).
ICI used this model to integrate the business consulting and technology implementation lifestyle
("Infosys Consulting in 2006: Leading The Next Generation Of Business And

Brand Personality And Infosys
Brand Personality
Brand personality is the way a brand speaks and behaves. It means assigning human personality
traits/characteristics to a brand so as to achieve differentiation. These characteristics signify brand
behaviour through both individuals representing the brand (i.e. it's employees) as well as through
advertising, packaging, etc. When brand image or brand identity is expressed in terms of human
traits, it is called brand personality. For instance – Allen Solley brand speaks the personality and
makes the individual who wears it stand apart from the crowd. Infosys represents uniqueness, value,
and intellectualism.
Brand personality is nothing but personification of brand. A brand is expressed either as a
personality who embodies these personality traits (For instance – Shahrukh Khan and Airtel, John
Abraham and Castrol) or ... Show more content on Helpwriting.net ...
As a result, retail branding as a key differential competitive component of retail marketing strategy,
has received significant attention in the retail literature (Kent, 2003;Ailawadi and Keller, 2004; Burt
and Davies, 2010). Traditionally, branding within the field of retailing has been closely associated
with private label brand produced by retailers (Burt and Davies, 2010), which enabled operating
advantage for these firms in the form of superior profit margins, economies of scale, market
segmentation and differentiation. Here, the products and services offered to define the retail brand,
act as the core differentiator between the firm and competitors. As the role of private label brand
development has become more strategically important, there has been increasing focus on mental
models of the retail brand

How to Make India a Better Place
As we step into the new decade, we asked a spectrum of entrepreneurs, bankers, VCs and marketing
consultants on how they think India can improve its entrepreneurship quotient. Here is a blue print
for developing the country's entrepreneurial ecosystem and pave way for a brave new world
Dream, adventure, determination. This sums up the secret trait of a successful entrepreneur. Is there
a system which will help nurture this in our young? When we talk of building an entrepreneurial
ecosystem, we do not think about this aspect. We talk of building better access to funds and mentors
for instance or writing better policies for equal opportunity. But we do not build necessary social
infrastructure for people to be adventurous, fail yet not go ... Show more content on Helpwriting.net
...
He severely criticized the students for mistakes they made. The negative barrage went on till the end
of the presentation. I could not bear to see the heart–broken presenters; they were a pathetic sight.
The right way for the mentor to handle this could have been to listen to the presentation and point
out "corrections" to the presentation where required and pat them on the back and say, "go figure
out."
It was a grim reminder of how our society itself is organized: a parochial model. Here elders take a
lion's share in determining how the young live their lives. Even though we have moved away from
joint–families to nuclear families, the parochial nature of our society still holds its sway. The young
lose the ability to make decisions. They lose the heart to learn from their mistakes. Thus any hopes
for entrepreneurship is nipped in its bud.
If our mentorship programs fall into the traditional parochial approach then we are not headed the
right way. We aren't building a program if our mentors do not encourage people to experiment, help
their mentees analyse their mistakes and improve the experiments.
There is no science here. We are talking about creating an environment, an ecology for
entrepreneurs to experiment without fear and grow unbounded.
Playing in a team and winning is a culture
In the movie, Extraordinary Measures, John Crowley embarks upon getting a researcher, Robert
Stonehill, to cure his children suffering from Pompe, a rare disease. The two

