ASSIGNMENT

ON
ENTREPRENEUR:-NAGAVARA
RAMARAO NARAYANA MURTHY


SUBMITTED TO:- SUBMITTED BY:-
MEGHA KASHYAP PRINCE KUMAR (49)
JAYATI BHASIN (46)



University School of management,Kurukshetra University



Nagavara Ramarao Narayana Murthy, better known as N. R. Narayana Murthy, is
an Indian industrialist and software engineer. He and six other engineers co-
founded Infosys in 1981. Murthy served as CEO from 1981 to 2002. From 2002 to
2011, he served as the Chairman. In 2011, he stepped down from the board and
became Chairman Emeritus.
Infosys

Infosys Limited formally Infosys
Technologies(BSE: 500209, NSE: INFY, NASDAQ: INFY) is an Indian global
technology services company headquartered in Bangalore, India. Infosys is ranked
#27 in the list of top companies of India in Fortune India 500 list in 2011.
[2][3]
It has
offices in 29 countries and development centers in India, US, China, Australia,
UK, Canada, Japan and many other countries. Infosys had about 150,000 of 85
nationalities as on March 31, 2012.
[4][5]
Infosys provides business consulting,
technology, engineering and outsourcing services to help clients in over 30
countries.

Infosys Industries
High-Tech
In a future-ready high-tech enterprise, 'return on innovation' is the new ROI, being
'dynamic' is the new 'static' and product engineering is the 'new shop floor'. It's
possible. But how can companies get here? The opportunity lies in keeping pace
with the rate of change in market needs and business strategies, while successfully
navigating a continuous cycle of new business models and better operational
execution.
The differentiator for high-tech companies, however, lies in understanding
changing needs and responding through an integrated dynamic approach
enabling them to craft the future while others follow.
Challenges & Opportunities
Core vs. context: Now, more than ever, high-tech enterprises need to focus on
what they do best: understand the market and build for the future. For the rest,
there are partners - whether it's product assembly, third-party logistics or payroll.
This helps reduce capital expenditure, addresses variability of business and ensures
that the focus stays where it should on the core.
Supply chain complexity: Outsourced manufacturing bases, forecasting demand,
exponential SKU growth and a global customer base are variables that add to the
challenging task of managing an increasingly complex high-tech supply chain. But
this supply chain also holds the key to customer satisfaction, inventory turns, and
most importantly: operational effectiveness.
Continuous evolution of technology: Socio-technological forces like the shift
from desktop to mobile computing, the emergence of developing economies, the
personalization of customer engagements and increasing bandwidth have created
an enormous opportunity for high-tech enterprises to innovate their business
models, product lines and customer service processes.
Product engineering is the new shop floor: For traditional manufacturing
companies, addressing efficiency and quality issues through Lean and Six Sigma
was the norm. High-tech companies face a new normal their 'shop floor'
comprises product engineering divisions spread across the globe. To enhance
throughput of products and new intellectual property, the way forward is to create
collaboration platforms, build reusability and use standard operating tools and
procedures.
Automotive Enterprise
Automotive Enterprises need to get on fast track to future if they are to exploit the
future potential of capitalizing market opportunities. These opportunities come
with new market dynamics that help enterprises to catch up to the road of sustained
success.

While structural changes brought on by the recent downturn have made the
industry more resilient to succeed in a post-crisis world, companies need to build
loyalty with the new digital consumer; and put engineering integration in
overdrive, exploration of new models of commerce in top gear and supply chain
agility on the fast lane.
Challenges & Opportunities

Changing consumers: Tastes change with time. And tomorrows
environmentally-conscious vehicle buyer will have different priorities, making
decisions based on peer recommendations, wanting to co-create while being
digitally connected. This calls for automakers to re-orchestrate the consumer eco-
system to build and retain the loyalty of new buyers.

Integrating new technologies: Automotive engineers are tasked with integrating
newer technologies in the vehicle more quickly than ever, driven by the need to
stay connected on the road and green movements. Leveraging talent and practices
from non-automotive industry base will be essential to ride this new wave of
product innovation.

Connected vehicles: Tomorrows vehicle will be an extension of the owners
lifestyle, leaving the door open for a digital channel for an array of products and
services. Automakers need to tap into this opportunity and create new revenue
streams with innovative offerings requiring new models of commerce.

Smarter supply chains: Agility in reacting to shifting markets and demand
patterns, information visibility, and resilience to adverse situations will
characterize smarter supply chains of tomorrow. Because being just efficient is not
enough anymore.

