HCL is a pioneering Indian technology company with a history spanning over 40 years. It has evolved through three eras - as Hindustan Computers Ltd developing India's first microcomputer in the 1970s-80s, consolidating in the 1990s, and now building technologies of the future. HCL has two divisions - HCL Technologies, a global IT services company, and HCL Infosystems, focusing on the Indian market. HCL has partnerships with leading technology companies and pursues strategic acquisitions. It emphasizes entrepreneurship, employee-first culture, and social responsibility.
Here I must include all important details about Hindustan Computers Limited Technologies Company . It is useful for power point presentation and project work.
Here I must include all important details about Hindustan Computers Limited Technologies Company . It is useful for power point presentation and project work.
This is the Power point presentation which shows the information about the HCL Technology. This project is Drafted by a student "Krushang Thakor" . I am A Management Student .
This data is showing the overall Information about the HCL technology till the year 2018
HCL Technologies Limited is an Indian multinational IT services company, headquartered in Noida, Uttar Pradesh, India. It is a subsidiary of HCL Enterprise.
Click through to see HCL's recruiting initiatives on LinkedIn, and the impactful results that they have seen to their organization.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
while pursuing my BBA(H), i have done project on marketing research conducted by HCL-CDC, & my responsibility was as business development executives.here we basically addressed live business issues,
This is the Power point presentation which shows the information about the HCL Technology. This project is Drafted by a student "Krushang Thakor" . I am A Management Student .
This data is showing the overall Information about the HCL technology till the year 2018
HCL Technologies Limited is an Indian multinational IT services company, headquartered in Noida, Uttar Pradesh, India. It is a subsidiary of HCL Enterprise.
Click through to see HCL's recruiting initiatives on LinkedIn, and the impactful results that they have seen to their organization.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
while pursuing my BBA(H), i have done project on marketing research conducted by HCL-CDC, & my responsibility was as business development executives.here we basically addressed live business issues,
Corporate Senior Vice President, Noriyuki Toyoki, shares Fujitsu’s vision of the increasingly prevalent role technology takes in our daily lives. Everything you ever wanted to know about big data, smart grids, supercomputing and how they can support society through disaster recovery, healthcare ICT and food production - to create a human centric intelligent society.
Internap’s Adam Weissmuller and Michael Carman of VMware discuss different paths businesses take toward cloud adoption, how to evolve your own cloud strategy and key considerations for choosing a provider.
Vertex Perspectives | AI Optimized Chipsets | Part IIIVertex Holdings
In this instalment, we review the training and inference chipset markets, assess the dominance of tech giants, as well as the startups adopting cloud-first or edge-first approaches to AI-optimized chipsets.
Internap’s Adam Weissmuller and Michael Carman of VMware discuss different paths businesses take toward cloud adoption, how to evolve your own cloud strategy and key considerations for choosing a pro
Latest Technology news Microsoft is giving every last bit of it's anything but's a $1,500 (over Rs 1.12 lakh) pandemic prize, in attestation of a problematic cash related year that the tech monster just wrapped up. As shown by the report, it's anything but's an inward update, Microsoft is gifting the pay to all staff under corporate VP level that began at the latest March 31, 2021. It will in like way review low upkeep laborers and those for hourly rates. Microsoft's standard individuals official, Kathleen Hogan, declared the blessing to specialists today, and it will apply to all guaranteed experts in both the US and in general," the report said on Thursday. Visit on VARINDIA site to know more about it https://www.varindia.com/
Kaustuv Ray had a vision - a dream to be a part of the technological revolution sweeping the nation by creating an organization from Bengal that would one day carve a niche for itself in the technology space. Kaustuv Ray
Disruptive Innovationen in der FinanzwirtschaftSemalytix
The Largest Independent Payment Infrastructure
- Germany is still extremely cash-driven
- Especially Low-Income Population Extensively Uses Cash
- Germany’s Largest Independent Payment
Infrastructure
- Strong Partner Network Allows for a Rollout of Services
across Europe
von Prof. Dr. Hans-Gert Penzel, ibi research an der Universität Regensburg GmbH
Verändertes Zahlverhalten wird stark im Einzelhandel geprägt
Innovationszyklen im Zahlungsverkehr seit dem Jahr 2000
SEPA als Regulator-getriebener Standard - wird vom Endkunden eher als Bedrohung empfunden
E-Commerce explodiert – und verlangt nach E-Payments
Bei Zahlungen im E-Commerce dominieren die „neuen Oligarchen“
Marktführer PayPal
Retail in africa still the next big thingSemalytix
The African Retail Development Index (ARDI) ranks the top countries in Sub-Saharan Africa for retail expansion. Based on A.T. Kearney's Global Retail Development Index, the ARDI identifies not only the most attractive markets today, but also those that offer the most potential in the future. The 2015 ARDI ranks the leading 15 nations and reconfirms the region’s potential arising from not just oft-discussed markets like Nigeria and Ghana, but also small, dynamic markets such as Gabon and mid-sized but fast-growing countries like Angola.