Case Study Of Infosys
TABLE OF CONTENT
Executive Summary 2
1. Infosys Limited – Company History 3
2. Internationalization Operations of Infosys 5
3. Challenges of Internationalization for Infosys 7
4. The phenomenon of Indian IT cos. buying up smaller firms abroad 8
5. Infosys not the first firm to move towards Silicon Valley 9
6. Recommendations for Infosys 10
APPENDIX 13
References 15
Executive Summary
After couple of years of sluggish growth of Infosys, the new CEO Vishal Sikka looks to turn it
around with the mammoth acquisition moves including two major acquisitions within 2015. Calling
the growth of Infosys sluggish is in fact an understatement given the decline of sales, fall of stock,
shaky market share and lesser faith among ... Show more content on Helpwriting.net ...
Starting from staffing the senior management to the coordination and communication platforms it is
a whirlpool of changes all around.
ii) Maintaining Employee Confidence
In case of many past acquisitions, Infosys oversaw the need for a transparent communication and
inclusion of its employees during the acquisition announcement and smooth integration which is
evident from the surprises that its employees faced with acquisitions before Panaya in terms of
announcements made on public media first instead of in–house and in terms of integration steps.
iii) Transition in Management
In most cases, Infosys took the safe bet of retaining the earlier CEO of the company and only add a
reporting role above him at Infosys. This ensures that there is a more trusted and familiar leader who
can smoother the transition at the new subsidiary and also give a local manager advantage as in
someone who knows the business already.
iv) Regional

Infosys Essay
INFOSYS CASE STUDY Question1: Introduction to the organisation, knowledge management
needs and focus at infosys 1– Introduction to the organisation Founded in 1981 in India, Infosys is
an Indian software services company with their headquarters in Bangalore, Indian. The organisation
now has current revenue of over $ 2.1 billion (case study, 2006) and has over 69,000 employees
worldwide. Infosys is one of the leading information technology service companies in India that
uses an extensive non–US based offshore infrastructure to provide managed software solution to
clients worldwide (Sumita Raghuram, 2001) . Sumita further states, that the organisation has
seventeen state–of–the–art software development facilities throughout India ... Show more content
on Helpwriting.net ...
However, for KM to be effective the organisation needs to identify its KM needs. According to
Kondal, 2006 , there are six factors that determine the KM needs of an organisation. These factors
are:  Knowledge dispersion: intellectual assets management  Employee
turnover:  Market environment: general business focus  Virtual working:
 Innovation:  Value addition: general business focus A– Knowledge dispersion
This factor plays a big role in all organisations that use KM because of their characteristics such as
size, many business divisions, mergers, acquisitions, and global presence. Because of the size of
Infosys, the organisation needs to be able to capture and use the knowledge detained by the
knowledge workers spread around the world. Beside the Bangalore's headquarter, Infosys
worldwide sales headquarters were in Fremont, California, and it had branch sales offices in Atlanta,
Bangalore, Boston, Chennai, Chicago, Dallas, Detroit, Frankfurt, London, Los Angeles, Mumbai
(formerly Bombay), New Delhi, New York, Seattle, Tokyo, and Toronto (Narayana Murthy, 1999) .
Infosys need a tool that will enable access to its recourses by all its members. B– Market
environment – Create a strategy that encompasses management of market knowledge include
customers, partners, and competitors – Establish special interest groups

Case Study On Infosys
Indian companies have finally woken up from their slumber to take cognizance of the stark
correlation between managing their succession plan and their financial turnover.
Infosys should receive a gold star to demonstrate how to fail at succession planning. Their
performance graph has been declining and they have lost their title of being the industry
bellweather, which clearly indicates that they have to deal with people who head the organization.
WHAT WENT WRONG ?
Infosys, through its life of 32 years, has always been led by one of the founders like Narayana
Murthy, Nandan Nilekani, S Gopalkrishnan and SD Shibulal.
Even when Mr. Murthy was a non–executive member, the demands from him were not so. Perhaps
the company would not be where it is ... Show more content on Helpwriting.net ...
2. In order to identify the internal candidates, they should first earmark some requisite
competencies–
To turn around the company, the new manager should be innovative, and expertise in high–sales
area like cloud computing which allows clients to ditch bulky and costly servers for network–based
software and storage in remote data centres.
Infosys, being a risk–averse company, could not move up the value–chain and should try to reverse
this trend by recruiting a leader who can take bold steps and calculated risks.
He should be able to fill the leadership vacuum created by the exodus of senior members, many of
whom were responsible for key business sectors and winning clients.
3. After identifying these competencies, they should identify the high potential employees.
This can be done by using 360 degree feedback. Though this is subjective, it has some effectiveness.
The benefit if this will be that the scarce resources will be directed at coaching those employees
which show maximum promise. This will enhance

