Beruflich Dokumente
Kultur Dokumente
Learning Diary
By
Rahul Bighane G15101
General Management Program - XLRI
Outside Stakeholder:
Client (Vodafone)
HR Department
Senior management
Other country project team for Vodafone
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New joinees
Conflict Analysis:
The proposed solution by me was that either one (Lead at Jaipur or myself) do the decision making since we
were not working in the same location and were of different mindset in most problems. Since I was pulled into
this project from another project, I was not happy with the idea of another lead doing the decision making when
he has not undergone any training. This was majorly impacting the team members as they were mostly staying
back late nights as they were not meeting the requirements of the new lead. I was being called at odd times
after work to take up activities. I took this issue with the management and asked for a release since I was not
happy with the activities going on. Later on, I got to know through my informal network that it was a senior
project manager who did not like the idea of decision making & process being controlled at Hyderabad when the
senior project manager was sitting in Jaipur with his team. I approached him for a solution but neither was he
willing to release me nor was he letting me be involved in the decision making process. This impacted my
performance grade and hence I miserably thought that I lost a conflict where I was thinking for the better of the
team/organization but failed to implement it.
Strategic Response:
Since I failed in the process, I realized I should have approached the situation with better strategy and mindset. I
was initially asked to setup the team at Jaipur, I should have stepped down after having completed the
transition process and undergoing the promotion. I made the mistake of taking the promotion as a sign of good
faith and hence continued in the project despite being not too happy with the project. At every step, I should
have done a thorough analysis of the task, expectations and inducements. When the new lead was introduced, I
should have transferred my knowledge and asked for a release by pressurizing the manager as the support
project did not require two leads.
Else there could be a divide in team members to work with leads. This would have led to smooth process as
developers would not have had issues working with multiple leads. They would be clear in their requirements
without any decision making conflicts.
The early resolution of the conflict would have led to a better work life for the team members and also there
would have been no SLA breach. Overall performance, motivation and satisfaction of all team members would
have improved. Proper resolution would have showed me in good light by conducting the training for the new
team but it projected me in a bad sense as I was needed for the project and I was requesting for a release from
the project. There should have been more persuasive and smart settlement required from my end.
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IBM
Microsoft
Oracle
SAP
Other Technical Partners: EMC, MicroStrategy, Netezza, Red Hat, Software AG, SAS, JDA Software.
Customer Partnerships:
Adobe: Joint campaigns with Adobe help reach out to our target customers faster than ever. Infosys is a
Specialized Adobe Experience Manager Partner for North America
Amazon Web Services: Infosys and AWS are investing together to create new digital marketing solutions, lower
ERP costs.
Hewlett Packard: Infosys has jointly developed solutions for testing, quality, service management, asset
management, and service automation.
Adidas: Infosys has created an IT partnership with adidas to lower total cost of ownership, increasing agility, and
reducing complexity.
Vendors:
At the various development centers in India, Infosys has created multiple partnerships with chains such as Caf
Coffee Day, Barista, de Thali, Dominos Pizza and Mad about Donuts to provide food services in the various
centers in India. Besides this, there are tie-ups with local vendors such as ISKCON to provide to subsidized food
items in the food courts on campus.
For the development of its employees, Infosys has developed partnerships with local vendors for providing
training courses in French, Spanish, and German etc. so that employees looking to move to onsite or develop
their language skills can do it on campus. Besides this, there is a tie up with KALA Photography for courses in
various painting formats.
Acquisitions:
Skava: Infosys acquired Kallidus (Skava) and its affiliate, a leading provider of digital experience solutions,
including mobile commerce and in-store shopping experiences to large retail clients.
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Infosys has over 160000 employees worldwide, with majority working in technical roles and working in job band
3 & 4. Job bands are (3-7) above which there are VP & CXO roles.
There is multi divisional organization structure from the management perspective. The COO, delivery unit heads
for functional roles (Quality, Information Systems, HR, Education & Learning etc.), products (Finacle, ILI etc.),
CFO & directors reporting to the CEO & MD.
Each entity is a self-contained division with interactions with other teams. For e.g. (Delivery and Quality teams
need to work parallel on projects). There are functional units to provide support to all divisions (Information
Systems, Leadership Institute, HRD, Admin etc.). Units are organized into sales, delivery and business-enabling
functions.
COO & Director interact and are responsible to head most vertical units (MFG, BFSI, Energy, Retail, Insurance
etc.). They have centralized decision making power considering the overall growth of the firm.
Dependent units/divisions have a common reporting head (Since most projects/clients related to Product
Engineering are from Manufacturing, so Product Lifecycle Engg Solutions, Product Engg and the Manufacturing
unit have a common head to have centralized decision making process).These heads are responsible for the
growth and addition of clients for their verticals. There are functional sub-divisions in each vertical. For e.g.. , the
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Environmental
Culture
Goals & Strategy
Technology
Size
Environment:
In a competitive IT market, Infosys maintains the highest standards for Quality, Consulting. It is a CMMI 5
company. 21st in the world to achieve CMMI 5 rating.
Learning areas include technology, management, leadership, cultural, communication & other soft skills.
Depending on the size of the project & clients, the decision making could be centralized or de-centralized. But in
all projects there will be good amount decentralization. For top clients of Infosys, there are delivery heads
specifically assigned for each client.
In times of change in the IT industry, Infosys looks to get into new sectors such as Artificial Intelligence and apply
its uses in applications for clients. Analytics, mobile computing is the future in IT and Infosys has tried to
overcome the gap by acquiring innovative firms in these sectors.
To reduce retention, there are now employee friendly policies that provide more freedom to employees without
approval from senior management. Decision making is becoming more de-centralized to allow quicker decision
making and providing more power to middle management.
Employees are allowed to switch domains, units and roles (from technology to pre-sales etc) as per their
interest.
Culture:
With employees from over 83 countries, there has to be cultural understanding of employees from each part of
the world. In countries such as US, Europe and AMEA, employees are hired in senior management, sales,
technology consulting roles. The workplace recognizes the unique skills of professionals irrespective of gender,
ethnicity or nationality.
By setting global standards, development centers ensure good work life balance inside the campus.
The key ingredients of culture at Infosys are:
Innovative
Outcome oriented
Stable
People Oriented
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Team Oriented
Detail Oriented
There is a shift happening in organization culture as mandatory ties are removed from Monday & Tuesday
because employees are not facing clients on a regular basis. Formal wear rule has now been relaxed which
shows the forward & open mindset of the new management.
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