Bip connected risks investing in a divergent worldSemalytix
A.T. Kearney issued its first Foreign Direct Investment (FDI) Confidence Index® in June 1998, in the shadow of the 1997 Asian financial crisis. Despite jitters following economic collapse in Southeast Asia, businesses saw investment opportunity in the Americas, Western Europe, Russia, and East Asia, and the United States took first place. Here we are in 2015, with the United States first place in the Index again and business executives still tormented by a recent global financial crisis. Today’s investors must account for divergent monetary policies in large developed economies, alongside a surging U.S. dollar and a sustained commodity super-slump. Developed and developing markets alike are moving in unexpected ways.
Yet, amid growing divergence and multiplying risks, there is genuine excitement in the global business community. It starts with the growing belief that the combined strength of the U.S. and Chinese economies—first and second in this year’s FDI Confidence Index—can buoy the world economy while others get back on track. And there is genuine dynamism elsewhere if you know where to look. Numerous countries are opening up long-guarded sectors to privatization and foreign investment. Downturns and fluctuations in other countries are creating opportunities for mergers and acquisitions. And new free-trade agreements are already in place or close at hand, even if the U.S. political environment will continue to frustrate its reliable engagement.
Risk has been a constant since the inception of this Index. The challenge for all global business leaders remains how to think beyond the last crisis while seeking to avoid the next. Those that take a “wait and see” approach often find that their competitors—whether small businesses or country governments—do not hold back in seeking positive growth. Our view is that opportunities abound for those that know where to look, aided by strategic foresight and analysis.
The world is more complicated now than it was in 1997. Global interconnectedness has created a more competitive and complex landscape. Technologies, ranging from unconventional energy extraction to predictive and even prescriptive analytics, are changing the game and increasing the probability of strategic disruption in every sector and corner of the world.
The complexity of risk and opportunity in 2015 underscore the importance of the insights contained in this year’s FDI Confidence Index. As always, we welcome any input you may have regarding the Index, its scope and our analysis.
Nach einem eher verhaltenen Jahr 2013 nahmen 2014 M&A-Transaktionen in der Öl- und Gasindustrie deutlich zu. Angesichts des weiter sinkenden Ölpreises und der Entscheidung der OPEC gegen eine Drosselung der Fördermengen werden 2015 noch intensivere M&A-Aktivitäten in der gesamten Wertschöpfungskette stattfinden. Diese strategischen Deals sind für die Unternehmen wichtig, um Wertzuwächse zu erzielen, sich für kommende Marktturbulenzen zu rüsten und die Wettbewerbslandschaft zu ihren Gunsten zu formen.
