In-class Assignment

Q1. How does Infosys’ customer-centric organization compare with that of other companies? What
challenges does this organization try to address? How does Infosys deal with these?

Infosys’ Customer centric organization focused on their customers through engagement managers
who were not only entitled to just sell their solutions but also to deliver the solution. This was a key
difference in Infosys w.r.t to other companies.

Further, in project governance Infosys was different from other companies as their contract
incorporated SLA’s and also determined the severity of the issues and accordingly determined the
time in which they were supposed to get resolved. This support and a structured approach in resolving
client issues were missing in many other companies, quick response time to customers.

Infosys also focused on transformational partnerships under which they used to understand the
customers’ business problems and address them with a long term approach, rather than just providing
an immediate solution.

Key Challenge & their solutions:

1. Clients were unhappy as they had to pay separately for the ones who were in sales and later
completed the projects too. So, repeat payment for one project was an issue. To solve this,
Infosys made the policy to pay only those who were completing the projects and meeting the
deliverables and not individually to sales employees as a part of future revenue.

2. Another issue was in terms of addressing and resolving of issues that was smoothened and
structured as and when Infosys implemented their own project governance mechanism.

Q2. What are the key features of the Infosys BSC?

Key features:

1. BSC was planned and implemented under a planning ecosystem, a framework that
incorporated three levels of planning streams for strategy, business and budgeting. This was
run by Corporate Planning unit, who directly reported to CEO
2. Five dimensions of BSC, finance, customer, internal processes, learning and growth and
values & ethics were specific to Infosys only
3. Also, Infosys’s corporate strategy statement was encapsulated with unit managers’
involvement in formulation of corporate strategy planning process
4. Infosys had the culture of making decisions based on data and their BSC perfectly aligned
with it. Each metric was well defined and it was clearly stated that who was responsible for
which metric
5. They used strategy maps as starting point of their annual BSC definition and
budgeting process and this was a key feature in their internal process
6. Their BSC also enabled communication of their strategies to stakeholders external to
the organization

- Submitted by Group 1

Kumar Abhijeet – P18111 | Priyank – P18113 | Ananya Misra – P18080 | Steffi Rose Joseph –
P18071| Swayam Sahoo – P18093