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Shekhar Submitted By: Group 2
ASHA NACHI HARRIS JAMIL GAYATRI SHARMA ANAND MULAY ANWESHA MAZUMDER DEVIKA DAS (08PG222) (08PG163) (08PG019) (08PG081) (08PG290) (08PG224)
Date of Submission:10 November 2009
Infosys is one of the largest businesses in India with a turnover in excess of $4 billion in 2008. The company specializes in Information Technology (IT) and consulting. N.R. Narayana Murthy and six others started the company in 1981, and it is now the largest IT company in India with its headquarters in Bangalore (although it was started in Pune). It operates in a number of business sectors from banking to retail, and its services tend to encompass end-to-end IT solutions which includes a whole bundle of added-value solutions from infrastructure to software engineering. Infosys Technologies Ltd. (NASDAQ: INFY) was started in 1981 by seven people with US$ 250. Today, we are a global leader in the "next generation" of IT and consulting with revenues of over US$ 4 billion. Infosys defines, designs and delivers technology-enabled business solutions that help Global 2000 companies win in a Flat World. Infosys also provides a complete range of services by leveraging our domain and business expertise and strategic alliances with leading technology providers. Infosys' offerings span business and technology consulting, application services, systems integration, product engineering, custom software development, maintenance, reengineering, independent testing and validation services, IT infrastructure services and business process outsourcing Infosys pioneered the Global Delivery Model (GDM), which emerged as a disruptive force in the industry leading to the rise of offshore outsourcing. The GDM is based on the principle of taking work to the location where the best talent is available, where it makes the best economic sense, with the least amount of acceptable risk. Infosys has a global footprint with over 50 offices and development centers in India, China, Australia, the Czech Republic, Poland, the UK, Canada and Japan. Infosys and its subsidiaries have 105,453 employees as on September 30, 2009 Infosys takes pride in building strategic long-term client relationships. Over 97% of our revenues come from existing customers.
Infosys is mainly a service company. It performs a variety of services, right from conceiving of the idea, implementing it to its maintainence.The services that Infosys provides are as follows: Application Development and Maintenance Corporate Performance Management Enterprise Quality Services Infrastructure Services Packaged Application Services Product Engineering Systems Integration 1) Application development and Maintenance methodology caters to the best of breed processes which helps in a successful on-time and above expected delivery. Stringent quality procedures clubbed with benchmarked practices and experienced delivery skills help clients get maximum return on their IT spending 2) Corporate Performance Management (CPM) is an approach to bring in systematic and integrated improvements in the management processes to ensure efficiency and effectiveness in strategy execution 3) Enterprise Quality Services improve the quality of your applications and increase the predictability of your processes. They cover: Process Consulting The quality of the process determines the quality of the application. Robust and flexible software processes can enable your organization to consistently deliver on quality, time and budget for greater predictability. Infosys Process Consulting services help you improve process maturity and realize tangible business benefits. Independent Validation Software applications are the backbone of your business. Availability, reliability, performance and security of applications are the keys to your success. Infosys Independent Validation Services test every transaction from every angle, optimally. We ensure that the quality of your applications does not hurt your bottom line.
Industries that they serve
Aerospace & defense Automotive Banking Communication Consumer goods Manufacturing Energy Healthcare Hospitality Insurance Life Sciences Media & Entertainment Resources Retail Transportation Utilities High technology
FINACLE - The Only Product
Universal banking solution from Infosys Empowers banks to transform their business Architected out of years of experience with global banks and offers several powerful and differentiating features One of the most comprehensive, flexible and scalable solutions in its class
Business Agility CRM and Alert Enabled Global Deployment Capability - Multiple currency, time zones and languages Proven solution minimized risk - 100% success - Rapid, smooth successful deployments Integrated multi-channel framework - Banks can offer their solutions through multiple channels High scalability - Most Scalable solutions - Allows banks to grow seamlessly
Infosys Technologies Ltd. (NASDAQ: INFY) defines, designs and delivers IT-enabled business solutions that help Global 2000 companies win in a flat world. These solutions focus on providing strategic differentiation and operational superiority to clients. Infosys creates these solutions for its clients by leveraging its domain and business expertise along with a complete range of services. With Infosys, clients are assured of a transparent business partner, world-class processes, speed of execution and the power to stretch their IT budget by leveraging the Global Delivery Model that Infosys pioneered. The company in its bid to differentiate itself among the vanilla service providers is moving from project-based services to solutions-based approach. Such a strategy entails understanding of the clients' business problems and offer business solutions. In this new model, pricing depends on value offered as against the current cost plus margin approach. The shift has been aided by swelling service offerings like package implementation and enterprise applications to business process outsourcing and contributions from new services. The cost rationalization has also helped the firm retain margins. The company cut entrylevel salaries for fresh college graduates; it has rationalized high onsite salaries for fresh onsite deployments and cut on subcontractors. However, Infosys affected a pay hike to its middle level and senior code writers. The company has increased variability in its cost structure by aligning employee compensation (45 per cent of revenues) to business performance while optimizing costs to increase payout to its offshore employee pool. The variable compensation for client facing functions has been linked to profitability over and above revenue growth. Increasing utilization rates and greater offshore component is expected to help the company arrest the slide in margins. Infosys has developed a new method of pricing software maintenance project. According to the new method called 'ticket-based pricing', a customer's pay will be based on certain parameters such as whether the client request or 'ticket' that is raised is for a small enhancement in the software application, a big enhancement or a bug-fix. Earlier the methods used for pricing were fixed price and time and material-based pricing. Under the time and material based pricing, customers are billed based on the number of man-hours spent on a project, while under the fixed price, the customer pays an agreed price that doesn‘t vary with the manpower deployed on the project. A software application becomes more stable with time. But if a client has opted for a fixed price model, then even after the application becomes more stable and the number of requests decreases, the same price has to be paid. Ticket-based pricing will give them the flexibility to change that and reduce the total cost of ownership.