Case Study Infosys
Introduction about INFOSYS:
Infosys Technology Limited is a multinational company. It is a informayion technology services
company. Its headquarter exist in Bengaluru (INDIA). Infosys company was established on July
2nd, 1981 in Pune. This company was found by N.R Narayana Murthy along with six other persons,
whose name are: Nandan Nilekani, N.S.Raghavan, Kris Gopalakrishna, S.D. Shibulal, K.Dinesh and
Ashok Arora. The company was started by borrowing INR 10,000 by N.R.Murthy. he borrows this
money from his wife Sudha Murthy.
The Infosys company was first started as Infosys consultant Private Limited and its registered office
was in north–centeral Mumbai.
Infosys is largest IT company of India, now a days. Infosys ... Show more content on
Helpwriting.net ...
companies. But it did not said to be a systematic fraud, and the agreement includes a point–by–point
rebuttal of prosecutors' accusations that it was trying to increase profits by using illegal short–term
business visas to bring workers from India instead of using the legal, more expensive and less
accessible temporary employment visa, which are known as H–1B visas.
It is said by Stephen A that, "This is not a settlement about systemic visa fraud." The lead lawyer
representing Infosys, Jonas of Wilmer Hale said after when the settlement was made public by
prosecutors in Plano, Texas, where Infosys has its offices that, "The company adamantly denies the
visa abuse allegations. They are not true".
But federal prosecutors and investigators explained that they had uncovered amount of misuse of
visas at Infosys. But they also said that they are agree with the settlement given by Infosys, because
Infosys cooperates with the investigation and its record–keeping and also improve its visa

What Are The Key Issues Facing Your Organization Over The...
In your opinion, what are the key issues facing your organization over the next five years?
Cognizant is a leading multinational company that provides custom information technology,
consulting and business process outsourcing services. It is headquartered in Teaneck, New Jersey
(U.S.). The company has over 50 delivery centers worldwide, Nearly 1,200 active clients,
approximately 200,000 employees and over $10.2 billion in revenues. Cognizant has been the
bellwether in terms of fast market growth. It is constantly featured in the Forbes list of fastest
growing companies. Cognizant follows a "Three Horizon Business Model Architecture" which is
something first proposed by consulting firm McKinsey. The model puts the Cognizant businesses
into three buckets: Horizon 1 Mature Businesses which contribute to the most of Cognizant's
revenue and profits such as Enterprise Application Services, Enterprise Information Management,
and Quality Excellence & Assurance Horizon 2 Emerging Businesses which are growing fast and
capturing market share such as BPO, IT Infrastructure Services & business consulting Horizon 3
Nascent Businesses that hold potential to drive long–term growth such as social, mobile, analytics
and cloud (SMAC) and new geographic markets The below chart shows the spread of revenue
across each Horizon: The key challenge Cognizant faces in the next few years is the decline in
demand and pricing for its core Business offerings. Growth is becoming more

Assignment : Organizational Life Cycle
Harsha Vijaykumar hvijayku@callutheran.edu January 17 2015
Assignment: Organizational Life Cycle
1) Infosys Technologies Ltd. is in the formalization stage of the organizational life cycle stage.
According to Daft (2013), the characteristics of formalization stage include incentives based on the
profits of the company, the use of rules, procedures and control systems and less frequent
communication (p. 359). This can be widely witnessed in the working culture of Infosys. The Top
management of Infosys is concerned with the issues of strategy and planning, the middle
management generally is held responsible for running the operations of the company. The middle
level of the management ladder witnesses much of delegation under the control of the immediate
seniors, and thus there is delegation with control. Even though, few characteristics of the work
culture resemble those characteristics of the elaboration life cycle stage such as multiple service
lines, institutionalized R & D departments and the repeated replacements of the top management.
The characteristics like goal, top management style, reward and control systems are relevant of a
formalization life cycle stage.
2) The primary goals of Infosys are to attain internal stability and market expansion. The Indian IT
market is highly competitive, with the increasing number of companies in the sector to the growing
technical population in the country. The major concern of the companies in the software industry is
to attain