New growth markets: What works in one place will not work in another. Rapidly
evolving infrastructure, economic thresholds, and consumer behavior in emerging
economies will drive product and process innovations required for success and
local innovations will drive global competitive advantage.


Industrial Manufacturing Enterprise
In an industry that creates equipment to make things simpler for others, the
information technology that enterprises use should make work simpler for them.
This calls for just-in-time insights, on-demand visibility and off-the-line
innovation.
As consumer spending in emerging economies expands, new demand centers and
centers of manufacturing excellence and innovation are rising as hotspots. To
break the mold, manufacturers need to meet industry forces head-on in their
complex make-to-order, make-to-stock and configure-to-order requirements
market.
Challenges & Opportunities
Intense competition: Manufacturers have to develop, source, make and deliver
based on best cost and best talent decisions. Additionally, the regulatory
environment enforces flexible controls across the enterprise.
Supply chain complexity: The traditional supply chain has broken. Companies are
increasingly procuring from low-cost centers that are becoming increasingly
interesting and popular. This is also resulting in highly complex supply chains that
are difficult to manage and optimize.
Realizing value from technology investments: While technology can enable
flexibility in global operations and support transformational initiatives,
manufacturers struggle to justify their investments to simplify and standardize their
business systems and technological support organizations.

Education Enterprise
Ask what technology can do for education, and a never-before-possible future
unfolds pervasive classrooms, faster learning, and most importantly: the ability
to track performance and results across the system for students, educators and
management alike. However, institutions today are preparing to face their toughest
tests yet regulation and disruption. The answers: a new school of thought, best-
in-class technology, and the right strategy.

Challenges & Opportunities

Realizing the promise of virtual colleges: New technologies, coupled with
changing attitudes and student profiles have broken barriers to integrate everyone
from parents and faculty to third-party information providers and regulators. Social
media, instructional design and collaborative platforms are just some of the ways
to stay ahead in this learning revolution.
Student mobility: Higher education has gone global. So have students. As they
pursue learning internationally, competing for their talent is creating new business
models increased acquisitions from private institutions, international
partnerships and the opening of overseas 'branch campuses'.
Satisfying the new 'avatar' of students: The expectations are endless. And
justifiably so. In addition to demanding digital learning, students also expect
institutions to round their skills and make them 'corporate-ready'. Institutions that
can provide this edge, and more, will get closer to keeping their classrooms full.
Increased regulation: The call for more accountability in terms of student success
and employability is changing core institutional processes around student
management, administration and marketing. The need? New metrics and tracking
mechanisms that can help demonstrate proof of 'value addition'.
How Infosys Delivers Business Value
Infosys blends expertise in consulting, technology and sourcing to deliver solutions
that address industry challenges, while enhancing quality at optimal cost
efficiencies. We deliver measurable business value in three ways: business
transformation, accelerating innovation and efficient operations.

Energy Enterprise
Safe. Reliable. Accessible. That's the vision for tomorrows energy landscape.
Agility. Innovation. Strategy. These are pressing needs for todays enterprise in
fueling an increasingly universal twofold call to action meet rising global
demands, and address environmental concerns. The evolution to this state is
gradual. But with information technology and consulting services as
transformation enablers, enterprises can catalyze the change.


Challenges & Opportunities
Health, safety and environment: Enterprises need to go deeper to explore
without compromising the health of their workers and the landscape. With assets
and systems for information sharing, intelligence and collaboration, enterprises can
arm themselves to identify risk and prevent hazards.
Aging workforce: If todays experts are to become tomorrows mentors, their rich
experience and expertise must be captured and shared. By addressing needs for
training, visualization and workflow automation, IT can create knowledge
minefields to draw from providing a foundation for sustained growth.
Integrating assets: Decision making gets tougher with discreet and diversified
assets spread across geographies. Integrating these assets and optimizing portfolios
can enhance throughput and empower enterprises for decision making whether
its zeroing in on the next risk-adjusted exploration opportunity, or finding an
unconventional resource to change the game.
Exponentially growing data volume: Real-time process data, legacy seismic data,
unstructured data data is the problem. Its also the solution. Extracting value
and creating on-demand insight from terabytes of data will require data quality
control, a data governance structure and a corporate data repository.

