INTRODUCTION TO IT SECTOR

IT-BPO industry in India has today become a growth engine for the economy, contributing substantially to increases in the GDP, urban employment and exports, to achie e the ision of a !young and resilient" India# $hile the effects of the economic crisis are expected to linger in the near term future, the Indian IT-BPO industry has displayed resilience in countering the unpredictable conditions and reiterating the iability of India%s fundamental alue proposition# &onse'uently, India has retained its leadership position in the global sourcing mar(et# The Indian IT-BPO industry is estimated to achie e re enues of )*D +,#+ billion in -./0,/, with the IT software and ser ices industry accounting for )*D 10 billion of re enues# During this period, direct employment is expected to reach nearly /#/2 million, an addition of //1,000 employees, while indirect 3ob creation is estimated to touch 4 million#

INFOSYS PROFILE
Infosys Technologies was started in ,54, by se en professionals with )* 6/70# The company designs and deli ers technology enabled business solutions# Their offerings span business and technology consulting, application ser ices, system integration, product engineering, custom software de elopment, BPO etc# The company has ,08470 employees and a large global presence in India, &hina, 9ustralia, Poland, ):, &anada and ;apan#

VISION
<To be a globally respected corporation that pro ides best-of-breed business solutions, le eraging technology, deli ered by best-in-class people#<

MISSION
<To achie e our ob3ecti es in an en ironment of fairness, honesty, and courtesy towards our clients, employees, endors and society at large"#

ORGANIZATION STRUCTURE

ACHIEVEMENTS
,# -irst Indian company to be listed on a )* stoc( exchange and the first company to do a Public offering without listing /# =an(ed number ,8 among the most respected companies in the world 2# >isted on the -orbes 9sian -abulous 70 for the fourth consecuti e year# 8# -i e time ?Global @9:A $inner%# 7# &hampioned &orporate Go ernance in India#

VALUE SYSTEM
The alue systems that underscores their commitment to these achie ements areCUSTOMER DELIGHT It mainly deals with gi ing the customer the perfect solution to his problem# -urthermore, the company tries its le el best to (eep hold of that customer which has now become one of the most important things in running a business or a company# LEADERSHIP BY EXAMPLE

Infosys as accompany, from its earliest stages ha e always been leading in its own area of excellence# The company had a humble beginning and then grew due to its core alues, ision and its mission# INTEGRITY AND TRANSPARENCY The company has always integrity within itself and also with the go ernment helping the company and India as a whole in carrying them forward in to the global mar(et# FAIRNESS The company always has maintained a standard in maintaining fairness in all regards of its operation and towards its customer and the nation#

PURSUIT OF EXCELLENCE Infosys as a company has always belie ed in excellence in whate er it pro ides# This extraordinary belief has ta(en to the heights at which they are present now#

INITIAL GOALS
They started off with one client and right from the beginning understood the concept of an offshore deli ery model# &onceptually, they tried to le erage globaliBation for customiBed software de elopment - producing where it is most cost-effecti e, and selling where it is most profitable, all without being constrained by national boundaries# Infosys belie ed that the (ey to success is to ensure that it executes our engagements well e ery time# $e ha e based our whole operation on a foundation of strong alue systems# $e were careful ne er to compromise on that despite many challenges#

PRESENT GOALS OF INFOSYS

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AREA OF GOVERNANCE To define and implement a training module and create awareness about sustainability# Status-It was achie ed by pro iding sustainability training for seniors PRODUCT RESPONSIBILITY *ustain customer satisfaction in the annual customer sur ey# Status- It was achie edC the o erall customer satisfaction was at 4, D ENERGY @onitor energy consumption to become energy efficient# Status- This was achie ed by implementing new monitor mechanisms# =educe per capita energy consumption by 7 D# Status- This was partially achie ed by reducing the per capita electricity consumption to ,0D# ENVIRONMENT Plant a tree for e ery new employee Status- Below the target E planted ,1,000 trees in @angalore. HUMAN RIGHTS &reate a framewor( for employees, suppliers and endors to be educated on human rights# Status- Below target- de eloped a basic training module on human rights which will be implemented in /0,0# EMPLOYEE ENGAGEMENT Trac( impact of employee health related acti ities# Status- Target achie ed by recei ing feedbac(s after health chec( ups. SOCIETY 1

Define and implement metrics for measurement# Status- 9chie ed target by de eloping guidelines and dashboards.

