EXECUTIVE SUMMARY

Infosys is a multinational company providing information technology services and business

consulting. The company is headquartered in Bangalore, in the electronic city of India.
Infosys is the 3rd largest IT Company in India and 5th largest employer of H1-B visa as
stated in the year 2013. Infosys is the second-largest Indian IT company by 2017 revenues
and 596th largest public company in world in terms of revenue. In fiscal year 2018, its market
capitalization was US $10.9 Billion which grew at 5.8% in constant currency from the
previous year.

Infosys Limited, together with its subsidiaries, provides consulting, technology, and
outsourcing services in North America, Europe, India, and internationally. It provides
business information technology services, including application development and
maintenance, independent validation, infrastructure management, and business process
management services, as well as engineering services, such as engineering and life cycle
solutions; and consulting and systems integration services comprising consulting, enterprise
solutions, systems integration, and advanced technologies.

Infosys has 84 sales and marketing offices and 116 development centers across the world as
on March 31, 2018, with major presence in India, United States, China, Australia, Japan,
Middle East and Europe. Infosys had a total of 200,364 employees at the end of March 2018,
of which 36% were women. Its workforce consists of employees representing 129
nationalities. In 2016, 89% of its employees were based in India.

Its annual revenue touched US$100 million in 1999, US$1 billion in 2004 and US$10 billion
in 2018. In 2017, 61.9%, 22.5% and 3.2% of its revenues were derived from projects in North
America, Europe and India, respectively. Remaining 12.4% of revenues were derived from
rest of the world.

This project will give an idea about the management practices of Infosys Company. Like its
Organizing, Legal Policies, HR policies and so and so forth.
 TABLE OF CONTENTS
1. INTRODUCTION 3
Industry Details 3
Market size 3
Developments 5
Government Initiatives 6
Road Ahead 6
Research Objectives 7
Method of Information collection 7
2. COMPANY PROFILE 8
Background 8
Vision and Mission 8
Products\Services 8
3. ORGANIZING 9
Board of Directors 9
Organization Structure 9
Organization Strategy 12
4. DIRECTING, MOTIVATION AND LEADERSHIP 16
PSFB Model 16
Leadership Style 17
5. LEGAL AND REGULATORY COMPLIANCES 18
6. HR POLICIES OF THE ORGANIZATION 25
Recruitment 25
Training 25
Nine Pillars 27
Awards 30
7. MANAGEMENT INFORMATION SYSTEM 32
8. CONCLUSION 35
9. SUGGESTION & FINANCIALS OF THE COMPANY 37
10. REFERENCES 42
 Chapter 1: INTRODUCTION
INDUSTRY DETAILS
Information technology in India is an industry consisting of two major components: IT
services and business process outsourcing. According to NASSCOM, the sector aggregated
revenues of US$160 billion in 2018, with export revenue standing at US$99 billion and
domestic revenue at US$48 billion, growing by over 13%. USA accounts for more than 60
per cent of Indian IT exports. The global sourcing market in India continues to grow at a
higher pace compared to the IT-BPM industry. The global IT & ITeS market (excluding
hardware) reached US$ 1.2 trillion in 2016-17, while the global sourcing market increased by
1.7 times to reach US$ 173-178 billion. India remained the world’s top sourcing destination
in 2017-18 with a share of 55 per cent. Indian IT & ITeS companies have set up over 1,000
global delivery centres in over 200 cities around the world.
More importantly, the industry has led the economic transformation of the country and
altered the perception of India in the global economy. India's cost competitiveness in
providing IT services, which is approximately 3-4 times cheaper than the US, continues to be
the mainstay of its Unique Selling Proposition (USP) in the global sourcing market.
However, India is also gaining prominence in terms of intellectual capital with several global
IT firms setting up their innovation centres in India.
The IT industry has also created significant demand in the Indian education sector, especially
for engineering and computer science. The Indian IT and ITeS industry is divided into four
major segments – IT services, Business Process Management (BPM), software products and
engineering services, and hardware.
India has come out on top with the highest proportion of digital talent in the country at 76 per
cent compared to the global average of 56 per cent.