Over-the-Top Video (OTTv) in the Middle East: How to Win the MarketSemalytix
With growing demand among Middle East viewers for online video content, new players cast in the Netflix mold are competing with traditional TV companies for a market potentially worth $1 billion by 2020. Around the world, over-the-top video (OTTv) is becoming more mainstream.1 These services as a share of total television viewing have doubled globally over the past 12 months and exceed 30 percent in some developed economies. In the United States, 75 million households have an active OTTv subscription, compared to 32 million just four years ago. Fueling this trend is the emergence of an abundance of user-friendly OTTv services, coupled with the increasing quantity and quality of content available online. Netflix launched its streaming service in 2007. As of April 2014, it was being used by 50 million people in 41 countries. Hulu, the OTTv service from NBC Universal, Disney, and Fox, now has six million paying U.S. subscribers. More pay TV operators are offering multiscreen packages to their subscribers and online-only packages to nonsubscribers in a bid to compete head-on with Netflix and similar services. In the Middle East, OTTv is still nascent by global standards. Fewer than 100,000 homes subscribe to dedicated commercial OTTv services—less than 1 percent of television-viewing households.2 Yet despite the low penetration, interest is strong—as suggested by the popularity of online short video services such as YouTube—and a flurry of new services has emerged (see figure 1). Etisalat introduced its eLife TV app on iOS in 2013, just one year after MBC's Shahid TV app became the top downloaded app in the Middle East App Store. Istikana and icflix, which follow a Netflix model, launched the region's first major standalone OTTv services in 2011 and 2013 respectively. OSN recently followed by announcing the launch of Go by OSN for non-pay TV subscribers. In 2014, beIN SPORTS relaunched its OTT service and began selling multiscreen subscriptions, and MBC partnered with Samsung to launch Shahid on smart TVs. - See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/over-the-top-video-ottv-in-the-middle-east-how-to-win-the-market/10192?#sthash.6QbS8wM6.dpuf
Going Digital: The Banking Transformation Road MapSemalytix
The leaders in digital banking are more client-centric, tech-savvy, and inclusive—and are fundamentally changing to deliver the best results.
Most banks today want to become digital banking leaders—after all, that's where the customers are. And for much of the past decade as digital banking has taken hold, most leading traditional banks have incorporated strong digital strategies.
So what separates the digital banking leaders from the laggards? A new A.T. Kearney study on digitization, in conjunction with Efma, seeks the answer and finds three main findings: the leaders understand the importance of mobile in a digital strategy, they are developing more agile operating models, and, most notably, they have tackled the need for internal culture shifts (see sidebar: About the Study).
With top-down implementation, these leaders have set their paths toward becoming more client-centric, more tech-savvy, and more inclusive. As the market evolves even more rapidly through the end of the decade, all banks will have to adapt to a disruptive model in people and IT—the two engines of retail banking—and must fundamentally adapt to deliver the best results.
This paper looks at the trends and the path forward.
The Evolving Digital Journey
Most banks began their digital journey years ago and have clear digital strategies, yet even those are facing major changes. In particular, as more customers use their mobile phones and tablets to do their banking, and omnichannel takes hold in financial services, the mobile experience is becoming a crucial aspect of digital strategy that banks must address.
Secondly, to keep up in this fast-changing market, traditional banks will have to adapt their operating models. In particular, changes in IT, new products and services development, and changing expectations for time-to-market will be key factors going forward.
Perhaps the most important step, however, is that banking in the digital age requires a drastic, profound reset of how banking staff reacts to customer needs. This means thinking customer first, rather than by channel; as one panelist puts it, "Banks think in channels, but customers don't." It means being conscious that small digital players can gain market share faster and in a manner that is more disruptive to traditional banks' models. It means understanding that organizational silos pose significant obstacles to creating new solutions for customers. Most importantly, it means looking inward, changing organizational beliefs and habits to facilitate clients and drive digital innovation.
A new spirit of banking—led by top executives—will lead the way to addressing market changes, becoming more agile, and improving openness in day-to-day business.
- See more at: http://www.atkearney.com/latest-article/-/asset_publisher/lON5IOfbQl6C/content/going-digital-the-banking-transformation-road-map/10192?_101_INSTANCE_lON5IOfbQl6C_redirect=#sthash.oKsJGij3.dpuf
Leaders use procurement to catalyze lasting, superior business performance through excellence in managing categories, suppliers, and teams. The rush to cut costs in the wake of the 2008–09 Great Recession propelled procurement organizations to the forefront at companies around the world. Faced with so much uncertainty, companies raced to shed costs—and procurement rose to the challenge, delivering exceptional results. With this came an increase in procurement's stature, influence, and reach. A.T. Kearney's Assessment of Excellence in Procurement (AEP) 2011 study saw a doubling in the rate of benefits achieved by the procurement functions since the 2008 study, yielding the highest percentage gains seen in the more than two decades since we began conducting this study. In 2011, we projected that this upward trajectory would continue: procurement appeared poised to deliver even greater impact to the business. Our 2014 AEP study finds that while leading companies continued their trajectory, most procurement organizations only sustained the gains in influence and reach made between 2008 and 2011. In short, the typical company may be "wasting a crisis" by not continuing to enhance one of the most powerful levers to improve profitability and competitive advantage. - See more at: http://www.atkearney.de/studie/-/asset_publisher/Rv2vNmilj1Kf/content/procurement-powered-business-performance?_101_INSTANCE_Rv2vNmilj1Kf_redirect=%2Fresearch-studies#sthash.CJibvJBu.dpuf
Nutraceuticals: The Front Line of the Battle for Consumer HealthSemalytix
Nutrition products can be an inexpensive and safe solution to tackle important unmet health needs.