FUTURE GOALS OF INFOSYS FOR THE YEAR 20 !"20 #

STRATEGIC LEVEL ,# They will de elop processes to integrate business and sustainability goals# /# Impro e accountability in the business units through i*OP framewor(# 2# *tri e to meet stringent short term goals# OPERATIONAL LEVEL ,# 7D reduction in energy, water and carbon foot print# /# To educate endors on our green procurement policies# 2# To create >arge, global deals 8# &ontinued linear relationship between re enue-manpower T$ %&'()&)*t E*t)+'+%s) s,a() S$(ut%$* D)s%-* a*. I*t)-+at%$* as /)0 1$,us a+)as %* t2) t)(),$& s),t$+s.

3EY INDUSTRIES

FInfosys @edia &entre in Bangalore#G

Infosys ser es arious industries through its Industrial Business )nits FIB)G, such asH

Ban(ing I &apital @ar(ets FB&@G &ommunications, @edia and Antertainment F&@AG Anergy, )tilities and *er ices FA)*G Insurance, Jealthcare and >ife *ciences FIJ>G @anufacturing F@-GG =etail, &onsumer Product Goods and >ogistics F=AT>G Kew @ar(ets and *er ices FK@*G H Kon )* and Kon Auropean mar(ets, *aa*, >earning *er ices

-inance H &ore Ban(ing Product

IMPLEMENTATION OF PLAN 4RECENT ONE5

RFID ARCHITECTURE STRATEGY
EXECUTIVE SUMMARY

Aarly 9dopters of =-ID are beginning to loo( beyond proof of concept pilots and field trials# Anterprise scale *olution Design and Integration are emerging as (ey focus areas# :ey to success in both of them is the architecture for integrating data from the =-ID hardware layer with a multitude of Anterprise *ystems# 9 >arge Anterprise piloting =-ID in multiple global sites is recogniBing the limitations of a traditional Anterprise scale 9pplication *er er in performing =-ID @iddleware functions# 9 Auropean *pecialty =etailer see(ing to adopt =-ID is grappling with the cost of ownership implications of Point *olutions for =-ID integration# Both of these Anterprises are recogniBing the need for a =-ID 9rchitecture *trategy# Implementation of this plan presents Infosys iews on a optimal =-ID 9rchitecture *trategy 9pproach for Anterprises based on lessons learnt from Aarly 9dopters and Infosys experience in pro iding =eal Time &ontrol and Data 9c'uisition *olutions in the Telecom and Process &ontrol Industries# PITFALLS AND LESSONS LEARNT FROM EARLY ADOPTER PILOTS 9 common refrain across Aarly 9dopter Pilots is that =-ID 9pplications are 'uite unli(e I#T# applications that ha e been traditionally implemented within Anterprises# The contact-less communication between the tags and readers and its sensiti ity to the physical en ironment together adds a new dimension# Anterprises are e ol ing implementation strategies mindful of the many challenges posed by =-ID across layers# BUSINESS PROCESS TRANSFORMATION Aarly 9dopters are recogniBing that the alue of =-ID lies in operational efficiencies resulting from changes in business processes# These Anterprises continue to be challenged howe er in determining how processes can be impro ed in a =-ID enabled enterprise# =-ID characteristics for business includeH L L =eadability =ate 5

L L L L L

9ccuracy Duplicates Interference Programmability @emory

DATA COLLECTION Aarly 9dopters especially those with Global Deployments are grappling with the 'uestion of which TechnologyMNendor to bet on# They are recogniBing that choosing of =-ID Tags and =eaders is dependent on multiple ariables# These Anterprises recogniBe the strategic nature of the technology and design decisions to be made in this layer and are e ol ing endor selection strategies balancing the below considerationsH L Geographic spectrum and power regulations L @ultiplicity of air interface protocols L *tandards based Interoperability across endors L 2rd party certifications for standards compliance L @aturity and failure rates of endor specific products L Protocol performance benchmar(s for endor specific products L Pac(aging material modification challenges and costs L *ecurity and Pri acy Policies and &ommitments L -inancial iability of endors Aarly 9dopters are also recogniBing that endor selection needs to factor how business processes will be changed to le erage the technology THE NEED FOR A RFID ARCHITECTURE STRATEGY =-ID is clearly a disrupti e technology# But to ensure that enterprises realiBe its potential optimally, it is important that they understand the multidimensional impact that such disrupti e technologies ha e on the enterprise# 9 critical element of this is to ha e an =-ID 9rchitecture strategy#