MARKET SIZE
The internet industry in India is likely to double to reach US$ 250 billion by 2020, growing to
7.5 per cent of gross domestic product (GDP). The number of internet users in India is
expected to reach 730 million by 2020, supported by fast adoption of digital technology,
according to a report by National Association of Software and Services Companies
(NASSCOM).
Indian IT exports are projected to grow at 7-8 per cent in 2018-19 to US$ 126 billion, in
addition to adding 130,000-150,000 new jobs during the same period.
Indian IT and BPM industry is expected to grow to US$ 350 billion by 2025 and BPM is
expected to account for US$ 50-55 billion out of the total revenue.
E commerce market in India is set to grow at 30 per cent annually to hit US$ 200 billion
gross merchandise value by 2026.
Indian technology companies expect India's digital economy to have the potential to reach
US$ 4 trillion by 2022, as against the Government of India's estimate of US$ 1 trillion.
Rise in mobile-phone penetration and decline in data costs will add 500 million new internet
users in India over the next five years creating opportunities for new businesses, as per
private equity and venture capital firm Omidyar Network.
Digital payment in India is expected to grow from 32 per cent in 2013-14 to 69 percent in
2018-19 in terms of volume of transactions.
Employees from 12 Indian start-ups, such as Flipkart, Snap deal, Makemytrip, Naukri, Ola,
and others, have gone on to form 700 start-ups on their own, thus expanding the Indian start-
up ecosystem. India ranks third among global start-up ecosystems with more than 4,200 start-
ups.
Total spending on IT by banking and security firms in India is expected to grow 8.6 per cent
year-on-year to US$ 7.8 billion by 2017.
India’s Personal Computer (PC) shipment advanced 11.4 per cent year-on-year to 9.56
million units in 2017 on the back of rise in the quantum of large projects.
The public cloud services market in India is slated to grow 35.9 per cent to reach US$ 1.3
billion according to IT consultancy, Gartner. Increased penetration of internet (including in
rural areas) and rapid emergence of e-commerce are the main drivers for continued growth of
data centre co-location and hosting market in India. The Indian Healthcare Information
Technology (IT) market is valued at US$ 1 billion currently and is expected to grow 1.5
times by 2020. India's business to business (B2B) e-commerce market is expected to reach
US$ 700 billion by 2020 whereas the business to consumer (B2C) e-commerce market is
expected to reach US$ 102 billion by 2020.
Cross-border online shopping by Indians is expected to increase 85 per cent in 2017, and total
online spending is projected to rise 31 per cent to Rs. 8.75 lakh crore (US$ 128 billion) by
2018.
INVESTMENTS/ DEVELOPMENTS

Indian IT's core competencies and strengths have attracted significant investments from
major countries. The computer software and hardware sector in India attracted cumulative
Foreign Direct Investment (FDI) inflows US$ 29.825 billion from April 2000 to December
2018, according to data released by the Department of Industrial Policy and Promotion
(DIPP).
Leading Indian IT firms like Infosys, Wipro, TCS and Tech Mahindra, are diversifying their
offerings and showcasing leading ideas in block chain, artificial intelligence to clients using
innovation hubs, research and development centres, in order to create differentiated offerings.
Some of the major developments in the Indian IT and ITeS sector are as follows:

● India ranked ninth out of the 14 countries in the latest report of the Korn Ferry Digital
Sustainability Index (DSI), outperforming countries such as China, Russia and Brazil.
● The flexi staffing market in the information technology (IT) sector in India stood at
US$ 3.04 billion in FY 2017-18 and is estimated to grow at a Compound Annual
Growth Rate (CAGR) of 14-16 per cent to reach US$ 5.3 billion by 2021.
● Private Equity (PE)/Venture Capital (VC) investments in India's IT & ITeS sector
reached US$ 7.6 billion during April-December 2017.
● Exports of software services from India increased 10.3 per cent year-on-year to reach
US$ 97.1 billion in FY 2017-18, according to the Reserve Bank of India's (RBI)
'Survey on Computer Software & Information Technology Enabled Services Exports:
2017-18'.
● Spending on artificial intelligence (AI) by Indian companies is expected to increase
by 8-11 per cent over the coming 18 months backed by rising influence of AI-based
solutions across verticals, as per a report by Intel.
● India plans to create wireless Technology 5G by the end of the year 2020 which will
help India in realising its most important goals of “Increasing the GDP rate”,
“Creating Employment” and “Digitizing the Economy”.
● The mobile wallet industry is expected to maintain its current pace of expansion and
the value of its transaction is expected to reach Rs 32 trillion (US$ 480 billion) by
2022, growing at a rate of 126 per cent.
GOVERNMENT INITIATIVES

Some of the major initiatives taken by the government to promote IT and ITeS sector in India
are as follows:

● The Government of India is going to explore new opportunities in various sectors

such as providing BPO service from home, digital healthcare and agriculture to
achieve the target of making India a US$ 1 trillion digital economy.
● The Government of Andhra Pradesh is targeting to attract investments worth US$ 2
billion and create 100,000 jobs in the information technology (IT) sector in the state,
stated Mr N Chandrababu Naidu, Chief Minister, Andhra Pradesh.
● The Government of Telangana is targeting to provide broadband connection to every
household in the state by 2018, which is expected to lead to revolutionary changes in
the education and health sectors.
● Mr Manoj Sinha, Minister of Communications, Government of India, launched
project DARPAN - digital advancement of rural post office for a new India, for
improving the quality and adding value to services and achieving financial inclusion
for the unbanked rural population.
● Mr Ram Nath Kovind, President of India, has dedicated four projects, such as Andhra
Pradesh Fibre grid, Andhra Pradesh Surveillance Project, Drone Project and Free
Space Optical Communication (FSOC) to the people of Andhra Pradesh.
● The Government of India is planning to set Wi-Fi facility for around 5.5 lakh villages
by March 2019 with an estimated investment of Rs 3,700 crore (US$ 555 million) and
the government expects to start broadband services with about 1,000 megabit per
second (1 gbps) across 1 lakh gram panchayats by the end of this year.