Consumer healthcare has become the battleground where pharmaceutical and consumer goods firms compete for growth. With more people around the world dying from obesity than starvation, poor nutrition is now recognized as a major risk factor for chronic diseases. Most health systems are ill-equipped to deal with this trend.1 Increasingly, patients are being encouraged to take part in their own treatments, and a consumer market has been developing midway between the supermarket-based world of consumer goods companies and the scientific, pharmacy-based world of pharmaceutical firms.2
The front lines of this battle are nutritional products that have been proven to help prevent or cure disease. These "nutraceuticals" present a tantalizing opportunity for breakthroughs to prevent and manage common health problems, offering consumer-focused solutions to issues that are currently addressed only by pharmaceutical interventions—or not at all.3 However, despite being a hot spot for growth, they still suffer from the same challenges as the rest of the sector, with market growth barely keeping up with the rise in gross domestic product.4
In this paper, the third in our Winning the Battle for Consumer Healthcare series, we delve further into the nutraceuticals market to understand the opportunities and barriers to growth. We also look at the successes and challenges faced by both consumer goods and pharmaceutical companies as they struggle to gain the upper hand in this exciting new market.
- See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/nutraceuticals-the-front-line-of-the-battle-for-consumer-health/10192#sthash.Fx04jdM8.dpuf
A.T. Kearney: History of strategy and its future prospectsSemalytix
From The Art of War to The War for Talent, strategy has been evolving for centuries. What we have learned in the past 2,500 years is highlighted here—not only where strategy began but also why it is on the verge of reclaiming its rightful place in history.
Strategy, for most of its 2,500-year history, was one-dimensional. Warmongers were largely focused on avoiding wars by not instigating them and business was mostly focused on building power and monopolies. The past 50 years have more than made up for this one-way view as strategy hit its prime and spewed out countless new ideas and solutions.
But as the strategies piled up so did the complexity, and the chance that any one overall strategy was the answer to ever expanding strategic freedom was trampled in the competitive scramble.
As a result, we are in for some interesting times. Strategy is on the verge of reinventing itself and reclaiming its rightful place at the top of the business food chain. We believe that strategy will come back as a much more powerful guiding force of organizational energy, which we are excited about because it brings "strategy" and "doing" back together again—something we wholeheartedly believe in.
This paper constructs a brief history of strategy within a framework of noteworthy publications. We generalize, simplify, and cut corners, not out of ignorance but to create a holistic overview to show where strategy has been and where we believe it is now headed.
- See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/the-history-of-strategy-and-its-future-prospects/10192#sthash.3JIQGHKj.dpuf
A.T. Kearney: GCC Family Businesses: Unlocking Potential Through Active Portf...Semalytix
Since 2008, times have been tough for family businesses. The antidote: tapping into hidden value.
Like families in general, family businesses seem to function relatively well in troubled times. In fact, many studies show that, in the long run, they perform better than other business models. Key factors for their ongoing success include a management perspective that emphasizes the long term, strong brand and family name recognition, and often a strong focus on the core business.1
But in the Gulf Cooperation Council (GCC), family businesses are trending in the opposite direction.2 During the recent crisis, they have been less resilient than the rest of the economy despite a pre-downturn history of rapid growth and market dominance. Since 2008, the A.T. Kearney GCC Family Conglomerate Index has decreased by 60 points, while the Bloomberg GCC 200 Index has decreased by 40 points, a 20-point performance gap (see figure 1).3 After a tough 2008, GCC family businesses rebounded to some extent (as did the market), but this did not last. As the overall market has trended mostly up, family businesses have trended downward.