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Different layers within the Anterprise are li(ely to be impacted differently# It is important for all parts of the Anterprise to de elop a common understanding of what this impact is and what it means to existing in estments# It is also important to help identify what new in estments will be re'uired to be made within the Anterprise# 9 (ey area of concern for Anterprises adopting disrupti e technologies is the Total &ost of Ownership# By clearly understanding the impact on existing in estments and by e ol ing a holistic iew of new in estments, Anterprises will be able to better manage the T&O by future proofing in estments and putting in place the right architecture for new in estments# INFOSYS VIE6S ON RFID ARCHITECTURE STRATEGY Infosys belie es that current approaches to =-ID Integration generally suffer from many deficiencies, ranging from a point solution approach to confusing =-ID with A9I# 9dopting traditional enterprise architecture design approaches to =-ID run the ris( of failure on account of not recogniBing the true nature of =-ID Integration# =-ID Integration is about =eal Time 9synchronous A ent ,,

Jandling and =eal Time *tate-based decision ma(ing# =-ID Integration calls for an architecture design paradigm that reflects this# The =-ID 9rchitecture *trategy should enable Anterprises to ta(e a holistic iew of the impact of the =-ID Business Nision on their Anterprise# The =-ID 9rchitecture *trategy should enable Anterprises to create a platform that will help realiBe the =-ID Business Nision through Nalue &reating =-ID 9pplications deployed in a >ow Total &ost of Ownership An ironment that is flexible, extensible and future proof# To assess the complexity of implementing =-ID and the impact on existing systems and infrastructure Infosys has e ol ed a + >ayer =eference @odel for =-ID that can be the basis for Business and IT to share a common understanding and ision of a =-ID enabled Anterprise# This model pro ides a layered iew of the technology, infrastructure and process elements that constitute a =-ID implementation within an enterprise# Drawing upon its experience in de eloping =eal Time 9synchronous *tate A ent Jandling *olutions in the Telecom and Ketwor(ing world, Infosys has e ol ed a robust -unctional @odel and =eference 9rchitecture for designing and integrating Anterprise scale =-ID 9pplications# The + >ayer =eference @odel, together with the -unctional @odel and the =eference 9rchitecture pro ide a robust foundation for any =-ID 9rchitecture *trategy byH L Deconstructing the complexity of =-ID by pro iding a layered iew L Identifying the impact of =-ID on existing layers within the Anterprise L Identifying new layers to be implemented by the Anterprise L Pro iding a framewor( to analyBe =-ID Business =e'uirements to articulate =-ID 9pplication =e'uirements# L Pro iding a framewor( to design =-ID 9pplication *cenarios within the A ent management >ayer L Pro iding a =eference 9rchitecture to demonstrate how =-ID A ents of Business *ignificance are integrated with Anterprise *ystems

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ORGANIZATION BEHAVIOUR AND PRACTICES

LEADERSHIP STYLE7
Infosys belie es that leadership is one of the most essential ingredients of organiBational success which is pro ided by its &hairman, Karayanmurthy# >eadership is based on high business K = ision and

predominantly supporti e styles# There is emphasis on de eloping leadership 'ualities among employees# -or this purpose, it has established !Infosys >eadership Institute"# Top management emphasiBes on open door policy, continuous sharing of information, ta(es inputs from employees in decision ma(ing, and builds personal rapport with employees# 9s we ha e seen o er last few years, they ha e seen smooth transition from K = Karayanmurthy to Kandan Kila(eni and from Kandan Kila(eni to :ris Gopal(rishnan without any ad erse effects on the company outloo( and each one has pro ed to be an able leader ta(ing company forward#

STAFF 4HUMAN RESOURCES5H

*ince Infosys is in (nowledge-based industry, it focuses on the 'uality of the human resources# Out of total personnel, about 50 per cent are engineers# 9t the entry le el, it emphasiBes on selecting candidates who find the company%s meritocratic culture satisfying, superior academic records, technical s(ills, and high le el of learn ability# The company emphasiBes on training and de elopment of its employees on continuous basis and spends about /#17 per cent of its re enues on up gradation of employees% s(ills, and around 70D as employee costs# In spite of thousands of people 3oining e ery month, Infosys has been able to maintain its training standard mostly due to its highly matured processes capabilities and in estment in infrastructure#

