INTRODUCTION:

The phenomenon of global markets, ITdriven services and competition have created a chaotic, disruptive business environment. The companies which sailed along quite smoothly in placid business waters and made tidy, assured profits, suddenly find themselves in choppy water.

Companies like Tatas, Infosys...etc. are successful because of their culture. Their organisational culture is not totally focused on creation of wealth but building a sound organisation."

Today, everything seems unpredicatable. Few companies are successful because of their strong organisational culture. For instance, even today, Tatas, Birlas, Infosys and Reliance are looked upon as companies where people love to work. According to a recent survey which indicates that employees do not join the company simply for money's sake, they are in need of a very good work culture. Today Infy's employees are dedicated because the company culture strictly upholds and fulfills its employee's needs. Great companies strive for consistency between their professed values and their actions and this is

what makes them different from others. Nevertheless, today business competition has intensified and as a result the global players are realising the importance of building 'organisation culture'. Infact it's viewed as a powerful weapon to win the business battles. Organisation culture is important because it can make or break your company. It's due to lack of organisation culture that today many firms are sailing through tough tides. As a result there is a discord between the employer and employees which has become an impediment for companies to survive the success path.

INFOSYS TECHNOLOGIES
Infosys Technologies, a leading software company based in India, was voted the best employer in the country in many HR surveys in the recent years. The company was well known for its employee friendly HR practices. Though Infosys grew to become a US$ 2 billion company by the year 2006, it still retained the culture of a small company. Infosys attracted the best talent from across the world, and recruited candidates by conducting one of the toughest selection process. All the selected candidates were required to go through an intensive 14 week training program. All the employees were required to undergo training every year, and some of the chosen employees were trained at the Infosys Leadership Institute to take on higher responsibilities in the company.

FUN AND CULTURE:

Life at Infosys is brimming with events where employees can pursue their interests in areas as

varied as arts, culture, or sports. The objective is to ensure that employees are not confined to their desks. Employees express their various skills and interests through forums that include an "Art Gallery" on campus dedicated to displaying the works of Infoscions, daily quiz competitions, and regular music meetings that keep the place abuzz with creativity. Inculcom is the base organization that hosts cultural programs for Infoscions. Each event emphasizes a specific area like music, dance, or quiz. These programs are generally not competitive, but a competitive element is sometimes added to enhance enthusiasm and to bring out the best in our people. Under Inculcom, there are sub groups like the IQ Circle (Quizzes), Shruthi (the classical music club), Dramatix (the drama club), and Vakchaturya (forum for self development). The key to employee involvement in organizations is the sharing of information about business performance, plans, goals, and strategies. What happens by a shout across the corridor in a smaller organization, calls for a more systematic process in a large organization like INFOSYS InSync is the internal communication program focused on keeping the Infoscion abreast of latest corporate and business developments, and equipping him or her to be a "brand ambassador" for the company. This program combines a communication portal with workshops, monthly newsletters, articles, daily cartoons and brainteasers to synchronize each Infoscion with the organization.

360-DEGREE FEEDBACK:
The 360-degree feedback is a method of systematically collectingdata about a persons performance and capabilities from a wide range of co-workers. This includes peers, direct reportees, the manager and customers (both internal and external). It is a structured method of collecting and processing data and provides the employee an opportunity to reflect on this valuable information. ILI uses a comprehensive tool that is aligned to the leadership competencies. The feedback received from this 360-degree process is used as the basis for the preparation of individual personal development plans (PDPs), which are the blueprints that guide the individual in acquiring new skills and enhancing existing skills, all aligned to the basic leadership competencies model. Each individual is assigned a faculty member to help prepare and actionise his development.

DEVELOPMENT RELATIONSHIPS:
These are one-on-one relationships in work settings that facilitate the sharing and transfer of knowledge and experience between individuals. The Infosys leadership development model views mentoring as a developmental relationship in the context of leadership development. A mentoring for leadership pilot programme is operational and learnings from this programme will be used to refine and extend this element of leadership development across the organisation.

LEADERSHIP SKILLS TRAINING:

This is a process by which employees of the organisation go through a series of learning interventions on topics of relevance to leadership. ILI has started the process with the Leaders Teach Series. These are workshops conducted by the Board of Directors with help from the ILI faculty. This series includes workshops by the Chairman and Chief Mentor, Narayana Murthy, and Nandan Nilekani, the Managing Director and Chief Executive Officer, and other members of the board. The Leaders Teach Series resulted from the belief that the company is the campus, the business is the curriculum, leaders shall teach. A study of successful global companies will show that it is essential for senior management to be fully involved and committed to the development of future leaders.

SYTEMATIC PROCESS LEARNING:

This is an intervention that enables participants to view an organisation as a whole system comprising innumerable interacting sub-systems. It yields plans for continuous improvement in systemic processes and details how an individual will initiate suchimprovements.

ACTION LEARNING:
This is a team-based real-time experience used to solve real, systemic and unresolved organizational problems. It is a pragmatic process aimed at

yielding a resolution to the problem or issue that has been identified, and a workable plan for setting goals for continued development, with strategies for attaining them.

COMMUNITY EMPATHY:
The leaders at Infosys aspires to create, on a regular and structured basis, opportunities for highpotential candidates to enrol themselves in causes outside Infosys that contribute to the greater good of the less fortunate. The importance of community empathy in overall leadership development is in line with the fundamental belief of the organization that social conscience needs to be nurtured and enhanced in each one of its present and potential leaders.42