Current share holding
Life Insurance Corporation of India has 5.17%. Abu Dhabi Investment Authority, a
sovereign wealth fund owned by Abu Dhabi, and the Government of
Singapore also hold significant shareholdings as on December 2011. The
remaining public shares are owned by financial institutions and individual
investors.

Narayana Murthys Childhood

Born in Mysore, Karnataka on 20 August 1946, Murthy graduated with a degree in
electrical engineering from theNational Institute of Engineering, University of
Mysore in 1967. He received his master's degree from IIT Kanpur in 1969.
[3]


He was short. He was sharp. He was the brightest boy in his class. His seniors
would ask him to solve their difficulties in Science. He could have gone unnoticed
in the crowd, but once you asked him a question related to Physics or Maths, there
was a spark in his eyes. He could grasp theories of Science faster than the speed of
light.
He came from a poor but educated family. His father was a high-school teacher
and an avid reader of English literature. He, like all the boys in the class was trying
to get admission into some engineering college. The brighter ones wanted to study
in the Indian Institutes of Technology or the IITs.
There was an entrance test for IIT. This boy, along with his friends applied to
appear for the test. They did not have any special books or coaching. All these IIT
aspirants would sit below the shade of a stone mantap close to Chamundi hills in
the sleepy town of Mysore. He was a guide for others. While the others struggled
to solve problems in the question paper, he would smile shyly and solve them in no
time. He sat below a tree and dreamt of studying at IIT. He was then only sixteen
years old.
D-Day came. He came to Bangalore, stayed with some relatives and appeared for
the entrance test. He did very well but would only say OK when asked. It was
the opposite when it came to food.OK implied bad, good implied ok, and
very good implied good!! His principle was never to hurt anyone.
The IIT entrance results came. He had passed with flying colors and the highest
rank. He was thrilled! He went to his father who was reading a newspaper.
ANNA, I have passed the exam. Well done, My Boy. I want to join IIT.
His father stopped reading the paper. He lifted his head, looked at the boy and said
with a heavy voice You know our financial position, I cannot afford your
expenses at IIT. You can stay in Mysore and learn as much as you want.
His father was sad that he had to tell the bitter truth, but it could not be helped. The
teenager was disappointed. He was so near to fulfilling his fondest dream, yet so
far. His heart sank in sorrow. He did not reply. He never shared his unhappiness
with anyone.
He was an introvert by nature. His heart was bleeding but he did not get angry with
anyone. The day came, his classmates were leaving for Madras (Chennai). They
had shared good years at school and he went to wish them good luck for their
future. At the station his friends were already there. They were excited and
discussing their new hostels, new courses etc.. So he stood there silently.
One of his friends noticed and said, You should have made it. He did not reply.
He just wished them. He stood there even after he could no longer see the train or
the waving hands.
It was June 1962 in the Mysore city. Yet he stood there motionless. He said to
himself, without anger or jealousy, All students from the IITs study well and do
big things in life. But it is not the institution, ultimately it is you and you alone who
can change your life by hard work.
This son of a school teacher became a pioneer of Indias software industry. He is
none other than Infosys founder, Narayana Murthy. His motto being , Powered
by Intellect, Driven by Values.

Career
Murthy's first job position was at IIM Ahmedabad, where he worked as the
chief systems programmer.
[4]
After IIM Ahmedabad, he started a company named
Softronics in 1976.
[5]
When that company failed, he joined Patni Computer
Systems in Pune.
After settling down in Pune, Murthy founded Infosys in 1981
[6]
with an initial
capital injection of Rs 10,000, which was invested by his wife Sudha
Murthy.
[7]
Murthy served as the CEO of Infosys for 21 years and was succeeded by
co-founder Nandan Nilekani in 2002.
[7]
At Infosys he articulated, designed and
implemented the Global Delivery Model which has become the foundation for the
huge success in IT services outsourcing from India. He held the executive position
of Chairman of the Board from 2002 to 2006, when he became the "non-executive"
Chairman of the Board and Chief Mentor.
[7][8]
In August 2011, he retired
completely from the company and taking the title Chairman Emeritus.
[9][10]

Murthy serves as an independent director on the corporate boards of HSBC and has
served as a director on the boards of DBS Bank, Unilever, ICICI and NDTV
[11][1]
.
He also serves as a member of the advisory boards and councils of several
educational and philanthropic institutions
[11][1]
, including Cornell
University, INSEAD, Ford Foundation, the UN Foundation, the Indo-British
Partnership, a trustee of the Infosys Prize, and as a trustee of the Rhodes
Trust
[12]
that manages the Rhodes Scholarship. He is also the Chairman of the
Governing board ofPublic Health Foundation of India
[13]
He also serves on the
Asia Pacific Advisory Board of British Telecommunications
[11][14]
. In 2005 he co-
chaired the World Economic Forum in Davos.
[15]