Business Structure Of Infosys Ltd
Harsha Vijaykumar hvijayku@callutheran.edu Company: Infosys Ltd.
Organization Structure
Geography:
Infosys Ltd has been in business for around three decades and is spread across 30 countries with 73
offices. The company headquarters is at Bangalore, which is well known as Silicon Valley of India.
Bangalore is the capital of Karnataka state and well known as one among the main technology hubs
of India. LinkedIn said in its official blog that it mined data over 300 million profiles to identify 52
top cities across the globe. "For the 52 cities we looked at, the median percentage of new residents
with tech skills was 16% or just under 1 in 6. Bangalore was clocking in more than double that," the
blog said (Forbes, 2014). India has the world's largest pool of technical talent and is considered to
be the destination of top global technology outsourcing.
In absolute numbers, Bangalore with 26,453 new technology workers is just behind Silicon Valley
with its 28,516 workers. The IT sector of the government of Karnataka predicts the city would
overtake Silicon Valley in having the highest number of technology workers by 2020, some 2
million of them (Sartita Rai, 2014). The growing urge of students opting for technical education and
the thriving of technology start–ups has made Bangalore a hot destination for technology workers.
Sanjay Swamy, a managing partner at a seed staged venture capital firm said, " There is very high
caliber of start ups happening in Bangalore in the past

Infosys Technologies
What is Infosys Technologies' strategic position in the IT industry in 2006, and what are its
distinctive competencies? Where does it fit in the industry value chain? (20 pts)
Infosys Technologies was founded in 1981 to design, develop, and maintain software for US
Corporate clients in banking, manufacturing and telecommunications (Lok 2005). In 2006, the
market for IT services was large and growing (Hill and Jones). Forrester Research forecasted in
2003 that IT consulting would grow at 5 percent compounded annually for the next five years. There
were many other companies vying for a share in the industry. These companies include big names
such as IBM and Accenture. Infosys Technologies was in this list of top companies. ... Show more
content on Helpwriting.net ...
(15 pts)
Infosys Technologies decided to move into the IT consulting market segment for several reasons.
One of them is related to the outsourcing backlash in the USA, another was that it was considered a
natural evolution of the services, and they also wanted to change the rules of the game within the
consulting industry.
Kris Gopalakrishnan of Infosys Technologies hinted that the backlash against offshore outsourcing
played at least some role in the company 's decision to launch a division in the United States. "We
definitely are investing in the (U.S.) market," he said. "We 're creating some jobs." (Frauhenheim
2004). Infosys Technologies has a number of US clients that offshore many jobs to India to cut back
on costs. At the same time, Americans were losing their jobs to offshoring. US companies were
under fire for this policy. As hinted by Infosys, this was a reason for creating the wholly owned
subsidiary Infosys Consulting Inc (ICI).
Additionally, Infosys Technologies considered creating ICI as a natural extension of their services.
According to Navi Radjou, of Forrester Research, it has always been Infosys' goal to stay ahead of
the next big trend, and move up the value chain (Mendoza 2006). They wanted to be ranked
alongside the big players such as IBM and Accenture. They also wanted to grow and gain more
profits. To accomplish these goals they needed to offer their clients more than just the plain IT
implementation, and

Infosys Technologies : Software Outsourcing Market
Infosys Technologies
In 1992, some multinationals such as IBM, Accenture and EDS arrive in India to offer the software
outsourcing market. Infosys was facing a challenge to start be more competitive in the market; the
main ideas were focus on developing intellectual resources and regularly innovating the core
processes. Infosys started to emphasize knowledge sharing. However software developers shared
project– specific knowledge by informal gatherings. The company continued to growth and new
measures related to knowledge were imposed: i) In 1992, it was created a library called Body of
Knowledge (BoK) to archive mentoring and document sessions made by project managers at the
completion of every project, ii) In 1995, a technical bulletin forum was set up by the employees to
generate technical discussions, iii) In 1996, it was rolled out a corporate intranet to integrate all
departmental information, iv) In 1997, it was created a process assets database to store project–
related artefacts for future reuse as well as it was created Markets assets Repository to store key
project proposals, and client case studies, v) In 1998, it was assembled Project Leader Toolkit to
consolidate helpful tips of project management.
Despite the company implemented all these methods only until 1999 it was decided to implement
formal KM program. It was focus on:
1. Explicit knowledge: A study made inside the company revealed that some of their knowledge
requirements include reusable documents,