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STRATEGY7
Infosys has adopted a client-focused strategy to achie e growth# =ather than focusing on numerous small organiBations, it focuses on limited number of large organiBations throughout world# In order to cater its clients, the company emphasiBes on custom-built software%s# 9nother differentiating factor for Infosys is that it commands premium margins# &ompany does not negotiate o er margins beyond a certain limit and some time prefers to wal(-out rather than compromise on 'uality for low-cost contracts# This has helped in building an image for 'uality dri en model rather than cost-differentiating model# Increase business from existing and new clientsH Infosys has focused on expanding the nature and scope of engagements for the existing clients by increasing the siBe and number of pro3ects and extending the breadth of its ser ice offerings# -or new clients, it pro ides le eraging its in-depth industry expertise# alue added solutions by

DEVELOP DEEP INDUSTRY 3NO6LEDGEH

Infosys has specialiBed industry expertise in the financial ser ices, manufacturing, telecommunications, retail, transportation and logistics industries# Anhance brand isibilityH Infosys in ests in the de elopment of its premium brand identity in the mar(etplace by participating in media and industry analyst e ents, sponsorship of and participation in targeted industry conferences, trade shows, recruiting efforts, community outreach programs and in estor relations# Pursue alliances and strategic ac'uisitionsH Infosys is (nown for its organic growth Fris( a erseG strategy though it has strategic alliance with leading technology pro iders ta(e ad antage of emerging technologies in a mutually beneficial and cost-competiti e manner#

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SHARED VALUESH
Nalues are important part of Infosys%s organiBational culture# In fact its tagline depicts how much emphasis it lays on core alues# The core alues areH 9 commitment to surpass customer expectations# >eadership by AxampleH 9 commitment to set standards in business and transactions and be an exemplar for the industry and teams# Integrity and TransparencyH 9 commitment to be ethical, sincere and open in our dealings# -airnessH 9 commitment to be ob3ecti e and transaction-oriented, thereby earning trust and respect# Pursuit of AxcellenceH 9 commitment to stri e relentlessly, to constantly impro e oursel es, our teams, our ser ices and products so as to become the best# OrganiBational *tructureH The &ompany has adopted a free form organiBation de oid of hierarchies# A eryone is (nown as associates irrespecti e of his position in the company#

S3ILLS7
-rom last year, Infosys has made it mandatory for e ery employee to clear a predefined certifications, domain as well as technical, in order to be eligible for appraisal#

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CORPORATE STRATEGIES
Global Deli ery @odel E Producing where it is most cost effecti e to produce I selling where it is most profitable to sell# @o ing up the Nalue &hain E Getting in ol ed in a software de elopment pro3ect at the earliest stage of its life cycle# P*PD @odel E !Predictability of =e enues, *ustainability of =e enues, Profitability, De-ris(ing" for ris( management# GENERIC STRATEGIES7 >ow cost Global deli ery /8M+ @odel >ittle differentiation in low-end ser ices of alue chain Jigh differentiation in high end ser ices of alue chain li(e software products and pac(age solutions# -ocus on 'uality, customer relationship management, timely-deli ery# CONCENTRATION7 50D of Infosys re enues come from 9merican and Auropean nations# VERTICAL INTEGRATIONH

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Infosys made a bid to ac'uire a Auropean ma3or E 9xon consultancy to impro e its business in Auropean mar(ets, but finally called off the deal due to high aluation# Otherwise, Infosys has always belie ed in organic growth# INNOVATIONH The *oftware Angineering and Technology >abs F*AT>absG at Infosys is the centre for applied technology research in software engineering and enterprise technology# *AT>abs conducted /8 Inno ation $or(shops with customers from the )* and 9ustralia, to identify research collaboration possibilities# Infosys promotes a fa ourable wor( en ironment that encourages inno ation and meritocracy#

INFLUENCE OF EXTERNAL FACTORS

,# Political stability7 Indian political structure is considered stable enough except the fact that there is a fear of hung parliament Fno clear ma3orityG# /# )#*# go ernment has declared that )#* companies that outsource IT wor( to other locations other than U.S. will not get ta8 benefit# !. Go ernment owned companies and P*)s ha e decided to gi e &$+) IT '+$9),ts t$ I*.%a* IT ,$&'a*%)s. #. Terrorist attac( or war.