Personal life
His wife, Sudha Murthy (ne Kulkarni), is an Indian social worker and
accomplished author. She is known for her philanthropic work through the Infosys
Foundation. Her sister, Jayashree Deshpande is wife of enterpreneur and founder
of US-based Sycamore Networks, Gururaj Deshpande. Murthy is the brother-in-
law of serial entrepreneur Gururaj "Desh" Deshpande.

Sudha & N R Narayana Murthy

Unlike husband N R Narayana Murthy, the founder chairman of Infosys, Sudha
Murty, 54, spells her surname without the letter 'h'. She also bubbles with
enthusiasm, while Narayana, 58, is more reserved, especially in public and with
those he does not know intimately. Sudha is forthright and outspoken to the point
of bluntness, while Narayana reserves his aggression for the boardroom. But for
over 25 years, these two very different people have shared life's journey. "If
someone had told me that my life would be like this, I would have been scared!"
exclaims Sudha.



Agreeing to disagree

The Murthys are two individuals, united by destiny.
Sudha is the idealist Narayana more circumspect and
tolerant to others. "She expects everybody to be
perfect," he says. " I tell her the world is imperfect but
she doesn't agree." The couple may often argue about
this, but neither expects the other to change.

"I am brutally honest. Murthy is more diplomatic, but
I am a very blunt person. Of course, people may say
it's because I can afford to be frank, but" Sudha trails
off. Is there any instance where she has been
economical with the truth? "Yes, once I was visiting an Adivasi family and they
insisted I have some tea or coffee. I knew it would be a burden on them, so I said I
don't take tea or coffee. But they insisted. I was about to ask for a glass of water
when I spotted the nallah outside their hut and I thought to myself, 'What if I
contract dysentery or typhoid?' Then I was about to ask for milk instead, when I
realised that would be something they could ill afford. So I simply said, 'I don't
take tea or coffee and I am allergic to milk'."

Usually, though, Sudha is crystal clear in matters of communication, especially
now that the Murthys are much sought after to add badge value to weddings and
housewarming ceremonies. "Take wedding invitations for instance," she says. "I
believe in being straightforward. 'I will attend if I am in town' is what I tell people.
Murthy, for professional reasons, will always be more careful and guarded."

"I wouldn't put it quite that ways," Narayana demurs. "Let's say I can disagree with
people without being disagreeable." So is he the consummate diplomat? "I am a
totally transaction-based person," he candidly admits. "Data and facts are all that
matter to me; I don't carry any ideological baggage about people."

How do they resolve their differences? "Some things are difficult to resolve, so we
always operate in a state of unstable equilibrium," Narayana says. "But there are so
many 'touch points,' so many occasions when you come so close.


Getting Connected

The Murthys' journey began in 1970, when a common
friend introduced then in Pune. Narayana had moved there
to start a systems research institute, while Sudha, an alumna
of the Indian Institute of Science, worked with Telco, now
Tata Motors. "She was brilliant, and pretty," Narayana
recalls. " I wonder what she saw in me." Sudha was already
a trailblazer, having challenged the Tata Group's policy of
male-only engineers by writing to J R D Tata himself.

The couple began to date - but Sudha wouldn't quite
describe it that way. "In those days, there was no such thing
as a 'date'," she emphatically clarifies. "We spent time
together, but always with common friends. It is difficult to
ascertain when our feelings for each other began to change." But the chemistry was
undeniable. "We would paint the town red," says Narayana. On their nights out,
he'd often borrow money from Sudha. "She'd be surprised at how shameless a
fellow could be!"

The duo spent much of their free time together watching movies. "He likes Neetu
Singh and Dharmendra, while I am a big fan of Sanjeev Kumar. Our favourite
movie is Abhimaan with Amitabh and Jaya. We watched it twice in one day; from
12 to 3, and then again from 3 to 6," she confesses with a chuckle. Besides movies
and listening to music - he likes Mozart, Strauss and Beethoven, while she prefers
Hindustani classical vocalist Bhimsen Joshi - the couple enjoyed dining out, and
still do. "But not so much in five-star hotels," Sudha clarifies. "MTR, the famous
Mavalli Tiffin Rooms near Lalbagh, is a favourite. Murthy always says this five-
star food all tastes the same; there is nothing to beat anna-saaru (rice and rasam) at
home."


