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Group 10

Neethu Sashi (96)


Nihal Guruprasad (98)

The
Founders

The Compassionate Capitalist


Hitchhiking from Paris to Mysore
Bulgarian Guards
Transformed from a confused Leftist into a determined,
compassionate capitalist

Applauded for everything from its business model to delivery excellence and its
leadership to its corporate governance.
It was the first Indian company to offer stock options to employees in 1993, the year it
went public.
In 1999, it became the first Indian company to list on the NASDAQ.
It was also the first in India to report quarterly financials, issue guidance against
insider trading, come up with the concept of a lead independent director, and have

The company was growing at a fast pace and nobody had a campus like Infosys.

There was a lot of employee pride and people clamoured to be part of the organisation.
One of the best training programmes in the IT industry.
Murthy assembled a crack team at Infosys whose roles were clear-cut.
Set processes and rules for predictability, quality, scale and growth.

Murthy is not apologetic about the company's focus on margins and negotiations.
"This has become such a part of our DNA that our sales people don't want to reduce
their rates. Because if you reduce, margins will go down. When I used to sit there,
nobody dared come to my room and say I want to sell at a lower rate. I think even
today, Shibulal has taken that view. Kris took that view. Nandan took that view.
Therefore, selling in a difficult market is more difficult. My view has always been I
don't care about the top line, I care about the bottom line."
"Infosys does not sign on the dotted line. We understand every clause."

Murthy on Succession Planning : loyalty and longevity guns


"When you have a class of people all of whom are brilliant, then you automatically look at
how long they have shown this brilliance. So while we had other people - Mohandas Pai,
Balakrishnan and others - we had to make a decision based on longevity in the company
and the kind of responsibility they have handled. Kris was theoretically ahead of Nandan
but he gave it up voluntarily and Raghavan was not interested in taking up any
responsibility.

Nilekani - the strategist and rainmaker


Infosys had an extraordinary advantage over any other company - that of a
charismatic leadership who had the ability to open the boardroom of any global
2000 company.
The brand was very differently recognised in the world. Nandan had great
relationships.

"I remember the time when Nandan


was there. It was a very different
Infosys. They were very clear about
their strategy. I just don't know
Shibulal. What is the company's
strategic focus now?" the PepsiCo
executive said.
o An internal restructuring, complacency towards customers, rigid contracting
terms, and a stubborn high-margin pricing model
o Sanjay Purohit - Senior Vice President and Global Head of Products, Platforms and
Solutions
o Europe - They were not responsive.
o Not customer savvy
o Amazing COO but not much of a CEO

Top executives found the longevity argument fallacious.


The loss of key leaders, coupled with the exit of many senior
executives over the past two years may have drained the
company of both thought leadership and client relationships.

RENEW AND NEW:


The Mantra for competitiveness in the High-Tech industry
RENEWING the business to compete better through..
Efficient end-points
The raison detre of any enterprise is to create or procure great products and make them available
to the customers. High tech firms must make sure that the two end points, manufacture and sales
perform efficiently and in a manner that differentiates their organization from competition.
Decision Granularity
The size and range of available data and the evolution of big data and machine learning
technologies have transformed decision making into a proactive, predictive, granular and highly
personalized science.
Speed of response
Competitive lever for highly tech companies that are increasingly adopting technologies that
enable them to act faster during regular times as well as crisis situations.
Commercial models
Next generation technologies are throwing new commercial models that benefit both high-tech

Exploring NEW solutions with


Bits, the new atoms
High-tech companies must step out of the physical paradigm to consider how they can
leverage emerging technologies to digitize businesses, and go on to generate
unprecedented value.

Technological discontinuities
When new technologies create transformations, they also bring about discontinuities.
These are occurring faster and faster, leaving the enterprises with very short window for
action.

Rewiring value chains


Disruption is rewiring high-tech value chains. As the existing value chain comes under
increasing pressure, it is imperative that the high-tech industry figures out the best way
to deal with the change and look for new opportunities.

GOAL-2020
Aims to achieve USD 20 billion revenue by 2020 with an average
revenue per employee at $80,000.
Many of the routine works would be automated and more number of
employees would be deployed in such work that would fetch higher
revenue.
Additional head count of 70,000 would be added to the company rolls in
the process towards achieving the five-year goal.
By 2020, the company would have around 250,000 employees.
More focus on automation, artificial intelligence and design thinking.

Infosys NEW TRAINING FRAMEWORK


New learning platform (ILP)
Increased versatility by training in various programming languages.
Developing a mobile app on android/iOS which uses gamification as long as they are in
training.
To learn coding in atleast 3 main languages Java, C++, Python.
Two-day immersive programme on design thinking.
All employees trained on data visualization tool called Tableau.
Reduced number of tests.
No fast track training for CS/IT students, same training duration for all.

HANA High Performance Analytics Appliance


Sikka played a prominent role in conceptualising and developing HANA, as part of revival of SAP.
Stores data in columns rather than rows in the database which speeds up the search and the
access.
Adopted In memory approach that allows big data to be crunched and analyzed many times
faster, in real time.
Colgate-Palmolive, which uses HANA in Mexico for sales profitability management and analysis
reporting, says its sales representatives can now run reports with real-time results up to 100 to 300
times faster than before.
Sikka quits SAP, joins Infosys as the CEO, implements SAP HANA database business suite across the
organization.
With more than 150,000 users, this is by far the largest user base for the SAP business suite
powered by SAP HANA.

EXTRAS