ECONOMIC
. G($:a( IT s')*.%*- 4.)&a*.5 /# D$&)st%, IT S')*.%*- FDemandGH Domestic mar(et to grow by /0D and reach approx )*D /0 billion in /0,0-,, - NASSCOM !. Cu++)*,0 F(u,tuat%$* 8# R)a( Estat) P+%,)sH Decline in real estate prices has resulted reducing the rental expenditures# ,4

7# Att+%t%$*7 Due to recession, the layoffs and 3ob-cuts ha e resulted in low attrition rate# 1# ECOMONIC ATTRACTIVENESS due to cost ad antage and other factors

TECHNOLOGICAL
TelephonyH a# India has the world%s lowest call rates F,-/ )* centsG# b# Axpected to ha e total subscriber base of about 700 million by /0,0# c# 9=P) for G*@ is )*D 1#1 per month# d# India has the second largest telephone networ( after china# e# Teledensity E ,5#41 D f# Anterprise telephone ser ices, 2G, $i-max and NPK are poised to grow# INTERNET BAC3BONE7 Due to IT re olution of the 50s, Indian cities and India is well connected with undersea optical cables# NE6 IT TECHNOLOGIES7 Technologies li(e *O9, $eb /#0, Jighdefinition content, grid computing, etc and inno ation in low cost technologies is presenting new challenges and opportunities for Indian IT industry#

LEGAL
IT SEZ +);u%+)&)*tH IT companies can set up *AO with minimum area of ,0 hectares and en3oy a host of tax benefits and fiscal benefits# C$*t+a,t < B$*. +);u%+)&)*ts7 Juge debates surrounding the bonds under which the employees are re'uired to wor(, which is not legally re'uired# IT A,t7 Indian go ernment is strengthening the IT act, /000 to pro ide a sound legal en ironment for companies to operate esp# related to security of data in transmission and storage, etc#

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&ompanies operating in S$1t=a+) T),2*$($-0 Pa+/ 4STPI5 s,2)&) will continue to get tax-benefit till /0,0

ENVIRONMENTAL
E*)+-0 E11%,%)*t '+$,)ss)s a*. );u%'&)*tsH &ompanies are focusing on reducing the carbon footprints, energy utiliBation, water consumption, etc#

6OR3 FORCE DIVERSITY

9 global companyPs employee base should reflect the di ersity of the world it ser es# Infosys thus stri es to employ people representing the widest possible ariety of nationalities, cultures, genders and gender identities, employment histories, and le els of le els of physical ability# In doing so, the company is able to recruit new employees from all a ailable global talent pools and pro ide paths to employment to all members of world societies, including talented indi iduals from groups who may ha e in the past been underrepresented within the IT industry# $ithin such a di erse company, people bring to the wor(place contrasting opinions and world iews# 9s these people interact, they de elop new ideas, methods, and perspecti es# Infosys recogniBes and promotes this power of di ersity to dri e inno ation# /0

Infosys acti ely fosters inclusi ity across all of its business units and in e ery one of its company offices# It encourages all employees to focus on the commonalities they share and le erage their differences towards producti e teamwor(# Inclusi ity ultimately ma(es for a more informed and sensiti e employee base that is better able to ser e clients# Infosys was the first Indian IT company to establish a company office to manage and dri e all company initiati es dealing with di ersity and inclusion# Today we ha e employees from o er +0 countries# $omen constitute more than 2/D of our wor(force# Infosys $omen Inclusi ity Ketwor( FI$IKG promotes a gender-sensiti e wor( en ironment# I$IK recogniBes the uni'ue aspirations and needs of women# It pro ides a enues for ocational, personal and psychological counsel to enable professional and personal de elopment# Our new -amily @atters Ketwor( pro ides support to employees on parenting matters# On International $omen%s Day /0,0, Infosys honoured women employees who ha e been catalysts of social change# Infosys also launched *par( Guru, an initiati e to awareness among school teachers in rural areas about social issues# Infosys acti ely see(s to hire and train persons with disabilities# In /001 and /00+, Infosys BPO recei ed the Jelen :eller award for the best employer from the Kational &entre for Promotion of Amployment for Disabled People FK&PADPG#

BENEFITS OF 6OR3PLACE DIVERSITY

9n organiBation%s success and competiti eness depends upon its ability to embrace di ersity and realiBe the benefits# $hen organiBations acti ely assess