ROAD AHEAD

India is the topmost offshoring destination for IT companies across the world. Having proven
its capabilities in delivering both on-shore and off-shore services to global clients, emerging
technologies now offer an entire new gamut of opportunities for top IT firms in India. US$
150 billion Indian IT industry’s export revenue to grow at 7-8% and domestic market revenue
is projected to grow at 10-11 per cent in 2017-18.
Exchange Rate Used: INR 1 = US$ 0.015 as on March 01, 2018
RESEARCH OBJECTIVES

a. To study the general management practices of Infosys

b. To give suggestions for improvement of employee efficiency

RESEARCH MEHTODOLOGY

Method of information collected

For the collection of data regarding the conceptual framework, data has been collected
through secondary source (Website of Infosys).

Type of Research

This research by large is exploratory in nature. The methods typically used in this study are
by observations and secondary data analysis.

REASON FOR SELECTION OF THE COMPANY FOR RESEARCH WORK

• The organization is base of a general management system of employees and most of the
Individual’s square measure known regarding the management system within the company.
The organization has completely different levels of operating atmosphere from the higher
Level, senior level, and middle management.
• The research and development consulting with innovative activities undertaken by a
Corporation in developing new services or product or rising existing services or product.
Research and development represent the primary stage of development of a possible new
Service or product. The organization has research and development management system to
Develop a various products and services.
 Chapter 2: COMPANY PROFILE
BACKGROUND
Infosys Limited is an Indian multinational corporation that provides business consulting,
information technology and outsourcing services. It was registered as Infosys Consultants
Private Limited on July 2, 1981. In 1983, it relocated its office to Bengaluru, Karnataka,
India. The company changed its name to Infosys Technologies Private Limited in April 1992
and to Infosys Technologies Limited when it became a public limited company in June 1992.
It was later renamed to Infosys Limited in June 2011. They aim to be a globally respected and
sustainable company. Infosys got its first joint venture partners in Kurt Salmon Associates. In
this joint venture, Gopala Krishnan played the main role. But it got collapsed in 1989 and
Infosys came into almost failing stage. Gopalakrishnan then told Murthy that they had
nothing after eight years of trying to bring up a company. Those who studied with us had cars
and houses. The company was on the verge of breakdown. One of the founders of Infosys,
Ashok Arora decided to quit. The other founders did not know what to do. But Murthy had
the courage of faith. If you all want to leave, you can. But I am going to continue with it and
built it, Murthy told them. This was the actual courage and firm willpower of Murthy, which
finally saved the company.

VISSION: “We will be a globally respected corporation.”

MISSION: "To achieve the objectives in an atmosphere of fairness, honesty, and politeness
towards our clients, employees, vendors and society at large."

It provides software development, maintenance and independent validation services to

companies in finance, insurance, manufacturing and other areas. One of its well-known
products is Finacle which is a universal banking solution with various modules for retail &
corporate banking.

PRODUCTS AND SERVICES

● NIA - Next Generation Integrated AI Platform (formerly known as Mana)

● Infosys Consulting - a global management consulting service
● Infosys Information Platform (IIP)- Analytics platform
● Edge Verve Systems which includes Finacle, a global banking platform
● Panaya Cloud Suite
● Skava
 Chapter 3: ORGANIZING

BOARD OF DIRECTORS

ORGANIZATION STRUCTURE

Infosys in the beginning:

▪ Infosys was a start-up founded by 7 individuals.

▪ Early days were a constant struggle
▪ Dynamic Environment.
▪ Companies focus was on delivering a single product based on single technology in a
single marketplace.
▪ Low degree of Formalization, low complexity and high centralization.
Period from 1989 – 2002:

▪ In 1989, company lost some key accounts.

▪ Drastic change in the overall strategy.
▪ The period after liberalization led to substantial growth.
▪ Started catering to different market segments and different clients.
▪ Company had to adhere to a new set of guidelines and streamline process due to the
IPO in 1992.
▪ The company structure was split up into functional units.
▪ Project Matrix Structure was employed within the production unit.
▪ Characterized by increasing complexity, moderate formalization and moderate degree
of centralization.