- See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/gcc-family-businesses-unlocking-potential-through-active-portfolio-management/10192#sthash.sb692Hgw.dpuf
Educators have long been allured by technology—from radio, film, and television to calculators, VCRs, and PCs. Now it's tablets, document cameras, and interactive whiteboards. With a plan in place, schools can make sure that their investments in digital technology don't go to waste. - See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/the-digital-school/10192#sthash.21c9zgQn.dpuf
Digitization is bringing a sea change to a U.S. healthcare industry already facing waves of uncertainty. By taking the right steps, this can be a major opportunity for industry players.
Forecasting the future of any industry is difficult, none more so right now than healthcare in the United States. There are countless reasons why healthcare will look different in the near future, not least of which being the country's movement toward national coverage. However, digital transformation—the cumulative change that comes when digital technologies are introduced wholesale into an established industry—is poised to have an even bigger impact. For the U.S. healthcare industry, digital technology will be transformational, cutting healthcare delivery costs, eliminating errors through improved electronic medical records, and establishing routinized, evidence-based approaches to treatment.
Digital forces are pulling at the industry and significantly altering services, products, innovation, delivery, and remuneration (see figure). There are digitally integrated healthcare providers, digital medical devices and technologies, and digital delivery and monitoring of home healthcare. In addition, new ideas are emanating from developing markets, agile competitors are embracing technology, and a digital-friendly federal administration is pushing innovation. And don't forget the digital consumer who is used to digital banking, digital retailing, and digital education, and expects digital healthcare.
- See more at: http://www.atkearney.com/paper/-/asset_publisher/dVxv4Hz2h8bS/content/digital-healthcare-or-bust-in-america/10192#sthash.gP6B4uWR.dpuf
1. HCL: Pioneers of Modern Computing
"Any sufficiently advanced technology is
indistinguishable from magic."
- Arthur C. Clarke
Building Technologies of the Future
12 May 2010
2. What’s Inside
About the HCL journey………….………..……………3-6
Snapshot of the enterprise
HCL Firsts
The three eras of HCL Technology
The bottom-line …………………………………………6-11
HCL Business Model
HCL Technologies
HCL Infosystems
The differentiating factors
Partnerships
Strategic Acquisitions
Exploring further…………………………………………12-13
Latest news of HCL
HCL Cares
2
3. HCL - Snapshot
HCL Technologies HCL Infosystems
Financials
Product Engineering & R&D, Enterprise Hardware, System Integration,
& Custom Applications, Enterprise Networking Solutions, Managed ISP
Total Revenues: $ 5B
Transformation Services Infrastructure Services, Homeland Security, and ICT
Management, and BPO Services EBITDA: $ 600M Distribution
Global Market Focus Indian Market Focus
Employees
62,000
Global Presence Delivery Facilities India Presence Distribution Network
USA, UK, Finland, Poland,
Operations spanning Offices in 170 cities,
Puerto Rico, Brazil, China, 93,000 outlets in
26 countries 500 points of presence reaching
Malaysia, Singapore, Australia, over11,000 towns
4,000 towns
Czech Republic, and India
3
4. HCL Firsts
1st to value employees
1
over customers
1st truly indigenous computer
8C. Shipped same time as
Apple, three years before IBM
st
PC.
1st IT major to
start mainstream
advertising
1st to engage in
mature global
1st offshore site started in partnerships
Belfast - laying the
Can Do & Will Do
foundations of GDM
1st to cross the 1st to offer multi-
1st home
100,000 unit service delivery
computer for
milestone in the
India – “The
Indian Desktop PC
Beanstalk”
market.