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their handling of wor(place di ersity issues, de elop and implement di ersity plans, multiple benefits are reported such asH INCREASED ADAPTABILITY E OrganiBations employing a di erse wor(force can supply a greater ariety of solutions to problems in ser ice, sourcing, and allocation of resources# Amployees from di erse bac(grounds bring indi idual talents and experiences in suggesting ideas that are flexible in adapting to fluctuating mar(ets and customer demands# BROADER SERVICE RANGE - 9 di erse collection of s(ills and experiences Fe#g# languages, cultural understandingG allows a company to pro ide ser ice to customers on a global basis# VARIETY OF VIE6POINTS " 9 di erse wor(force that feels comfortable communicating arying points of iew pro ides a larger pool of ideas and experiences# The organiBation can draw from that pool to meet business strategy needs and the needs of customers more effecti ely# MORE EFFECTIVE EXECUTION E &ompanies that encourage di ersity in the wor(place inspire all of their employees to perform to their highest ability# &ompany-wide strategies can then are executedC resulting in higher producti ity, profit, and return on in estment#

CHALLENGES OF DIVERSITY IN THE 6OR3PLACE

Ta(ing full ad antage of the benefits of di ersity in the wor(place is not without its challenges# *ome of those challenges areH

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COMMUNICATION - Perceptual, cultural and language barriers need to be o ercome for di ersity programs to succeed# Ineffecti e communication of (ey ob3ecti es results in confusion, lac( of teamwor(, and low morale# RESISTANCE TO CHANGE - There are always employees who will refuse to accept the fact that the social and cultural ma(eup of their wor(place is changing# The !we% e always done it this way" mentality silences new ideas and inhibits progress# Implementation of di ersity in the wor(place policies - This can be the o erriding challenge to all di ersity ad ocates# 9rmed with the results of employee assessments and research data, they must build and implement a customiBed strategy to maximiBe the effects of di ersity in the wor(place for their particular organiBation# SUCCESSFUL MANAGEMENT OF DIVERSITY IN THE 6OR3PLACE - Di ersity training alone is not sufficient for your organiBation%s di ersity management plan# 9 strategy must be created and implemented to create a culture of di ersity that permeates e ery department and function of the organiBation# Di ersity also increases errors and misunderstandings - Group members may assume they interpret things similarly when in fact they do not, or they may disagree because of their different frames of references# MISTRUST AND TENSION - People prefer to associate with others who are li(e themsel es# This tendency often leads to mistrust and misunderstanding of those who are different because of lac( of contact and low familiarity# it also causes stress and tension ,and reaching agreement on problems can be difficult# STEREOTYPING - $e learn to see the world in a certain way based on our bac(grounds and experiences# Our interests, alues and cultures act as filters and distort, bloc( and select what we see and hear# $e see and hear what we /2

expect to see and hear# Group members often inappropriately stereotype their !different" colleagues rather than accurately percei ing and e aluating those indi idual%s contributions, capabilities aspirations and moti ations# *uch stereotypes in turn affect how people employee stereotyped as unmoti ated or emotional will be gi en less -stress E pro o(ing 3obs than their co-wor(ers# Those 3ob assignments will create frustrated employees, perhaps resulting in low commitment, higher turno er, and underused s(ills# It is seen that at Infosys the wor( force di ersity is well maintained and a lot of mix of culture is also seen here# It is due to the arious factors that ha e led to the unprecedented growth and success of Infosys#

6OR3 FORCE CULTURE

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!&reation of di erse wor(force would be the greatest challenge for corporations in a globaliBed world", says Infosys Technologies% chairman and chief mentor K#=# Karayana @urthy according to *ilicon India article !&reating di erse wor(force greatest challenge for global firms"# In a bid to address this daunting challenge, Infosys has built a global base to grow in the future, with o er 5,,000 employees from +0 nationalities wor(ing across 50 countries# =ecounting the initiati es ta(en during the year under re iew, the chairman said by adopting a policy of ?follow the sun%, the company had ensured to build deli ery capability in India, &hina, southeast 9sia, ;apan, 9ustralia, the )*, &anada, @exico, Britain, eastern Aurope and @auritius# 9s a global firm with a multi-cultural, multi-ethnic wor(force and deli ery centers, @urthy says the IT bellwether had ta(en se eral measures to create a high-le el of di ersity in its wor(force by enhancing its recruiting efforts in different countries# Infosys is doing a great 3ob turning itself into a global company by hiring di erse wor(force# But underneath these efforts to build di erse wor( force, Infosys or any other company ying to be Global &ompany primarily need to pay attention to their corporate culture# @ost of the corporations ha e what we call !ethno-centric" corporate culture# Initially when Infosys was small, it had all its clients and employees in India# 9ll its executi es were and still are of Indian ethnicity Falthough there is some di ersity in its board with 2 board members is not IndiansG# Therefore its corporate culture is mainly influenced by Indian culture Fboth ethnic and countryG# $hen they began to open de elopment centres in other countries, Indian corporate culture un(nowingly percolates and influences the local culture# If those two cultures are diametrically opposite, creating a di erse wor( force may in fact hinder with