2003 onwards:

▪ Company had become too big to carry on without modifying the existing structure.
▪ Concept of decentralization was brought in.
▪ Company divided into IBU’s. Each IBU concentrated on a particular sector.
▪ Made the company more customers focused. A Gamma B transformation.
▪ Managers of each IBU were authorized to take decisions to further the IBU’s
prospects.
▪ Role Expansion and Role Specialization.
▪ Decentralized system with an ability to take quick.
▪ Crucial as a result of the vibrant world order after the Sept 11 attacks and Asian
financial crisis.
▪ Within each IBU the project matrix structure was carried onward.
▪ In 2007, the IBU concept was further refined to take into account geographic growth
opportunities.
▪ The 2007 reorganization was also for role expansion of the second line of business
leaders.
The McKinsey 7S Framework

▪ By Tom Peters and Robert Waterman: Helps analyse how well the organization is
positioned to achieve its future objective.
▪ The 7S model can be used in a wide variety of situations where an alignment
perspective is useful, for example to help you:
▪ Improve the performance of a company.
▪ Examine the likely effects of upcoming changes within a company.
▪ Line up departments and processes during a merger or acquisition.
▪ Determine how best to execute a proposed strategy.
▪ The McKinsey 7S model can be useful to elements of a team or a project as well. The
alignment issues apply, regardless of how you decide to define the scope of the areas
you study.
▪ The McKinsey 7S model includes seven dependent factors which are categorized as
either “hard” or “soft” elements
▪ “Hard” elements are easier to recognize and management can directly encourage
them: These are strategy statements; organization charts and reporting lines; and
formal processes and IT systems.
▪ “Soft” elements, on the other side, can be tougher to describe, and are less tangible
and more influenced by culture.

The McKinsey 7S Framework

▪ Placing Shared Values in the middle of the model underlines that these values are
central to the development of all the other critical elements.
 ▪ The company’s structure, strategy, systems, style, staff and skills all stem from why
the organization was originally created, and what it stands for.
▪ The innovative vision of the company was formed from the values of the creators.
▪ As the values change, so do all the other elements.

ORGANIZATION STRATEGY

▪ Infosys has undertaken a client-focused strategy to achieve growth

▪ Focuses on limited number of large organizations throughout world
▪ Infosys commands top margins
▪ Company has an image of value driven model rather than cost-differentiating model
▪ Increase business from existing and new clients.
▪ Expand geographically
▪ Enhance solution set
▪ It has added new service offerings, such as consulting, business process management,
systems integration and infrastructure management, which are major contributors to
its growth.
▪ Develop deep industry knowledge Enhance brand visibility Follow alliances and
strategic acquisitions

MARKET PENETRATION STRATEGY:

● Current Markets: USA and Europe

● Current Products: ADM, BPO, KPO etc.

MARKET DEVELOPMENT STRATEGY:

● New Market: India, Middle-east and Australia

● Current Product: ADM, BPO, KPO etc.

PRODUCT DEVELOPMENT STRATEGY:

● Current Market: USA and Europe

● New Product: Consultancy and package implementation services in relatively growing
sectors esp. healthcare, life sciences etc.
 DIVERSIFICATION:

● New Market: India, Middle-east and Australia

● New product: Consultancy and package implementation services in relatively growing
sector esp. healthcare, life sciences etc.

OTHER STRATEGIES :-

CONCENTRATION:

● 90% of Infosys revenues from American and European nations.

▪ VERTICAL INTEGRATION:
▪ Infosys recently bid to acquire a European major – Axon consultancy.

INNOVATION:

● The Software Engineering and Technology Labs (SET Labs) at Infosys- centre for
technology research in software engineering & enterprise technology
● Infosys promotes a favourable work environment that inspires innovation and
meritocracy.

GENERIC STRATEGIES

● Little differentiation in low-end services of value chain; high differentiation in high

end services of value chain like software products and package solutions.
● Focus on quality, customer relationship management, and timely-delivery.

The Dimensions: Creating Balance

Infosys initiated the Global Delivery Model (GDM) to ensure the distribution of application
and business process lifecycle activities and resources.
DIFFERENTIATION V/S INTEGRATION

▪ There is high degree of Integration in the company.

▪ There are onsite and fixed office teams working on same projects and integrating at
the end.
▪ There is bi-directional flow of information between the teams.

CENTRALIZATION V/S DECENTRALIZATION

▪ There cannot be a clear difference between centralization and decentralization in case

of Infosys.
▪ There are small organic teams which do not follow strict rules and codes.
▪ But Infosys at a holistic level has complete centralization within its operations and
organization.
▪ So, the structure followed by Infosys is Contingency structure which incorporates
both Centralization and Decentralization.

STANDARDIZATION V/S MUTUAL ADJUSTMENT

▪ At the holistic level it strictly follows a Standardized structure in which each and
every individual has to follow certain rules and regulations before taking any step or
implementing any new policy.
▪ From the mouths of employees of Infosys-“We need to request and take permission
even before installing new software or any third party application in our company
systems.”
 ▪ But wherever small organic teams come into picture a bit of mutual adjustment is
induced implicitly.