Starting up

In September 1976, Narayana proposed to Sudha
in an auto rickshaw. "He told me that he could not
give me money, only a happy and comfortable
life," she recalls. It took her family time to accept
the fact; Sudha's family - her father was a
university professor, her brother an MTech from
IIT Delhi and her sister an MSc in Physics from
IIT Chennai - were worried about Narayana's
prospects. However, the couple were eventually
married in February 1978 at his house in
Bangalore. The wedding was a simple affair, costing Rs 800, with the couple
pooling in Rs 400 each.

After several brief stints in the US, where they shuttled between Boston and New
York struggling to make inroads in the complex world of IT, the couple moved to
Mumbai, set for an ordinary, middle-class life. " A two-bedroom apartment and a
scooter was all I wanted," Sudha remembers. "After all, we were a couple steeped
in our work and our books."

But life had other plans. Narayana started Infosys in 1981, with the Indian
equivalent of a $250 investment (Rs 10,000 at the time) and a vision to change the
way the world viewed Indian software. Initially, things didn't come easy and Sudha
was the breadwinner. After a series of jobs and making do with what was
available, she eventually shifted base to Bangalore with her husband.


No regrets

Although both were hands on at Infosys in the start-up phase, Narayana decided
that only one person in the family should work there - the other had to look after
the home and children. Sudha elected to become homemaker, a decision that was
tough at the time.

Today, she has no regrets. "His dreams were larger than any success I could have
had in a career," she generously admits. "She has no grouses," acknowledges
Narayana. "I am a little unfair; I always want to be in the driver's seat." Sudha
agrees, saying, "Making sacrifices comes more easily to me. But we are not bound
by archaic rules of marriage."

"Sudha can relate to a broad spectrum of people," says Narayana with pride. And
she has continued living life on her terms, as teacher at Bangalore's Christ College,
writer, philanthropist and chairperson of the Infosys Foundation, a charitable body.
"I love teaching," she says. " I have lots of patience and I cherish the moments I
spend with my students."

The downside to success has been less time for each other and their children -
daughter Akshata, 24, and son Rohan, 20. " Not going out much together has been
one of the lows of our lives," Narayana rues. Sudha does miss the man who had
time for music and Abhimaan. But she says, "We have never made him choose
between his work and us. To build an empire like Infosys, a grand passion is
necessary."


Feet on the ground

Along with passion comes simplicity, which helps the couple retain their balance.
Narayana's office at the sprawling Infosys campus may be the last word in gadgets
and gizmos, but computers and music systems are the only indulgences in their
modest home.

Narayana admits to owning a Bose system on which he listens to his favourite
symphonies. And he uses a Nokia cell phone, a Sony VAIO notebook and a
Hewlett Packard I-Pac. Pressed to identify what make of computer she uses, Sudha
artlessly asks her assistant for details in Kannada - "Lakshmi, aathu yavadu
model?" - before saying, "Dell. And I only use a desktop; no laptops for me." Her
music system?" A simple Sony I have owned for the past 10 years; it works well."
She adds, "Murthy and I are very comfortable with our lifestyle. And we don't see
the need to change it now that we have money."

This extends to their children as well. "Murthy is an extraordinary father," says
Sudha. He ensured there was no television in the house when the children were
younger. " We only bought a TV at the end of Rohan's board exam in March
2001," Narayana says.

Instead of austerity, they expect accountability from their kids. And the common
goal of bringing up their children is another "touch point" that sustains their
marriage.

"I'm still inspired by the simple things in life," says Sudha. "Spending time with
my family, my teaching, flowers, a walk in the park. I wake up every day with a
sense of excitement." For the Murthys, their life together is a dream. And Sudha's
excitement and Narayan's commitment keep it alive.



Amazing story How Infosys was born

Infosys Technologies is one of the few Indian companies that has changed the way
the world looks at India.
No longer is India a land of snake charmers and beggars. It is now perceived as an
economic giant to reckon with, bursting with brilliant software engineers and
ambitious entrepreneurs. And Infosys is an symbol of India's information
technology glory.
Infosys has many firsts to its name: The first Indian firm to list on Nasdaq; the first
to offer stock options to its employees. . . The company crossed $1 billion in
revenues for the first time in 2004. TCS, however, was the first Indian IT firm to
top $1-bn in revenues. Infosys is an organisation that inspires awe and respect,
globally. On July 2, Infosys completed 25 years in existence. This is its amazing
success story, illustrated by rare photographs.