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employee producti ity# *o, ethno-centric corporate culture may curtail the ambition of any company to becoming global# The only way to o ercome ethno-centric corporate culture is to ha e multiethnic and multi-national top executi es# Infosys needs to create di ersity at the top executi e le el first# That will ha e a long term affect of neutraliBing ethno-centric corporate culture and building a truly global organiBation# That is the only way for Infosys or any other company to achie e globaliBation strategy# &ouple of example to show that this approach is winning globaliBation strategyH EXAMPLE 7 *ony &orp of ;apan is a global company but its culture is strongly influenced by ;apanese culture and that has lately affected *ony%s Brand negati ely# To o ercome stagnating sales, *ony in /007 promoted Joward *tringer as its first non ;apanese &AO# Born in $ales with extensi e wor( experience in )*, *tringer has been ery acti e in trying to neutraliBe negati e aspect of ;apanese ethno centric influence on *ony Fchec( out K. Times articleG# Di ersity has been implanted successfully at the top executi e%s le el at *ony F>oo( at the bio of *ony%s top executi e hereG EXAMPLE 27 >eno o, a &hinese based P& hardware company bought lucrati e assets from IB@ couple of years bac( and has been on a path to transform itself into a globaliBed company# 9gain chec( out the di ersity of top management team at >eno o here# @anagement teams within Infosys are all Indians F&hec( out the profile of the management team hereG# Bottom line is simple# Internationally well (nown brand will not ma(e a company Global# Global manufacturingMde elopment centre will not ma(e a company global# @ultinational, multiethnic employee by themsel es may not enable the company to become global# It%s the !ethnic /1

neutral" corporate culture that will unleash any company to become truly global# That cultural change can be brought about by the di ersity at the executi e and the top management le el# $e thin( Infosys should get busy hiring multinational top executi es along with hiring multinational employees#

S6OT ANALYSIS
STRENGTHS
L)a.)+s2%' %* s$'2%st%,at). s$(ut%$*s t2at )*a:() ,(%)*ts t$ $'t%&%>) t2) )11%,%)*,0 $1 t2)%+ :us%*)ss 7 The company bring together expertise in consulting, IT ser ices and business process outsourcing to create solutions that allow clients to increase their customer loyalty through faster inno ation, restructure their cost base, and help them achie e greater success through shifting business cycles# Axpertise helps their clients impro e their own efficiencies, create better alue for their end customers and become more competiti e# They%re able to capture a greater share of our clients% technology budgets# P+$?)* -($:a( .)(%?)+0 &$.)(H Jighly e ol ed Global Deli ery @odel represents a (ey competiti e ad antage# O er the past decade, they ha e de eloped our onsite and offshore execution capabilities to deli er high 'uality and scalable ser ices# In doing so, Infosys ha e made substantial in estments in processes, infrastructure and systems, and ha e refined our Global Deli ery @odel to effecti ely integrate onsite and offshore technology ser ices# The Global Deli ery @odel pro ides clients with seamless, high 'uality solutions in reduced time frames enabling them to achie e operating efficiencies# C$&&%t&)*t t$ su')+%$+ ;ua(%t0 a*. '+$,)ss )8),ut%$*7 /+

Infosys ha e de eloped a sophisticated pro3ect management methodology to ensure timely, consistent and accurate deli ery of superior 'uality solutions to maintain a high le el of client satisfaction# St+$*- B+a*. a*. L$*-"Sta*.%*- C(%)*t R)(at%$*s2%'s7 They ha e long-standing relationships with large multinational corporations built on successful prior engagements with them#

Status as a* )&'($0)+ $1 ,2$%,)7 Infosys has among the best talent in the Indian technology ser ices industry and are committed to remaining among the industry%s leading employers# $e ha e a presence in ,2 cities in India, allowing us to recruit technology professionals with specific geographic preferences# $e ha e a di erse wor(force which includes employees from +0 nationalities# A:%(%t0 t$ s,a()H Infosys ha e successfully managed their growth by in esting in infrastructure and by rapidly recruiting, training and deploying new professionals# $e currently ha e 7/ global de elopment centres# I**$?at%$* a*. ()a.)+s2%'7 9 pioneer in the technology ser ices industry# $e are one of the first Indian companies to achie e a number of significant milestones, which has enhanced our reputation in the mar(etplace#

