Infosys Limited is an Indian multinational corporation that provides business consulting, 1 History; 2 Products and services; 3 Geographical presence; 4 Acquisitions; 5 Listing and share holding pattern; 6 Employees. Training .. " Infosys Media Release – Infosys announces agreement to acquire Expert" (PDF). Infosys. Established in , Infosys is a NYSE listed global consulting and IT services company with more than , employees. From a capital of US$ , we. KETAN VIRAHISTORY OF nferosexmaufu.gqs was founded on 2 July by seven entrepreneurs, Nagavara Ramarao Narayana.
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Infosys Technologies is one of the few Indian companies that has changed the way the world looks at This is its amazing success story, illustrated by rare. Visit the Company History of INFOSYS & know all about its milestones and achievements. Infosys made a public offer in the year , offering Rs per share. In the year , the company offered 5, shares to public at Rs. each.
Knowledge management for virtual teams. Infosys Technologies. Knowledge, strategy, and the theory of the firm. Strategic Management Journal, 17, 93— McDermott, R. Why information technology inspired but cannot deliver knowledge management. California Management Review, 41 4 , — McElroy, M. The new knowledge management: Complexity, learning, and sustainable innovation.
Mishra, B. History revisited: The initial years at Infosys. Nonaka, I. The knowledge-creating company. Harvard Business Review, 69 6 , 96— A dynamic theory of organizational knowledge creation. Organization Science, 5 1 , 14— O'Dell, C.
If only we knew what we know: Identification and transfer of internal best practices. California Management Review, 40 3 , — O'Leary, D. Knowledge-management systems: Converting and connecting. Pentland, B. Information systems and organizational learning: The social epistemology of organizational knowledge systems. Accounting, Management and Information Technologies, 5 1 , 1— Shannon, C.
The mathematical theory of communication. Stein, E. Actualizing organizational memory with information systems. Information Systems Research, 6 2 , 85— Stewart, T.
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The role of artificial intelligence in knowledge management. KnowledgeBased Systems, 13, — Management Science, 40, — Walsham, G. Knowledge management: The benefits and limitations of computer systems. European Management Journal, 19, — Wenger, E. Cultivating communities of practice: A guide to managing knowledge. Zack, M. Managing codified knowledge. Sloan Management Review, 40 4 , 45— Zander, U.
What firms do? Coordination, identity, and learning. Organization Science, 7, — Downloads Downloads per month over past year Actions login required. In cloud computing, services like servers, storage and applications would be delivered to a company through internet.
This model would make the IT business high technology oriented consulting rather than the majority of the Indian IT industry. It may be noted here that in Indian IT industry nearly 70 per cent of the revenue is focused on application development, verification 7 of software, business process outsourcing BPO and infrastructure management. Infosys has also adopted new revenue models and new consumption models that bring more value to its international clients and ultimately will bring more value to the shareholders through high- growth technology areas.
This will be aligned with adopting design centric and innovation led strategy in software development and execution of I T assignments across the clientele and continents. These services are aimed at helping clients address three key aspects of their business: a non-disruptive renewal and simplification of their existing landscapes, introduction of new offerings and business models in a dynamic business environment, and creating a culture of innovation in their organizations.
Organizations with depth and character like Infosys must have a strategic shift from time to time, but not radical change. Embracing the future of innovation with agility, simplicity, and design-thinking, Infosys works with clients to develop innovative products and services to amplify impact and accelerate growth.
Infosys has formally partnered with the Stanford school to bring these techniques to clients who seek to bring products to the market effectively. Being agile also helps weed out unwanted elements and accelerates time to market TTM.
This technique achieves maximum functional performance when using cost-effective material. Such an attempt would bring all three elements together to identify new product and innovation opportunities through a combination of software, hardware, and services. This would help 8 Infosys in its service offerings, innovation networks, and thought leadership and would help in meeting the requirements of clients with comfortable ease and satisfaction.
Second is "Do" which refers to the service offering on design thinking and design-led initiatives that will provide Infosys the framework for finding, understanding and defining the problems that are most important to clients and their businesses. Third is "Ai" which refers to platforms as a service to build intelligent solutions. This includes Infosys Information Platform, an open source data analytics platform that enables businesses to operationalize their data assets and uncover new opportunities for rapid innovation and growth.
Sikka said. Sikka further adds that the announcement coincides with the birthday of Infosys founder N R Narayana Murthy, he said that the company is working on a strategy about the duality of "renew and new" in the last thirteen months or so. We have been working on amazing new areas like zero distance," he added. New HR Initiatives and People — Oriented Environment Transformational Leadership Institutionalized During the recent period, Infosys has trained about 30, employees in design thinking and a number of projects have been showcased.
It has become like a movement, rather than a mandate. At Infosys, a combination of State of Art technologies with design oriented techniques have created and executed the maximum number of jobs. It has helped to improve the skills of those employees on the bench, but more importantly, has kept them really excited! At Infosys, the employees would not have to sit on the bench to be assigned work.
In fact, they can now opt for a project or an assignment through an internal app launched by the company. The company aims to optimize the use of its existing trained talent who may be between projects or on the bench, and minimize external hiring at the same time. Generally Indian IT companies, which outsource tech talent, follow a model where a part of the team is currently occupied with an existing project while another part is on the bench waiting for an assignment.
Companies prefer to keep certain number of employees on the bench with the hope to grab a business and provide its service without any delay. However, while this model works well during an economic boom, it becomes a burden for the organizations during a slump.