Hrm Practices at Infosys
Human Resource Management Practices in Infosys INTRODUCTION "Our assets walk out of the
door each evening. We have to make sure that they come back the next morning." (Narayana
Murthy, CEO Infosys). Infosys technology, a leading software company based in India, was voted as
the best employer in the country in many HR surveys in the recent years. The company is well
known for its employee friendly HR practices. Though Infosys has grown to become a US $ 2
billion company by the year 2006, it has still retained the culture of a small company. Infosys
attracts the best talent from across the country and recruits candidates by conducting one of the
toughest selection process. Infosys was one of the first companies to offer ESOPs to its ... Show
more content on Helpwriting.net ...
The career model that the Infosys created emphasizes on individual growth along with
organizational growth. The employees can identify their career path and the additional skills they
would have to obtain to move ahead in their career. Infosys identifies the structural requirement of
the people at different levels and creates a demand for the roles. If the employees fulfill those
demands they would inspire for that role. Infosys adopts a role–based structure, which ensures an
employee career growth through different streams, customer interface stream, and domain
consulting stream. In each of the streams, the role of the employee is defined and for each role
competencies have been identified and created. Recruitment, training, performance appraisal and
career progression are carried out based on the roles. The HR Challenges » To recruit, enable,
empower and retain the best and the brightest – Create a readily deployable talent pool –
Competency Based Role Enabling – Sustain Employee Motivation – Address Compensation
Challenges » Enable IT in HR & improve processes to enhance productivity ROLE and
FUNCTIONS OF HR DEPARTMENT The role of a HR department in an IT company differs from
other verticals due to regular innovations in IT, increased competition, and boom in IT sector, talent
creation, training

Infosys Consulting Essay
Will Infosys Consulting be able to change the "rules of the game" in the consulting industry?
ICI's new rules of the game (1–1–3 model)
Infosys consulting has come up with an innovative way of performing business process consulting
operations. They are calling their model as 1–1–3 model based on the allocation of resources for
particular project. This model could be summarized in the below diagram with the significance of
the new approach highlighted in the purple callout (case p9):
The value of this model comes from allotment of the task between onsite and offshore teams and
hence making the most of the time differences and wage differenced to accomplish maximum work
at minimum cost and time. The differentiating factors of this ... Show more content on
Helpwriting.net ...
Additionally due to frequent client interaction and innovative employee reward program tied to
value addition for client had ended up in being both client and employee more satisfied with ICI. So
eventually all the companies in business process consulting will have to change their operations to
this model to remain competitive. So, Infosys consulting is certainly in the process of changing the
rules of the game in consulting industry.
Advantages and disadvantages of the model and base in India
Advantages:
Infosys, having based in India, has effectively capitalized on institutional voids in factor market
(HBR article 9–703–431) in this model by:
Exploiting its understanding of variable talent pool in India and using them effectively for providing
world class software solutions
Exploiting its experience in onsite–offshore model software development process
Effectively applying the matrix quality measurement structure to this model to measure the
performance of every deliverable and hence increasing the quality of product with each project
Clearly Infosys is able to exploit its position of base in India. Apart from the capitalizing on
institutional voids in factor market of India, Infosys has gained additional advantages of the
geographical locations of its base. 1–1–3 model can effectively work day and night due to time
difference between US and India. Having design team (ICI