What was the company's starting capital?
US $250. Murthy borrowed $250 from his wife Sudha to start the company. The
front room of Murthy's home was Infosys' first office, although the registered
office was Raghavan's home.

Who were Murthy's six friends who joined hands to launch Infosys?
Nandan Nilekani, N S Raghavan, S Gopalakrishnan, S D Shibulal, K Dinesh and
Ashok Arora.

Are all of them still the founding directors?
Murthy is currently chief mentor and chairman while Nilekani is the chief
executive officer and managing director. Gopalakrishnan, Shibulal and Dinesh are
directors. Raghavan retired as joint managing director in 2000. He is currently the
chairman of the advisory council of the N S Raghavan Centre for Entrepreneurial
Learning at the Indian Institute of Management, Bangalore. Ashok Arora worked
for the company till 1988 and left after selling his shares in the then unlisted
company back to the other promoters. He moved to the United States where he
now works as a consultant.



Problems faced by Infosys


U.S. visa controversy
The company in April, 2012, came under investigation for using B-1 visas for
Indian employees on the job in the United States. The visas are intended for
conference and business-meeting travel, as John Miller ofCBS This
Morning reported. A consultant for the firm and, now, whistleblower Jay Palmer,
described on air his observation of, for example, an internal web site designed, it
appeared, to guide Infosys employees on how to avoid visa difficulties (words not
to use: "work" e.g.); and of native-Indian employees clearly working, not meeting
or conferencing, in the U.S. Paying lower wages and no U.S. taxes for Indian
nationals, the company was able to underbid on jobs for its Fortune-500 U.S.
clients, he asserted. Miller put the story in the context of the limits on H-1B
visas for immigrant workers when no U.S. workers are available to do the
work. Forbes further put it in context of a recent initiative by "a host of India[n]
computer consulting firms convinc[ing the Indian] ... government to consider
taking the U.S to the World Trade Organization for the added fines associated with
H1-B [sic] visas". Infosys said in a statement read on air by CBS that Palmers
allegations make for an interesting story, but it is not the facts. A judge and jury,
according to the report in Forbes of the CBS coverage, "will have the final say on
Palmers accusations later this summer in an Alabama civil court case".
Why and how Infosys' stock tumbled. And what the analysts
are saying
The shares had their biggest intra-day drop since May 19, 2009. The Infy scrip was
trading at Rs 3,062 on the BSE, down 7.38% over the previous close. Infosys,
which carries the maximum weight on the Sensex after RIL, dragged the broader
market gauge down by 310.04 points to close at 19,386.82 points.
"Infosys fourth quarter numbers were below our expectations in a seasonally weak
quarter. The guidance for FY12 was also below our expectation. We expect the
stock to correct after giving below consensus guidance," financial services group
Prabhudas Lilladher said in a note.
"Some of the growth the companies saw over the last year has been driven by pent-
up demand and some extra demand coming from mergers and acquisitions-related
integration work. That, I think, is kind of petering off," says Girish Pai of Centrum
Broking.
Awards





Murthy has been the recipient of numerous awards and honors. In 2008, he
was awarded the Padma Vibhushan, a second highest civilian award by India
and Lgion dhonneur highest civilan award by France.
In 2000, he was awarded the Padma Shri, a civilian award by the
Government of India. He was the first recipient of the Indo-French Forum
Medal (in the year 2003), awarded by the Indo-French Forum, in recognition
of his role in promoting Indo-French ties.

He was voted the World Entrepreneur of the Year 2003 by Ernst & Young.
He was one of the two people named as Asias Businessmen of the Year for
2003 by Fortune magazine.
In 2001, he was named by TIME / CNN as one of the twenty-five, most
influential global executives, a group selected for their lasting influence in
creating new industries and reshaping markets.

He was awarded the Max Schmidheiny Liberty 2001 prize ( Switzerland), in
recognition of his promotion of individual responsibility and liberty.
In 1999, BusinessWeek named him one of the nine entrepreneurs of the year
and he was also featured in the BusinessWeeks The Stars of Asia (for
three successive years 1998, 1999 and 2000).
In 1998, the Indian Institute of Technology, Kanpur, one of the premier
institutes of higher learning in India, conferred on him the Distinguished
Alumnus Award

In 1996-97, he was awarded the JRD Tata Corporate Leadership Award.