Such bench employees always fear losing their jobs unless they quickly get on to a project. Therefore, their billing value is zero. Besides, it has always been a challenge for companies to keep a balance between employees on projects and those on the bench and optimum use of the talent was not achieved. With this new and bold HR initiative, zero bench aims to streamline allocation of work and thus maximize resources.
Infosys claims that this initiative has seen tremendous response since its launch, supplemented by continuous communication through its internal channels. This new learning framework for entry-level employees has become essence of Sikka's strategy to position the firm as different from its peers.
Further, various measures to improve employee morale like higher bonus pay out, holiday bonus plans, iPhones to high performing employees and accelerated promotions have been adopted.
Flexible work —from home structures, enhanced team engagement budgets and easier transfer policies have been put in place. He is working tirelessly to meet his team, the employees and Infosys clients. Sikka wants to make Infosys the IT bellwether again. He brought some changes to the rule book to enhance office work culture in order to make the company look like a new-age, youthful, agile firm, very different from the traditional Indian IT services firms.
Here we enlist some of the significant changes he has diligently and painstakingly introduced to the way Infosys will work hence forth: Employees can junk formals: Do you like wearing ties? Of course No! Almost everyone hates wearing ties. Giving relief to his employees, the Infosys CEO told them that they could stop wearing ties. That means, they can wear jeans, t-shirts or anything they like. The idea is to make them as comfortable as they can be in the office to work with a certain degree of informality.
Just drop a mail to your manager or boss, explaining the reasons. There is no need to give any embarrassing verbal explanations to her boss. Lengthy processes get simplified: If you want to get transferred to a different location due to some personal reasons, you need not go through any complex procedure and give long explanations. Improving employee engagement: Infosys has asked its employees to be part of the company's decision-making process: It started motivating its employees to share their ideas.
Over two weeks, 26, employees shared more than 2, ideas. Employees voted on the ideas that they felt were most relevant, and ten ideas were shortlisted for execution. This exercise was appreciated. Bridging communication gaps: Dr.
Sikka started a trend to interact frequently with his employees via blogs, town halls, InfyRadio, and InfyTV. He started giving prompt replies to all the employees on Yammer, the enterprise communication platform in order to maintain interaction. All these measures helped in arresting the attrition in the number of employees leaving Infosys has come down to A recent report by UBS noted that these initiatives have had a noticeable positive impact on employee morale, as indicated by the drop in attrition for the company.
Sikka for the year ending March 31, , when compared to the previous year.
Infosys received 1. Sikka is in a rejuvenation mode and is looking to build stronger ties with its employees. All these efforts and changes in HR Policies and people —oriented environment have improved the financial results. Infosys has also registered a 9. As software major, Infosys retained its full fiscal year sales outlook on large outsourcing deal wins from overseas clients. Manufacturing contributed BFSI accounted for Case research methodology is pioneered by Harvard Business School and followed by reputed business schools all over the world.
Case Research method allows the researchers to make observations relevant to the case and relate to the prevailing economy. Our study has the limitations of secondary data. This Case Research adopts a dominant narrative style in portraying the history of the Infosys. Leadership history in the corporate is a story of shared glory of several leaders right from Narayana Murthy, Nandan Nilekani, T V Mohandas Pai, Kris Gopalakrishnan Shibulal, KV Kamath and others who have collectively contributed the growth of the organization through its stages of growth from the dark days of IT to the current state of high demand and performance levels.
Concluding Observations: To conclude, we may observe the following: Infosys has always a distinct style of leadership where the successive leaders worked with employees to identify the needed change, creating a vision to guide the change through inspiration, and executing the change in tandem with committed members of the group. It also serves to enhance the motivation, morale, and job performance of followers through a variety of mechanisms; these include connecting the follower's sense of identity and self to the project and the collective identity of the organization; being a role model for followers in order to inspire them and raise their interest in the project; challenging followers to take greater ownership for their work, and understanding the strengths and weaknesses of followers, allowing the leader to align followers with tasks that enhance their performance.
With the help of teaching note appended herewith, this case can be an useful tool to teach types of leadership, particularly transformational leadership to management students — using the contextual reference of Infosys, business decisions taken, and uniqueness of each successive leaders and their influences.
According to Burns, transformational leadership can be seen when "leaders and followers make each other advance to a higher level of morality and motivation. Unlike in the transactional approach, it is not based on a "give and take" relationship, but on the leader's personality, traits and ability to make a change through example, articulation of an energizing vision and challenging goals.
Burns theorized that transforming and transactional leadership were mutually exclusive styles.
Later, researcher Bernard M. According to Bass, transformational leadership can be defined based on the impact that it has on followers. Transformational leaders, Bass suggested, garner trust, respect, and admiration from their followers. Bernard M.
Bass , extended the work of Burns by explaining the psychological mechanisms that underlie transforming and transactional leadership. Bass introduced the term "transformational" in place of "transforming. The extent, to which a leader is transformational, is measured first, in terms of his influence on the followers. The followers of such a leader feel trust, admiration, loyalty and respect for the leader and because of the qualities of the transformational leader are willing to work harder than originally expected.
These outcomes occur because the transformational leader offers followers something more than just working for self-gain; they provide followers with an inspiring mission and vision and give them an identity.
The leader transforms and motivates followers through his or her idealized influence earlier referred to as charisma , intellectual stimulation and individual consideration. In addition, this leader encourages followers to come up with new and unique ways to challenge the status quo and to alter the environment to support being successful.
Finally, in contrast to Burns, Bass suggested that leadership can simultaneously display both transformational and transactional leadership. As a result, they inspire, empower, and stimulate followers to exceed normal levels of performance. Transformational leaders also focus on and care about followers and their personal needs and development.