Escolar Documentos
Profissional Documentos
Cultura Documentos
Infosys Limited
By Prajakta Talathi
(GSEP13CMM031)
Introduction, History, Ownership, Businesses, Locations
An aspiring communist came together with his 6 friends to fulfil his dream of
developing good quality software; little did he know that his dream would one day become
the third largest IT Company of India. NRN along with his colleagues, Nandan Nilekani, S.
Gopalakrishnan, SD. Shibulal, K. Dinesh, Ashok Arora and NS. Raghavan started Infosys on
2nd July 1981 in Pune, India, with a capital of US$250. Today Infosys employs 160,000+
employees and has LTM Q2 FY14 revenue of US$7.906Bn by catering services and solutions
to clients across more than 30 countries.
True to the tagline, “BUILDING TOMORROWS ENTERPRISE”, Infosys not only delivers
good quality software to its customers but also provides business consultancy and
outsourcing services to customers. Known for its fantabulous infrastructure across the
globe, Infosys has 73 offices and 94 development centres in the US, India, China, Australia,
Japan, Middle East, and Europe.
Organizational Structure
With huge employee strength and expertise in all the spectra of IT, having an
excellent organizational structure was indispensable.
Directors, CFO,
COO Directors and COO, CFO
Delivery
Manager
Delivery Manager and Team
•Team of Business Consultants
•Team of Software developers, testers etc
Team of Software •Team of sales and requirement analysis
Team of Consultants Developers
In Infosys, every IBU follows different hierarchy. The hierarchy depends more on Job
Levels and Personal Bands within them; Job Level 2A being the lowest and Job Level 8 being
the highest whereas Personal Band C being the lowest and A being the highest in any given
Job level. Job Titles vary with the Unit and its nature of the business.
Vice President
Deliver Manager
Project Manager
Team Lead
Technology Analyst
Systems Developer
Assistant Systems
Developer
Typical Hierarchy
Leadership
As you climb up the hierarchy, you need to exhibit different roles in order to achieve
a common goal of your project. Different leadership styles and approaches can be observed
throughout Infosys which change with each project and team. Largely the whole
organization follows the Empowerment style of leadership, but when there are critical
projects in hand and during time crunch situations; leaders use more directive and
autocratic approach.
The best thing practiced in Infosys is they never fire low performers; instead they
coach such employees and make them undergo training and other learning to uplift their
performance at individual level and on the organization level as whole thereby transforming
the individual. Finacle is the Banking Product of Infosys where with the advance in
technology, there is a lot of scope for innovation and creativity. People are encouraged to
express their ideas and are supported to materialize them through democratic way.
Even though Infosys demonstrates diverse yet unique culture with respect to
geographic locations, demography, behaviour of employees, psychology of employees etc. it
shows a uniform work culture of C-LIFE.
Though Infosys follows a common Business Language, English, there are times when
employees talk in their mother tongue or local language even during informal business
communications. To handle the cultural diversity, Infosys has a different list of regional
holidays for different locations. During festive celebrations, all Infosys employees
irrespective of their background are welcomed whole heartedly into the local culture.
Infosys appreciates Open-Door culture, where any employee can approach any
other employee with no regards to the level of the other employee. Employees are
addressed on First Name basis and there is no room for “Sir-Madam” even if the person
addressed is at senior level. Overall each Infoscion is believes in the culture of harmony and
love for each other.
Group Dynamics/Team Building initiatives
When I joined Infosys, Team Building initiatives were taken care of by the
management or HR. Finacle used to fund every Finacalite (Employees belonging to Finacle
Department) for their quarterly Project Parties. Managers used to get some Project funds.
But as the health of Infosys started deteriorating, these activities were stopped as a
measure of cost-cutting. Today these activities are handled by employees at the project or
floor level. Floor is where my development team for Finacle e-Banking sits and develops e-
Banking software. This team is then divided as per the project and once the project gets
completed, the team is dissolved and another team is formed for another project.
On floor level, we organize our team engagement activities like Cubical Decoration,
Traditional day, Celebration of different festivals, few games and competitions like Housie,
Painting Competition etc. Periodically we have team parties and outings which truly
enhance the team bonding. Celebration of Birthdays and Anniversaries, bidding Farewells to
team mates also helps in lightening the stressful atmosphere.