In December 2005, Narayana Murthy was voted as the 7th most admired
CEO/Chairman in the world in a global study conducted by Burson-
Marsteller with the Economist Intelligence Unit . The list included 14 others
with distinguished names such as Bill Gates, Steve Jobs and Warren Buffett.

In May 2006, Narayana Murthy has, for the fifth year running, emerged the
most admired business leader of India in a study conducted by Brand-comm,
a leading Brand Consulting, Advertising and PR firm.
The Economist ranked him 8th among the top 15 most admired global
leaders (2005). He was ranked 28th among the worlds most-respected
business leaders by the Financial Times (2005).

He topped the Economic Times Corporate Dossier list of Indias most
powerful CEOs for two consecutive years 2004 and 2005.
TIME magazines Global Tech Influentials list (August 2004) named Mr.
Murthy as one of the ten leaders who are helping shape the future of
technology.

In November 2006, TIME magazine again voted him as one of the Asian
heroes who have brought about revolutionary changes in Asia in the last 60
years. The list featured people who have had a significant impact on Asian
history over the past 60 years and it included others such as Mahatma
Gandhi, Dalai Lama, Mother Teresa,Muhammad Ali Jinnah etc.
He was recently awarded the Commander of the British Order (CBE) by the
British government.



Building tomorrows Enterprise

Business Transformation
Infosys has developed a world-class business consulting model to ignite
technology-led transformation for enterprises. Our team is led by senior
consultants with extensive experience in business strategy development. Organized
around business verticals, such as banking, retail and telecom, these consultants
and their teams ensure that our solutions are enriched with all the advantages that
deep domain expertise brings.

Accelerating Innovation
As you partner with Infosys to leverage new business growth opportunities, our
emphasis is on accelerating innovation by delivering path breaking solutions or co-
creating it with you. With so many rapidly changing technologies to consider and
potentially adopt, our approach is to give you access to the many innovations
stemming from Infosys Labs, our award-winning research and development
facility. We make you more competitive by injecting into your business the
technology prowess to enter new markets and break into new product categories.
As the hub of our innovation engine, Infosys Labs is powered by over 600 experts
focused on seven game-changing trends that offer the greatest potential for IT-led
innovation.


Why we choose Nagavara Ramarao Narayana Murthy

Passion and will to persevere
Giving more priority to the long-term interests
High levels of optimism and high aspirations
Being a team player

According to Mr Murthy, these four things can be instrumental in launching
a venture:
1. The Idea: One should have a clear, well-defined idea of the
product/service he wants to sell.
2. Market value of the idea: One must have a basic level of confidence in the
fact that the market values your product and is willing to pay for it.
3. Team: One must have a team of complementary skillsets. A team may
be composed of people with varied skillsets but they must complement a
common cause.
4. High Aspirations: Aim high and work hard for that.

On Building Trust
Mr Murthy is of the view that trust and confidence can only come when there is a
premium on transparency. "The leader has to create an environment where each
person feels secure enough to be able to disclose his or her mistakes, and resolves
to improve," he emphasizes. He further adds that even investors respect
the organisations which are transparent and have high degree of credibility. He
says, At Infosys, our philosophy has always been, 'When in doubt, disclose.'
On Values
Mr Murthy has always highighted importance of a value system in an organisation.
And, compliance to a value system creates the environment for people to have high
aspirations, self-esteem, belief in fundamental values, confidence in the future and
the enthusiasm necessary to take up apparently difficult tasks. What he's really
stressing here is that having a value system is not all. Leaders have to follow it
themselves and thus lead by example. As they say, they have to walk the talk.

On Work Life Balance
Mr Murthy doesn't really identify with the concept of work life balance. He had
once said, First let's make a life, then think about work-life balance. I don't
understand the concept of a work-life balance.

What we learn from Mr. Narayana Murthy
We should get inspired from people like Mr. Narayana Murthy that sheer
determination & clearity of thoughts leads to great creations. You have brought us
pride, but at the same time the tradition and culture people thrown away and
parents were left in the streets, due to the negligence by the impact of the Industry
revolution, this saddens so many old minds and women out look totally changed
and atrocious towards the world could be unimaginable, but the time only have the
answers to some of the questions one among the ill-fated parents thinking. Having
done wonderful way and added glory to the country, thanks.