Infosys story part 2: Leadership and process discipline – Has Infosys’ once strengths waned away?

Sudin Apte

The dollar I lost to George is repetitively making me think about Infosys. Here are three incidents that come to my mind today:

First incident – I don’t remember the exact date, but it has surely been 6-7 years. While debating on Infosys campaign based on Thom Friedman’s World Is Flat, Nandan Nilekani made one interesting statement. According to him, today Infosys can knock board room of any Global 2000 firms, and it gets opened. Possibly Nandan was right! With rising role in World Economic Forum, coveted positions like seat on Bill Clinton foundation, he surely was one of the most well connected Indian CEO.

My current question is – Is this happening today? And if I stretch it further, will such CEO-driven growth be tenable in long term?

Second incident is of when Phaneesh Murthy left Infosys. Leave aside the context to this event, however I remember, Infosys leadership bravely faced his exit and subsequent loss of client relationships. Infosys management said (not exactly a quote, but meaning) – every role, and especially senior leadership role at Infosys is institutionalized. We have leadership ladder that will fill in the position, hence, we don’t expect any operational disruption. Again arguably they were right. Basab Pradhan took over as new Sales head and Infosys continued on its growth path.

Today I am wondering – Has it happened every time? Has Infosys really been successful in building person agnostic business model and leadership?

Third and relatively latest incident (2010) is of a client. I was having lunch with a senior outsourcing executive in a retail company – and a long term Infosys client. While explaining her point that “Infosys is changing” she said, if you get 10 Infosys folks in one room you can separate old Infoscions (who worked in Infosys for long tenure, possibly started at junior level and grew over period) from new joiners. Her point was, there is a clear difference in terms of – how they interact, their business values and trust-worthiness, attitude and approach, and typical values that she links with Infosys founders.

Why are clients seeing this difference? Is it real and so stark? Are all leadership training only focused on base trade skills? Do they not focus on building traditional Infosys values and qualities??

Till now, Infosys was a strikingly different company. It thought and talked of various such new concepts in Indian IT like leadership building, creating business ethics and core values. After visiting Mysore facility (Training as well as Leadership Institute) severally, I know they have focused a lot on this front. Where have things gone wrong? Does its earlier strength have become now its challenge?

The cynical analyst in me asks – if Infosys faces these challenges on this front, then what about other Indian companies?

11 thoughts on “Infosys story part 2: Leadership and process discipline – Has Infosys’ once strengths waned away?

  1. Iˇm no longer sure the place you’re getitng your info, however great topic. I must spend some time learning more or understanding more. Thanks for excellent information I used to be on the lookout for this info for my mission.

  2. I would like to express my passion for your kindness supporting folks who need help on this important situation. Your special dedication to passing the message across appears to be extraordinarily interesting and have constantly encouraged folks like me to achieve their endeavors. Your warm and helpful suggestions means a whole lot to me and much more to my peers. With thanks; from each one of us.

    • The research from our sales force suvery also shows the following . 89 of direct sellers rate their personal experience in direct selling as excellent very good or good . 84 of direct sellers say that direct selling meets or exceeds their expectations as a good way to supplement their income or make a little extra money and . 91 of direct sellers say that direct selling meets or exceeds their expectations as a business where the harder they work the more money they can make..Does this mean that all of these people are making six-figure incomes? Inventory buybacks which include sales aids and other provisions of the code allow sellers recourse if there s an issue with the company..It is my hope that everyone who tries direct selling will begin with reasonable expectations and a clear understanding of the path to their goal hopefully information found on this site will help with that..Certainly direct selling is not a fit for everyone but no one should risk financial loss by giving it a try.

      • Dont know about IT companies but Binfy mnmageneat is the worst.Recent policies are a nightmare and are imposed with no respect for life after work.Funnier aspect is that they are introduced as employee friendly policy.Binfy has never been a great paymaster but was a good employer. not neither is it paying nor ist considerate towards the employee.

Leave a Reply

Your email address will not be published. Required fields are marked *

You may use these HTML tags and attributes: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <cite> <code> <del datetime=""> <em> <i> <q cite=""> <strike> <strong>


× four = 36