Some Unit level activities also take place, like Finacle Fever and Annual Finacle Eve
which are restricted to different legs of Finacle software i.e. Finacle Core Banking, Mobile
Banking, Customer Relationship Management, E-Banking etc. Also, there are some Intra
Development Centre events where different Units compete with each other. Then there are
some Inter Development Centre competitions happening across the year. All such initiatives
big or small help maintain the enthusiasm of employees and also help employees to get
along with each other, meet new people and rejuvenate themselves.
Group Activities:
Change Management initiatives
Infosys being a very large organization is very Process-Oriented. Any suggestion for
change is welcome and if found fruitful undergoes huge amount of processing and then is
implement. This lag makes the changes pretty rigid in nature or eventually the change takes
place after the situation demanding the change has passed.
Change is inevitable but how the changes are introduced and what impact it has on
others is what makes the change valuable. There are official forums in Infosys where
changes can be suggested or any change implemented can be commented upon. Every
change is communicated through official mails, town halls, and through Infosys internal
Radio service.
Politics & Conflict Management
With an employee strength of 1.6 Lakhs and counting and employees coming from
diversified background politics and conflicts are bound to happen. Even though there are
committees which ensure that the functioning or organization should be smooth, fair and
transparent there are some incidents which still occur.
Committees like GRB (Grievance Redress Body), HEAR (Hearing Employees And
Resolving), Anti-Sexual Harassment Initiatives (ASHI) etc. are available all throughout the
tenure of an employee to help them. But sometimes these committees fail to address the
political issues as just like the courts, these committees too work on the basis of proofs.
Also, at times politics played by employees especially by Senior Management go unnoticed;
deliberately or by mistake rather by ignorance.
Online Banking domain gave a tremendous boost to creativity. Today what not is
possible to do online! Few changes were demanded by the clients and few were suggested
internally. Looking at all possible options various teams are in process to give life to their
thoughts. After getting a heads-up from the Senior Management or concerned
departments, teams are formed and with some variations and improvisations, the new ideas
are incorporated. I was a part of one such team; ANZ Bank had suggested some User
Interface related changes. We worked for a whole year to change the look and feel of our
software and fixing the issues encountered and released our new version. Post release, we
realized that there can be some more changes which can be made on User Interface as well
as functional level. This has formed the concept behind our next release (in process)
Current internal scenario and internal environment
After consistently being on the position of second largest IT Company in India for
two decades, Infosys came on number three last year. This gave rise to the biggest downfall
of the organization which was followed by low revenues and high attrition rate. Promotions
were held and increments were stopped. Infosys never compromised on its cost of service
provided because of which clients started moving out. This aggravated the issue and
worsened the brand reputation of Infosys.
Infosys in some sense is a Firm of Endearment. If the recent difficult time is not
considered, employees are self-motivated. Infosys should revive their earlier employee
friendly policies. Some of the policies are too complex, hey can be simplified so that
employees and others can make the best of it. Infosys showcases amazing infrastructure
and facilities for its employees. Though the facilities are not free, but NRN stated the reason
behind it that if things are given free, people lose its value. Equality amongst employees is
diminishing and a new term has taken shape: “Favourite-ism”. To avoid this 360 degree
feedback should be encouraged.
Facilities in Infosys:
Infosys 3.0 strategy looks promising in the long term. Few adjustments in the service
costs and a little open attitude will supplement this strategy.
Infosys Foundation headed by Sudha Murthy strongly aspires in uplifting the society.
150 Rupees get deducted from every employee’s salary and it gets contributed to Infosys
Welfare fund from where these initiatives are funded. Apart from this, employees are
engaged in similar Humanitarian activities.
Lastly I would like to conclude by saying, “I’m immensely proud to be associated with
Infosys, where only building enterprises is not the sole aim of the organization; it also builds
the lives of all its stakeholders and the society at large. Once an Infoscion, always an
Infoscion!”
Reference:
Few images are self-clicked others are downloaded
Some information like history, is referred from internet