Sustainability
'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 ... Show more content on
Helpwriting.net ...
This simple bit of innovation led to significant savings in shipping costs as well as shelf space for
the retailer.
"Natural Capitalism" is another crucial component of sustainability. Maria Stamas, analyst at Rocky
Mountain Institute (an American organization dedicated to sustainability, working with more than
80 fortune 500 companies) and strong proponent of Natural Capitalism explains the principles
behind the concept, "Natural Capitalism is about productive use of resources, biomimicry (modeling
manufacturing process on biological ones), reinvesting in natural capital (business and government
should invest in sustainable agriculture), and service based economy. People want hot showers and
cold beer; they don't care about how these services are produced. In other words it is not essential
that we use fossil fuels to create the showers and drinks. Instead we can create more efficient
processes and use renewable energy technologies to power them. The Kyoto Protocol, a set of
international courtesy rules introduced at the Earth Summit in 1992, was one of the biggest steps
taken in the direction towards reducing carbon emissions in industrialized countries. This protocol
aimed at a five – pronged approach: commitment (towards reduction of greenhouse gases),
implementation (of clean mechanisms), minimizing impact (on developing countries), integrity
(through accounting, reporting and review) and compliance (through

Globalization Has Brought An Era Of Rapid...
Introduction: Globalisation is a leading concept which has become a major contributor for
businesses to become international. Going cross–border has opened up so many opportunities for
many emerging economies which in turn has increased the economic growth of those countries by
manifolds. Globalisation has brought an era of rapid industrialisation and modernisation by giving
organisations access to new ideas, technology, specialised skills and foreign investment.
Globalisation gives a different perspective to organisations in terms of thinking and strategizing
policies. In today's world, we see organisations opting for globalisation because of the future growth
which is getting highlighted as an emerging and imperative factor. ... Show more content on
Helpwriting.net ...
So countries like China have also been impacted with this effect due to high ratio of population
compared to jobs being created so the best resort was to do get started with export businesses like
skincare, seafood, and fashion products with developed countries like U.S.A, Australia etc. Many a
times, an organisation has efficient and effective skill sets which meets up the standards of
international trade and hence going global gives an edge, subsidies, profits to such businesses. These
days most of the organisations based in emerging economies are adopting the industrial
globalisation for the sole reason of scope and growth. Like most of the MNCs prefer to outsource
the IT and software business to countries like India because of multiple and lucrative offers brought
to platter like low cost services and high–quality work with an edge on English language. Hence,
pertaining to the above stated reasons I would thereby like to highlight the case study based on one
of the leading software firms in India, Infosys Ltd. Company formerly known as Infosys
technologies private limited was co–founded by seven young engineers in 1981 and one of them
was Narayan Murthy who eventually became face of the organisation. They all had a combined
start–up capital of $250. Today the company's worth

Wipro Case
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 ... Show more content on Helpwriting.net ...
We do believe that the power of two will help us so far as we are concerned, given our
environment." Adds Paranjpe: "Given the enormity of the opportunity and the task at hand, we felt it
was worthwhile to have two of us trying to drive this rather than leave it to one individual to try and
do [everything]. And from a personal perspective, it can get very lonely at the top. So, having two
people helps."
"The business environment in India gives an impetus to this model of collegial and collective
leadership." The "premium" aspect for companies doing business in India is the combination of
access to a highly skilled labour pool and attractive wage levels. The "penalties" are the
uncertainties in the business environment with respect to infrastructure, power availability, urban
transportation and stability in policy regimes.
Companies like Wipro need two CEOs because of the complexity of doing business in India. "On
the one hand, you have to manage offshore client relationships and business development by staying
really closely tuned to what is happening in international markets. On the other, you have to be
embedded in India to manage the country–specific challenges." Sometimes these two faces of
complexity are quite divorced from each other; they are different sets of challenges. It may be
difficult for the same CEO to handle both ends.
Another reason such a