Increasingly business and IT leaders are leveraging strategic sourcing solutions to reduce
costs and access new technologies and the best practices. The retained organization lies at the
heart of moving from an in-sourced or staff- augmentation model to managed services
sourcing model. This shift requires significant changes not only to the way business and IT
processes are delivered, but also to how the retained organization is structured and managed
for success.
 Chapter 4: DIRECTING, MOTIVATION AND LEADERSHIP

“A true leader is one who leads by example and sacrifices more than anyone else, in his or
her pursuit of excellence”´-N R Narayana Murthy

Narayan Murthy is a visionary who applied his leadership skills to build one of the biggest IT
companies in India. Stress on Building and maintaining relationships. Innovation is the only
means to sustain customer loyalty in a flattening world. Acceleration of innovation is an
imperative that organisation should address through well-defined framework He distributed
the company’s profits among the employees through a stock option program and adopted the
best corporate governance practice.

INFOSYS is following the PSFB MODEL:

Predictability:

The company has had long-term relationships with its important clients and this has helped it
in a better understanding of the future trends in the global technology marketplace. Infosys
repeat business levels (at 95%+ levels) are among the top in the industry. This has helped in
better visibility of growth for the management.

Sustainability:

Apart from the previous factor of long-term client relationships, the company has, over the
years transformed a large number of its customers into partners, which whom the company
has made on innovative processes and technologies. This has provided the much- required
sustainability to the company’s growth.

Profitability:

As mentioned before, Infosys has been steadily moving up the value chain. While this has
impacted margins in recent times on account of a higher on site proportion that these services
carry, the fact that a lot of these are being gradually moved offshore will help the company
pare margin decline. Rising contribution of high-value services also aids enlargement in the
productivity levels.
De-risking:

The company has been gradually shifting its revenues from the US region to other large
markets like the EU and Asia Pacific. Apart from this, the company has also reduced its
contact from a few clients and now has one of the largest client bases in the industry. These
moves are all in line with the company’s aim of de-risking its business model.

LEADERSHIP STYLE

Infosys believes that leadership is one of the most important ingredients of organizational
success which is provided by its Chairman, N R Narayan murthy. Leadership is based on high
business vision and principally supportive styles. There is emphasis on developing leadership
qualities among employees. For this purpose, it has established Infosys Leadership Institute.
Top management emphasizes on open door policy, continuous sharing of information, takes
inputs from employees in decision making, and builds personal bond with employees. As we
have seen over last few years, we have seen smooth transition from N R Narayanmurthy to
Nandan Nilakeni and from Nandan Nilakeni to Kris Gopalkrishnan without any adverse
effects on the company outlook and each one has proved to be an able leader taking company
forward.
 Chapter-5: LEGAL AND REGULATORY COMPLIANCES

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 Chapter-6: HR Policies of the organization

RECRUITMENT:

They focused on the candidate’s degree of learnability before recruiting them. It meant the
ability to derive generic knowledge from specific experiences and apply the same in new
situations.

They also place significant importance on professional competence and academic excellence.
Other qualities we look for are analytical ability, teamwork and leadership potential,
communication and innovation skills, along with a practical and structured approach to
problem solving."

TRAINING:

Infosys conducted a 14.5 week technical training program for all new entrants. The company
spent around Rs. 200,000 per year on training each new entrant. The new recruits were
trained at the Global Education Centre (GEC) in Mysore, which had world class training
facilities and the capacity to train more than 4500 employees at a time. GEC, which was
inaugurated in February 2005 was spread over 270 acres and was the largest corporate
training centre in the world with 58 training rooms and 183 faculty rooms

The centre had an ‘Employee Care Center’ to facilitate all round development. The employee
care centre offered recreational facilities such as a gymnasium, a swimming pool, Jacuzzi,
bowling alley and a meditation hall. It also had an international-class cricket ground and a
multipurpose ground with a six-lane synthetic track, which housed basketball, volleyball,
squash, and tennis courts. The campus also housed an auditorium, which had a seating
capacity of 1,300 people and three multiplex theatres with a capacity of 150 seats each. The
freshers had to work for eight hours every day and at the end of the training program, the
freshers had to pass two comprehensive exams before proceeding further. About 1% to 2%
failed in the exams.

Infosys leadership institute

Narayanmurthy believed that the company should recognize the power of youth, nurture it
and create opportunities for them to participate in everything.
Infosys has identified a pool of 400 leaders from across the globe and does not comprise
Indians alone. It is in keeping with the company's multi-national, multi-cultural image where
excellence is the most important condition.

There is a three-tier mentoring process at Infosys.

Tier-1 of the Infosys Management Council, which consists of the company's board of
directors, mentors Tier-2 leaders who in turn guide the Tier-3 group.

About 45 executives are a part of the company's Tier-1 of the management council. And each
of the leaders undergoes exhaustive and sustained training through the company's personal
development programme -- PDP.

