MANAGING DECENTRALIZATION IN LARGE COMPANY3
MANAGING PEOPLE AND CUSTOMER4
DISTRIBUTION OF DECISION RIGHTS5
LEADERSHIP BY EXAMPLE5
RECRUITING AND ENHANCING INTELLECTUAL CAPITAL6
GOVERNING INTELLECTUAL CAPITAL7
FIT TO IT ENVIRONMENT7
STRATEGY MODELS OF AND FOR8
A BALANCED APPROACH8
STRATEGY IMPLEMENTATION PROCESS9
APPENDIX 1: ORGANIZATION STRUCTURE………………………………10 REFERENCES11
This report has been written with an objective to study, analyze and assimilate the reasons for the success of Infosys as an organization. The reasons for its success will be identified as located in its structure, technology, culture, design, fit with the environment etc. Overall this study aims at projecting the strengths of Infosys in structural and functional arenas which have contributed in building up Infosys as a successful organization.
The report starts with general introduction of Infosys and its background. We then present the holistic account of various initiatives taken by Infosys in various fields and how these initiatives helped Infosys in taking the lead with respect to other IT companies. In concluding part we try to generalize the success formula of Infosys with respect to other IT companies in India.
Powered by Intellect, Driven by values - is the trademark signature of the company which has created history in Indian IT market. Infosys (NASDAQ: INFY), an Indian software services company with its headquarter in Bangalore in sprawling campus of around 35 acres is dream success story. Infosys Technologies Ltd. was co-founded in 1981 by 7 professionals with a collective amount of $250 including N. R. Narayana Murthy (now non-executive Chairman) and the current CEO Nandan M. Nilekani. By 2000 Infosys had become third largest software company in India with a market capitalization of over $10 billion and revenues in excess of $200 million and net income of more than $60 million. By August 2006 when Infosys completed its 25 years, it was second largest software company in terms of market capitalization, almost neck to neck with TCS the biggest software services company of India. Growing consistently at the rate of around 70% Infosys has become darling of Indian stock market and the first Indian company to be listed on the NASDAQ.
Infosys has currently over 70,000 people and is still growing. The company operates in 8 different countries, with primary offices in 50 major cities worldwide. One could easily dismiss Infosys’s story as that of just Information Technology Services Company in a developing country that was fortunate enough to exploit the Y2K opportunity at the turn of the century. However, Infosys’s story suggests that there is much more than serendipity at play here. It is a story of an enterprise that has systematically built up a post-modern, scalable enterprise for harnessing intellectual capital in the new information economy. Intellectual capital is evident everywhere at Infosys. It is embedded in the continually evolving software development practices that have earned it the highest level of certification – "Level 5" of the Capability Maturity Model (CMM) – from the Software Engineering Institute (SEI), Carnegie Mellon University, a distinction conferred on only a handful of companies around the world. Intellectual capital is also apparent in the impressive array of frameworks that guide Infosys’s business operations, including the widely mimicked "Global Delivery Model" that the company pioneered and perfected. And, it surely pervades the sprawling campus in Bangalore, India, that acts as a crucible for the creation and deployment of knowledge.
Managing decentralization in large company
Often companies have been successful...