4
5. HCL in Technology: The Three Eras
1976 - Making Dreams a Reality Addressing end to
Hindustan Computers Ltd. is born end solution
requirements in the
Security &
Surveillance domain
Empowering space researches and oilfield
exploration with High Performance
Computing
Acquires AXON - the largest
Enters into JV with HP, Nokia and acquisition ever by an Indian IT
Perot Systems company
Launches India’s first Home Designs medical
Computer - “The BeanStalk” implantable device
for pain relief
Pioneers remote infrastructure
management, now one of world’s
best performing Infrastructure
Develops the first indigenous micro- providers
computer at the same time as Apple
and 3 years before IBM's PC in 1978. HCL’s R&D is spun-off as HCL Creates Flight
This micro-computer virtually gave Technologies - marks advent into Management systems
birth to the Indian computer industry software services for the world's most
advanced aircraft
1970s & 80s - The Pioneering Years 1990s - Years of Consolidation Building Technologies of the Future
5
6. HCL Business Model
Global presence in 26 countries
Networking
Services & Network Americas ANZ
Integration Brazil Australia
Puerto Rico New Zealand
Distribution & USA
Retail:
IT Manufacturing ICT, Telecom Asia Europe
and Imaging China Belgium
Products Hong Kong Czech Republic
Technology India Finland
Israel France
Engineering Japan Germany
BPO
and R&D Malaysia Italy
Saudi Arabia Netherlands
Singapore Poland
UAE Sweden
Enterprise & Infrastructure Switzerland
Custom Africa UK
Applications South Africa
6
7. HCL Technologies - Touching the Globe
Vineet Nayar
CEO - HCL Technologies Revenue: USD 2.5 Bn
Among India’s top 5
service providers in
Portfolio and Geo Mix
short span of 7 years
1
Value-centricity driven by customer insight
Customer centric value offerings establish the
difference between a provider and a partner. The
difference comes from unique customer insights
backed by competencies and validated by
customer experience .
2
HCL understands transformational challenges
Performance
Revenues tripled in Five Years Business Alignment
(Highest CQGR in the industry) Cost and ROI
Predictability
3
How we do it…
Multi-Service Delivery - Only organization with full
service range of IT infrastructure, applications &
BPO services
7
8. HCL Infosystems - Touching India
Ajai Chowdhry 1
Chairman & CEO, HCL Infosystems Largest manufacturer of PCs
State-of-the-art manufacturing for PCs, business servers,
workstations, color monitors, etc
Revenue: USD 2.5 Bn
2
Leading System Integration organization
Pan-India SI solution provider in verticals like Power,
Services Footprint Telecom, E-governance, Railways, Retail, BFSI, Media &
Internet & Entertainment, Health, Infrastructure, Education etc
related services Computer 3
4% systems Largest ICT distribution and retail Network
26%
• 93,000 outlets , covering 11000 towns
70% • Largest pool of trained manpower handling 2.5 million
support incidents per annum
Telecom and
• Support base of over 3 million assets in 75000+ sites
Office Automation • 1200+ support locations coverage by team of 5000+
engineers
4
Emerging businesses
• HCL CDC - centers to bridge skilled manpower gap
which exists in the IT industry
• HCL Security - to make the world a much safer place to
Ranked “Best IT Employer in India” by be in with its range of state-of-the-art end to end
DataQuest – Sep 2009 technology solutions for security and surveillance
To read further, visit hcl.in/business-streams.asp 8
9. The Differentiating Factors…
Entrepreneurship Partnership
Employee First
1
Six young entrepreneurs
leave their secure corporate
jobs with a dream that the
microprocessor would
change the world 1
Partnering and living the partnership is in our
DNA – we have fostered such relationships
right from our inception
2
Instilling confidence and 3
nurturing entrepreneurs Empowering and enabling
employees to take charge
internally
completely…thus fostering a 2
culture of Intrapreneurship Nurtured and grown with partners
9
10. Partnerships: The Growth Drivers
Product Partnerships
1977 1981 1985
Leading position in Office Over 25 years of scripting an ear of Over 20 years of strategic relationship that has seen the
Automation and Laptops in computing across the Microprocessor computer evolve from a computing device to the centre of
India the Digital World
1996 2004
Dominant position in mobile handset Partnering in computing and providing
market in India IT Services
Joint Ventures
1996-2003 2001-05 2002-05 2005 2006
1991-96 Significant IT Services First Indian BPO Global Largest financial service First Japan- India hi-tech Industry First “End-To
Created the HP brand for with quarter billion Delivery Centre, offering widest range of JV for Product End” Product Lifecycle
computers in India dollar enterprise value currently employing Capital Market Services Engineering Services Solution for OEMs
2000 UK nationals
Strategic Alliances
2005
HCL sets up first Power PC 2007
architecture design centre Partners with CA for Threat
2007 Management Solution Products.
outside of IBM
A Strategic partnership with Misys to End to End Product Research,
1996 open new markets and drive innovation, Development & Support.