Infosys training programmes are designed to enable company professionals enhance their
skill sets in tune with their respective roles

The management council is an advisory body that takes strategic decisions on the company's
businesses and was set up by N R Narayana Murthy, with the idea of building an outfit that is
built to last and is ably "geared to handle the uncertainties of a global market, the high and
lows of business cycles, and to power the company towards strong growth in the future," says
the Infosys COO.

When Murthy first set up the council, he found that the young go-getters in the company were
diffident to air their suggestions. It was then that the idea of an in-house leadership institute
was born. Encouragement from the top management has put an end to the fears of
transgressing the chain of command, and young Infoscions are now urged to give vent to their
creative talent and come up with their ideas and plans.

The ILI was set up in 2001 to prepare Infosys to manage its exceptional growth; to prepare its
executives to handle the external and internal business environment; and through 'thought
leadership' creates better customer value.

The leadership development programme at Infosys takes after similar processes followed by
many global mega corps. It has been refined to suit the particular needs of Infosys and is
termed as the 'nine pillars for leadership development in Infosys.'
These nine pillars form the backbone of the PDP and each leader can choose from these
pillars for personal development. "Depending upon the individual's need to grow and the
company's sensitivity to these needs, every (short-listed) individual is groomed to lead the
company in the future," Gopalakrishnan says.

The chosen few -- 400 of the 58,409 employees -- identified as 'high potential Infoscions'
undergo a three-year 'leadership journey' that includes training, actionizing personal
development programme, interacting with other participants, understanding the company
better and resolving real business issues.

The note prepared by the ILI faculty enumerates ‘THE NINE PILLARS FOR LEADERSHIP
DEVELOPMENT’:

1. 360 degree feedback

This is the mechanism through which the company gathers data about an individual's
performance and abilities. This information is collected from co-workers, including peers,
subordinates, managers and customers. Personal development plans are prepared on the basis
of this feedback. Then, each of these individuals is assigned an ILI faculty member to help
prepare the PDP and to follow it.

2. Development assignments

Identified high potential Infoscions are trained at various functions of the company through
job rotations and cross-functional assignments. This helps employees to acquire new
leadership skills outside their own areas of expertise and experience.

3. Infosys Culture workshops

These workshops are designed to fortify the Infosys culture amongst the participants, help
install better communication skills through sustained interaction amongst themselves, and
identify with the values and processes involved in leadership development.

4. Development relationships
This includes one-on-one interaction in actual on-the-job work climate and leads to better
sharing of knowledge and camaraderie amongst individuals. Mentoring forms an integral part
of this exercise.

5. Leadership skills training

The 'Leaders Teach Series' are workshops that the company's Tier-1 members, including
Narayana Murthy and Nandan Nilekani (CEO and MD), hold to acclimatise the next rung
with leadership roles and to groom them through their own rich experience.

6. Feedback intensive programmes

These are akin to 360 degree feedback, but based on formal and informal feedback from
employees that an individual interacts with.

7. Systemic process learning

This helps individuals to gain an overall view of the company and its diverse and complex
systems, business, operations and processes. It is a continuous process and helps improve the
individual and also the systems.

8. Action learning

This exercise constitutes solving real problems in real-time conditions, but as a team.

9. Community empathy

The company stresses the need to give back to society through involvement in various
developmental, educational and social causes. This programme helps nurture a social
conscience amongst its leaders.

Performance appraisal:

Performance appraisal is carried out half yearly at Infosys. A 360-degree appraisal is carried
out for all employees. Appraisals are required from peers, direct supervisors, subordinates
and customers. A minimum of six to seven appraisal reports are collected for each employee,
all of which completed are on-line and the data is maintained in a central database
360-degree performance appraisal is a circle system of obtaining data from peers,
subordinates, and internal and external customers, about an employee's performance. 360-
degree assessment is based on the assessment of an individual's management capabilities,
competencies and behaviour by colleagues or team members horizontally and vertically

Encouraging gender empowerment:

Infosys will throw open a satellite centre in the heart of the city to enable employees
(particularly new and to-be mothers) to cut down on travel time to work.

The centre, which can accommodate up to 50 women at a time, is expected to be opened in

the second week of January.

The company has also initiated a pilot project for employees giving them an opportunity to
opt for a one-year sabbatical at any point in their careers.

This could be used for childcare, eldercare, higher studies or for health reasons.

Announcing this at the Nasscom IT Women's Leadership Summit in Bangalore today, Mr

Narayana Murthy, Chief Mentor, said that inclusive policies such as these should be based on
justifiable parameters rather than emotional parameters.

They started taking continuous feedback from employees which would help them plan the
specifics of career development. For this they decided that they would no longer use the bell
curve. Earlier they set standard set of goals irrespective of nature of projects. Now they
would customize goals. Goal setting would happen more frequently since the kind of work
employee is doing changes after two months, they will evaluate against the old goal and the
context and then set new goals for the new work he/she is doing. So, goal setting evaluation
becomes a very continuous cycle, so that there is continuous feedback.”