Infosys Essay
1. Perform a PESTEL analysis of the IT consulting industry. Political Infosys is an IT consulting
company based in India but primarily doing business with North American firms looking to
outsource their IT needs. With the rise of the popularity in this form of business between the United
States and India, there have been several political factors in both countries that will affect the way
Infosys does business. In the US, President Obama made outsourcing a hot topic of his campaign
platform. With speeches such as "Say no to Bangalore, yes to Buffalo" he is looking to provide
incentives to American companies to keep all of their jobs on American soil, close tax loopholes and
eliminate breaks given to companies that outsource to firms such as Infosys. On the flip side though,
the US government is also looking to change immigration policies to restrict H–1B visas that would
have previously allowed foreign skilled technical workers to be brought in to the US on work visas.
While they won't be eliminating them, they are seeking to restrict them which would force Infosys
to hire employees from the US for any work they would be doing in the country and restricting the
available talent pool. Meanwhile, the government in India is making changes of their own,
particularly with reforming the tax code. To encourage the growth of the Software and Technology
fields the Indian government had established significant tax breaks which are now coming to an end.
In addition, they have

The Affects Of H1B VISA On The US Economy
THE EFFECTS OF H1B VISA ON THE US ECONOMY
The H–1B visa program governs most admissions of temporary immigrants into the United States
for employment in science and engineering (SE). This program has become a point of significant
controversy in the public debate over immigration, with proponents and detractors at odds over
how important H–1B admission levels are for U.S. technology advancement and whether native
U.S. workers are being displaced by immigrants.
In the first article, "The H1B Visa Controversy" by Norman Matloff, he points out that
these policies aren't in the best interest of the USA. Although many firms recognize the benefits
of work visas and employ foreign professionals, use of such work visas raises questions about
the likely impact of high–skill ... Show more content on Helpwriting.net ...
He very clearly assess and presents an overview such issues including the EB visas. The main
targets of the H1B, the highly skilled immigrants (HSIs) innovate and engage in entrepreneurial
activities at the levels which are disproportionate to their presence in the population. The researchers
found a direct correlation between increase in the number of H1B visas and increase in the patent
applications, to a point where Indian and Chinese researchers contribute to roughly forty percent of
all the patents filed in the US in the last 10–15 years. But with the change in H1B caps in 2001 and
as early as 2017 (the proposed bill), these HSIs are finding other countries like Canada and Australia
attractive and better destination that have much more to offer. This is not only creating a shortage of
such skilled talents in the US but also creating a chain effect where they are in turn proving to be a
competitor to the domestic US firms on a global level. This calls for an improvement in the current
programs like modification of allocation H1B, and acceleration in processing the implementation of
these

Thesis Statement Of Infosys
Infosys' dedication to giving back can be understand by the way that the organization turned into
one of the first in the nation to do their due on the Corporate Social Responsibility (CSR) exercises.
On July 11 this year, Infosys gave Rs 240 crore this financial to its humanitarian arm, Infosys
Foundation. Set up in 1996, the non–benefit trust lives up to expectations crosswise over divisions,
including social insurance, training, society, down and out consideration and provincial
advancement. "Obviously, my reasoning was affected from the years I worked at the Tata Group.
They are my saints," says Sudha Murthy, director of Infosys Foundation, and wife of Infosys prime
supporter N R Narayana Murthy. "A long time back, my 16–year old little girl Akshata, who was a
copyist for a ... Show more content on Helpwriting.net ...
She said: Amma, what great is our life in the event that we can't generally help other people" This
talk with her little girl drove Sudha to examine the thought of setting up a generous arm with her
spouse. By then, Narayana Murthy who was at that point considering setting up an establishment,
requested that his wife head it. In the most recent 17 years, Infosys has given Rs 20–25 cr
consistently to the establishment. In these years, Infosys Foundation has invested through 20–25%
of this sum on mid day meal programs for understudies in government schools, another 20% every
in assisting with school formation and in social insurance, and the remaining on advancing
expressive arts and society. "With us getting Rs 240 cr, we have chosen to spend Rs 50–60 crore on
mid–day meals, and another Rs 50 crore on training," says Murthy. In April this year, as needed by
New Companies Act, Infosys constituted a four–part board, including autonomous chiefs KV
Kamath, Kiran Mazumdar–Shaw and R Seshasayee and the then CEO SD Shibulal to direct all CSR
exercises done through the Infosys Foundation. "Our emphasis stays on late morning dinners and