6EA3NESSES
=e enues and expenses are difficult to predict and can ary significantly from period to period, which could cause share price to decline# Thus,it may not be able to sustain their pre ious profit margins or le els of profitability# /4

The economic en ironment, pricing pressure and rising wages in India and o erseas could negati ely impact re enues and operating results# =e enues are highly dependent on clients primarily located in the )nited *tates and Aurope, as well as on clients concentrated in certain industries# Aconomic slowdowns or factors that affect the economic health of the )nited *tates, Aurope or these industries may affect our business# 9ny inability to manage growth could disrupt their business and reduce their profitability# @ay face difficulties in pro iding end-to-end business solutions for its clients, which could lead to clients discontinuing their wor( =e enues are highly dependent upon a small number of clients, and the loss of any one of its ma3or clients could significantly impact the business# -ailure to complete fixed-price, fixed-time frame contracts within budget and on time may negati ely affect the profitability#&lient contracts can typically be terminated without cause and with little or no notice or penalty, which could negati ely impact our re enues and profitability#The engagements with customers are singular in nature and do not necessarily pro ide for subse'uent engagements

OPPORTUNITIES
Juge untapped potential in the global mar(et as IT will become the need of almost e ery industry# The IT industry can be the reason for India being a global leader of tomorrow

THREATS
>egislation in some of the countries, in which Infosys operates, including the )nited *tates and the )nited :ingdom, may restrict companies in those countries from outsourcing wor( o erseas# /5

Intense competition in the mar(et for technology ser ices could affect cost ad antages, which could reduce the share of business from clients and decrease the company%s re enues# The client contracts are often conditioned upon our performance, which, if unsatisfactory, could result in less re enue than pre iously anticipated# *ome of the long-term client contracts contain benchmar(ing pro isions which, if triggered, could result in lower future re enues and profitability under the contract#

CONCLUSION
FUTURE STEPS
,# @ore (een on large deals# The margin dilution from large deals has been a point of concern in the past at Infosys# Jowe er, while the initial margin profile can be extremely wa y, it is possible to impro e margins later in the life of the contract through reduced GI9 o erheads# Infosys, in its recent analyst meet, mentioned that a dedicated team was now wor(ing on large deals# They expect greater focus ahead in this area# /# Increased focus on solution based offerings in both IT ser ices and BPO# Infosys has de eloped 70 solution based offerings in the IT ser ices space and belie es that some of these can help brea( the linearity between re enue and manpower growth in the business# In BPO as well, its first platform based BPO offering is li(ely to be launched soon#

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2# $illingness to explore new deal structures# The mar(et was surprised when Infosys paid an upfront 6/4m for the 6/70mM+-year Phillips BPO deal# $hile T&* had made such a payment in the case of Pearl BPO earlier, Infosys% willingness to do so was certainly a shift from the past#

INFOSYS@S HIRING PLANS FOR THE YEAR 420 !57

@ost of the companies rapidly cutting their losses by employing massi e retrenchment dri e, firing thousands of employees or offering them early separation schemes# Jowe er, despite the massi e economic turmoil across the globe, there are still some companies that are loo(ing to hire s(illed candidates# One of these companies is Infosys# The company intends to stic( to its plan of hiring /7,000 people this fiscal year#

INFOSYS PLANS ACAUISITIONS IN BRAZIL AND MEXICO

Infosys is trying to ac'uire a few companies in @exico and BraBil to expand its deli ery capabilities# The companyPs first centre will be operational in BraBil in next three to four months# Infosys has currently employed about /70 people in @exico and hence feels the need to ha e local facility to attract local business# <$e are loo(ing for some ery targeted ac'uisition with specific criteria,< said Dheesh3ith N G, Jead, Kew @ar(ets and ser ices, IK-O*.* Infosys had started focusing on @exican mar(et in last six to se en months# 9ccording to Dheesh3ith there has been increase in the business from local clients and some companies are loo(ing to outsource large deals# 9round /0-/7 percent of the total business in InfosysP @exico subsidiary comes from multinational companies that ha e operations in @exico while the rest of the business comes from clients in Korth 9merica# That is the reason why Infosys

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BIBLIOGRAPHY
P=IK&IP>A* O- O=G9KI*9TIOK9> BAJ9NIO)= E AD$IK 9# >O&:I

6EBLIOGRAPHY www#google#com www#wi(ipedia#org www#infosys#com

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