Check the high staff turnover rate and some to make them more productive.

One of the things done was to set up a ‘SWAT team,’ with members from different functions
and practices, whose job was to look at ways to improve processes and policy on staffers.
Since the team came into place almost a year before, the company has implemented 150
changes, based on its feedback.
One of these was to allow employees to wear casual dress on all working days in a week.
Also, to be allowed to use social media in office.

The Bell Curve model of evaluation is based on a forced ranking, with evaluators to keep a
certain relative number of employees in each grade.

“It (removal of the Bell Curve model) gives a lot more flexibility in the system and reduces
the angst during performance evaluation. In the long run, it will make people much more
comfortable and would reinforce the belief that it is a fair organisation; there are a lot of
opportunities on career development and so on,”

AWARDS:

2012 - Infosys BPO Ltd., today announced that it has won the coveted Golden Peacock HR
Excellence Award 2012 in the BPO category. This award is conferred on organizations with
robust and effective HR and people management practices, catering to the needs and all-
round growth of the business, employees, industry and the nation.

Speaking about the award, Raghavendra K., Vice President and Head - Human Resources
Development, Infosys BPO said, "We are honoured to receive this prestigious award. We
consider this award as an acknowledgement of our efforts towards creating a world-class
people-centric organization, and it inspires us to set higher standards in the industry. This
award will further motivate us to excel at implementing better and more efficient HR
practices in order to attain our strategic goals. We believe this award will also encourage our
employees to achieve higher goals."

The award captures the range of HR initiatives and practices that the Infosys BPO HR team
has undertaken, thereby enriching the lives of employees and enabling in the attainment of
the strategic goals set by the organization. The award clearly brings out the collaborative and
inclusive style of management adopted by Infosys BPO.

Won SHRM (Society for Human Resource Management) Human Capital Leadership Award
under the Innovative Business Solutions Category – 2006

The Competitive Workforce Award is given to the HR department that recognizes and
successfully responds to key workforce trends and needs in an ever-changing economic
climate. Infosys Technologies Ltd. based in Mysore, India took the prize for its
comprehensive recruiting, training and onboarding program that brings new U.S. recruits to
India for an immersion process lasting six months or longer.

American Society for Training & Development (ASTD) honoured Infosys with the
Excellence in Practice Award 2004 for its exemplary practice in Global Business Foundation
School
 Chapter-7: Management Information System

MIS is supposed to start at 1992 at Infosys, when it became a body of knowledge by increase
in popularity. After that the progress just went on and on.

To implement MIS information is classified as following by the MIS management of Infosys:

INTERNAL INFORMATION ASSETS

• Industry specific Information Assets

• Body of Knowledge

• Project Snapshot Documents

• Internal White Papers & Reports

• Reusable Artefacts

• Discussion Groups, Chat Sessions

• Internal FAQs etc.

EXTERNAL INFORMATION ASSETS

• Glossary of business and Technical Terms

• Technology Summaries

• Online Journals & books

• External White Papers and Reports

• Technology and Business News

• External FAQs etc. After collecting all such information it has to be managed and must be
placed where it fits. For this Infosys designed a content management process whose block
diagram is shown below:
MIS deployment architecture:

The Process Architecture

1. Processes to facilitate information sharing and reuse – process redesign

2. Process to ensure content quality and currency – reviewers and gurus

3. Process for MIS effectiveness measures –Personal interviews –surveys

4. Process for MIS benefits measurement to implement such processes the management
designed the following technological deployment architecture:
 CHAPTER-8: CONCLUSION

1. Revenue outlook- For FY19E, Infosys has raised its constant currency revenue
guidance to 8.5-9% from 6-8% earlier. The company has indicated that budgets are
expected to be flattish with higher investment in digital than in run the business

2. Margin trajectory: The management expects Q4FY19E margins to be impacted by

rupee appreciation, continued investments in business, wage revision in the wake of
controlling attrition and transition cost of ramp up of deals. For FY19E, the company
has retained EBIT margin band of 22-24%

3. Capital allocation plan: The board has declared a special dividend of | 4 per share.
Also, the company has announced buyback under the open market route of | 8,260
crore at a maximum price of | 800/share

4. TCV: Large deal TCV was strong with deal signings worth ~US$1.5 billion in the
quarter leading to total TCV of $4.7 billion in 9MFY19. Infosys had 14 large deals
with 10 in the US, three in Europe and one in RoW. Among verticals, financial
services and manufacturing constituted four each, communication- two and retail,
lifesciences, energy & utilities & other- one each