Largest development (R&D) facility 2005 quality improvements and speed to
outside Cisco. Gold partner for the Partners with Boeing for 787 market for key Misys financial services
Indian market Dreamliner programme solutions in high growth economies.
10
11. Strategic Acquisitions
HCL follows a thorough and diligent selection process of proactively identifying value-centric
acquisition opportunities for long-term strategic growth
Some of HCL’s recent acquisitions…
1
Inorganic growth / The Acquisitions Trail
Axon group Plc.
HCL acquired Axon Group plc, a leading UK-based SAP consulting
firm. The acquisition is one of the biggest acquisition from an Indian
IT company in recent times
2
CapitalStream
HCL acquired Capital Stream, Inc., a US-based industry leader in
lending automation solutions in February 2008
3
Liberata Financial Services
HCL acquired Liberata Financial Services (LFS), a leading UK-
based PO provider in July 2008
4
Control Point Solutins
HCL acquired Control Point Solutions, a leading provider of voice,
data, and wireless Telecommunications Expense Management
(TEM) services in August 2008
11
12. Latest Updates…
HCL is No.1 employer in India & Asia
- Hewitt and Dataquest
HCL is featured as a case study in
a global best-seller
Unveiled “HCL ME” - Laptops based on need of
today’s mobile consumers seeking Excitement
on the go HCL wins FT ArcelorMittal Boldness
in Business Award
IBM and the other multinationals are
becoming increasingly nervous about
the fifth-biggest Indian outsourcer,
HCL Technologies
Declares HCL among world’s top 30
most influential companies and one of Shiv Nadar, Founder - HCL, receives the
the world’s top five Emerging Padma Bhushan award, third highest
Companies to Watch civilian recognition bestowed by the
President of India for his contribution to
Recognize HCL’s Employee Indian industry and society
First Philosophy as the
world’s most modern
management Shiv Nadar wins the CNBC Asia
Business Leaders Award 2009 for
CSR, and the CNBC India Business
Leader of the Year 2009
For other latest happenings, visit hcl.in/media.asp 12
13. Technology That Touches Lives…
Corporate Governance HCL believes that strong corporate governance practices should be integral
to all activities of its Group Companies to ensure efficient conduct of the
affairs of the Companies, while upholding the core values of transparency,
integrity, honesty, and accountability
Volunteer driven
social activities
School Intervention Programs (SIP) Environmental Conservation
and Healthcare Campaigns
Caring for nature HCL tops Greenpeace e-waste management chart
HCL tops major Indian companies progressively
deploying policies & practices to eliminate harmful
chemicals from e-products
HCL has one of the most
progressive policies promoting
sustainability in operations to
have least stress on the
environment
For further reading – visit hcl.in/corporate-governance.asp 13
14. About the Foundation
“ Committed to the creation of a more equitable, meritocracy based society by empowering
individuals to bridge the socio-economic divide. To that purpose, focus on the rather
”
underdeveloped disciplinary areas in India related to philanthropic transformational education,
creativity and art.
Vision
www.ShivNadarFoundation.org
OTHER BEQUESTS
Rajiv Gandhi Foundation -
An India top 10 private Education & upliftment of muslim
Accelerated technology- A landmark educational Proposed University with a engineering college, Aimed at instilling a deeper
& dalit girl children in key
enabled literacy and initiative for meritorious vision to create a centre of envisioned to be a appreciation and promotion of
backward districts of Uttar
enhanced learning for rural underprivileged excellence in education at global knowledge modern and contemporary
Pradesh
students in rural & semi- children, completely free par with premium education institution enabling Indian art by making it
urban India, including for institutions world wide world class scientific accessible through a world ISB - Founder, Executive Board,
adults, towards an educated research class museum ISB, leading Management school
& empowered India in India
PHFI - Board Member & Active
www.shivnadarfounda www.Vidyagyan.in www.SNUniversity.in www.SSN.edu.in www.KNMA.in
Contributor
tion.com/shiksha
TNI - Building & training potential
of local youth in Chhindwara
Education Art
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