Ethics Case Study: Infosys
1.) What are the relevant facts and who are the primary stakeholders.
Infosys being one of the top five IT companies globally in revenue generating and has the fifth
largest employer of H–1B visa professionals in US.
It committed a visa fraud by sending their employers on B1 visas which are highly restricted for
some temporary business activities.1
It paid 34 million dollars to the US government for the "civil violations" as fines to escape the legal
battle that may have involved criminal proceedings.2
In a statement released by the company it mentioned that "Infosys has long been a significant and
responsible participant in the H–1B program. Infosys has never intended to, nor has it ever
circumvented the requirements of the H–1B program" 3
The company also denied about the allegations that were made on the visa fraud that they were
charged upon and continued to defend themselves that they paid the law suits so that their
employers would not face any problems in future.
The present stakeholders of the company are the employers and firms.
2. What are the ethical issues? ... Show more content on Helpwriting.net ...
The moral values that they have are actually followed. Here the company dis agreed the fact that
they are unethical by practicing the visa fraud. The ideals towards which the company should strive
to achieve and work hard to be an inspiration to others were clearly misled. They were dishonest to
themselves in accepting the fact that it has committed the fraud. They were not fair enough as they
tried to bluff the world by releasing a statement saying that they never committed a visa fraud and
paying 34$ million dollars to US government on the very note they released this

My Interest Of Computer Science
My interest in Computer Science started at a young age, when I started taking lessons in BASIC in
school. As I continued my education in computer science with COBOL, C, C++ and SQL, this
interest grew into complete absorption with the subject throughout my school years. When the time
came for me to choose a major for my undergraduate studies, I confidently opted for Computer
Science which was a full–fledged passion of mine by then. During my Bachelor's, I enjoyed the
curriculum immensely, and several of the subjects I was taught like Data Structures in which Linked
List, which is a dynamic structure whose length can be increased or decreased at runtime, was my
favourite topic. Java Programming won me over when I had to do a custom FTP server 8 years ago
where the file transfer was controlled by the server instead of being controlled by client, Database
Management System taught me about normalization of database a topic I enjoyed as it is the
foundation of every database and without which the task become arduous and can lead to data loss.
Object Oriented Systems concepts like polymorphism, inheritance, encapsulation and abstraction
were fascinating. Finally, while studying Operating Systems I understood the importance of
operating systems like Unix and Linux in today 's competitive world. In order to gain thorough
knowledge of my studies, I undertook several projects during my undergraduate studies to enhance
the theoretical concepts taught in class. Library Management

A Case Study: A Case Study Of Infosys
A Case Study on Infosys
Infosys is a global leader in consulting, technology, and outsourcing and next–generation services.
They enable clients in more than 50 countries to outperform the competition and stay ahead of the
innovation curve. With US$8.7 billion in FY15 revenues and 176,000+ employees, they are helping
enterprises renew themselves while also creating new avenues to generate value. They provide
enterprises with strategic insights on what lies ahead. They help enterprises transform and thrive in a
changing world through strategic consulting, operational leadership, and the co–creation of
breakthrough solutions, including those in mobility, sustainability, big data, and cloud computing.
Facts and background of Infosys
Infosys ... Show more content on Helpwriting.net ...
More Agility in the organisation
a. Partners and Alliances will be effectively leveraged, since there will be a single Alliance team
across its Units and Geographies
b. Driving cross service line and cross unit initiatives becomes much more easy
2. Silos are removed. Organisation can become much more efficient since experts and equipment
can be shared across projects
3. Information flows both across and up through the organization.
4. Employees would be in contact with many colleagues, which helps with sharing of information
and can speed up the decision process.
5. Ability to have domain centres slightly compromised. Infosys has attempted to stem that by
creating Vertical heads but it remains to be seen how this will pan out.
The possible disadvantages of the new matrix structure could be,
1. Matrix organisation increase complexity many fold. Since every resource will report to both
vertical head and the horizontal head, so there could be more confusion.
2. Organizational design restructuring requires a mind–set change. Infosys would need to invest in
large workshops for senior management who are habituated in a certain way of

Case Study Of Infosys And Ntpc

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