5. Vertical commentary: BFSI (32.5% of revenue) continued its growth trajectory for a
second consecutive quarter with 3.6% QoQ growth in constant currency in Q3FY19
(5.8% in Q2FY19). BFSI witnessed growth momentum led by growth in top account
in North America while the vertical saw some weakness in Europe. Retail (16.4% of
revenue) witnessed seasonal weakness and de-grew -0.1% sequentially in CC terms.
Manufacturing and energy & utilities saw good growth in the quarter

6. Client update: Top client (3.4% of revenue) and top 11-25 clients (33.9% of
revenue) declined 10.9% and 1.8% sequentially. The active client base was at 1251 at
Q3FY19 end with 101 clients added during the quarter
7. Employee update: Net addition saw an accelerated up-tick of 21,394 employees in
9MFY19 (compared to net addition of 3743 in FY18) leading to employee strength of
225,501 in Q3FY19. Attrition (consolidated) and attrition (standalone) both witnessed
a decline for a second straight quarter of 230 bps and 210 bps QoQ to 19.9% and
17.8%, respectively. The management indicated that increased employee engagements
is driving down attrition levels. On the other hand, utilisation (ex-trainees) declined
180 bps QoQ to 83.8% due to seasonal quarter furloughs. The company has focused
more on account scaling, introducing digital specialist, increased sales and reskilling
of employees in new technology.
 CHAPTER-9: SUGGESTIONS & FINANCIALS OF THE COMPANY

SUGGESTIONS

From the study of this project suggestion is to make a recommendation that Infosys must take
certain employee engagement activities on a monthly or quarterly basis. It would certainly
improve the employees-organization relationship while also enable employees to feel relaxed
once in a while.
As per the Employees of INFOSYS, Compensation level is less and suggestion is been given
to improve it.
Projects are increasing but do not have skilled employees to fulfil that project efficiently.
Following Flat model is great concept, but sometimes there are communication Gaps.
 FINANCIALS OF THE COMPANY

Valuations have laid emphasis on revenue growth

● In both instances, however, we see revenue growth gaining priority over margins. In
the earlier period, INFO saw its stock price gain 33%, while in the recent period, the
uptick in the stock price was a robust 59%.

Different era for margin-revenue correlation, at least in the near term

● Traditionally, revenue growth has been a key lever for margin expansion in the
industry. This was due to disproportionately higher fresher additions to fuel growth,
which brought down the overall cost of delivery.
● In the recent past, onsite centricity, healthy lateral mix, and greater use of sub-
contractors are all accompaniments of growth, defying revenue growth as a lever for
profitability. But sustained demand should allow the industry to either (1) pass on the
higher cost to clients, or (2) eventually reap the fruits of investing in onsite talent
development.
 ● The decline in EBIT margin naturally raises concerns over the lack of profitable
revenue growth. In CC terms, INFO’s quarterly revenue Increased 11% during
2QFY18 - 3QFY19, while EBIT (USD) was up only 4% during this period.
● On the base of 3QFY19 and adjusted EBIT margin of 23%, INFO cited that 4Q
margins should decline further QoQ, amid the back-ended nature of investments
towards localization. An exit at ~22.5% would peg the full-year EBIT margin at
23.3%. 1QFY20 will see an impact from majority of the wage hikes, most likely
pulling the margin to or below 22%, thereby challenging the flat margin of 23.3% for
FY20, which is current consensus expectation.

Whatever happened to revenue growth = margins!

● Revenue growth has traditionally been a key lever for margins, the biggest reason
being the linearity of growth. While headcount additions typically mirrored revenue
addition, incremental headcount proportion would skew predominantly towards
freshers, thereby bringing the average cost of delivery down. Below exhibit is an
elaboration of the same:
● If the proportion of freshers was 50% in the existing employee base and headcount
(and revenue) growth was 20%, with 60% incremental additions as freshers, it would
take the overall fresher mix to 52%.
● In the case of 15% growth with 60% of headcount addition as freshers, the fresher
mix will settle at 51%. Thus, (1) the average cost per employee should decline in both
the instances, and (2) the average cost per employee should decline more for higher
revenue growth.
So, as per the Financials of the company, it is recommended to buy the stock of the company as it
will give >=15% return.
 CHAPTER 11: REFERENCES

https://www.scribd.com/doc/43509224/Study-of-MIS-in-Infosys

https://www.infosys.com/IT-services/application-outsourcing-services/Documents/designing-
retained-organization.pdf

https://www.scribd.com/presentation/50173377/Leadership-and-Infosys

https://lifeatgim.wordpress.com/2011/04/02/organisation-structure-design-study-of-infosys/

https://www.infosys.com/SAP/Documents/SAP-practice-infosys.pdf

https://www.infosys.com/newsroom/press-releases/Documents/1998/sap.pdf

https://www.infosys.com/newsroom/features/Documents/2002-ITTask-Force-Report.pdf

https://www.infosys.com/investors/reports-filings/annual-report/annual/Documents/infosys-AR-
17.pdf