Many IT majors have been trying to decrease the dependence of revenue growth on manpower addition. But this is for the first time such an attempt has been made to bring a transaction-based pricing model to traditional ADM projects, which account for a bulk of the revenue for Indian IT service providers. In the infrastructure management services also Infosys has come up with device-based pricing or pricing that is based on the type and number of servers, PCs and other devices. A mix of strategies, besides strong customer relationships, is helping Infosys survive the worst downturn since the 1930s. The firm had guided an annual revenue de-growth for fiscal year 2010— an unpleasant first for the IT bellwether. However, the firm is managing the slump well, shifting to new business as well as pricing models. Infosys, for instance, has managed to increase its fixed price project revenues by more than four percentage points in fiscal year 2009 to 35.4 per cent. Fixed price, the firm indicates, is a true recession model. Clients are looking for more fixed price because it a way to pass on the risks, according to the industry experts. It is useful for the company when there is a price re-negotiation. In a fixed-price project, an IT vendor has the flexibility to staff it in a way they like – often, this translates to more work being off shored. While this reduces the total cost of ownership for the client, the vendor can improve margins overtime by boosting productivity. Nevertheless, it is some of the earlier investments that are proving critical in the current climate, the COO says. One of them was the firm‘s efforts to expand its addressable market. They have quadrupled the market over the last 7-8 years. They used to be 95 per cent in application, development, and maintenance work. Today, the service line forms less than 50 per cent of revenues. Today, they generate revenues from the complete services spectrum. Second, the company had invested in geographical diversification, in Europe and Australia among others. Third is the firm‘s vertical spread and an endeavor to reduce their dependence on US market.
Being an IT giant, and providing software solutions, Infosys mainly relies on personal or direct selling. Along with direct selling, Infosys have also concentrated on being a powerful brand name. Thus Infosys has been building a positive brand image. Infosys has levied upon the following ways of communication: 1. PR 2. Branding 3. ‗Winning in the flat world‘ campaign
Public Relations Strategy of Infosys:
Infosys has aways been in limelight through excessive PR. That‘s the reason that all its values and actions appear in the leading newspapers of the country. Interviews of Mr. Nandan Nilekani and earlier of Mr. Narayan Murthy are published very often in newspapers and magazines and are even telecast on the electronic media. Thus Public Relations strategy of Infosys was always in place and is a very important media to communicate with the people and its stakeholders throughout the globe.
Branding Strategy of Infosys:
The brand is looking to change its perception from a mere one among the three tier-1 Indian companies to one of the global biggies engaged in high-value business solutions. It has been learnt that the company has invited what could be one of the biggest marketing services pitch by any IT services company in India. Involving a couple of big Indian agencies to design a strategy, the multi-media campaign would be directed at existing customers, prospects, industry and financial analysts and media, primarily in the key markets such as the US, Europe and Asia-Pacific. With the biggest client order, at less than $200m for a multi-year contract, and a majority of clients (220) under a million-dollar value, Infosys, much like TCS and Wipro, has got stuck with the classical low-value image. This has been the bane for the company, while playing for the big-ticket, billion dollar-plus global contracts. ―Indian companies are seen as low-cost, high-quality providers of ‗code‘. We want to be seen as a provider of high-value business solutions,‖ states an Infosys document. The company has planned a multi-million marketing surround programme involving branding, go-to-market, analyst relations, public relations, online & field marketing. Infosys declined to comment saying the company doesn‘t comment on rumours and speculation. The move by Infosys also tie-ups with its often stated and avowed objective to chase the $500m clients. More so, in an environment where nearly $100bn worth of outsourcing contracts are up for renewal in the next 18-24 months. According to the company‘s internal brand track, brand Infosys lags way behind global IT biggies such as IBM, EDS and Accenture in total brand recall. IBM leads the pack
with 94% recall, followed by HP and EDS at 89% and 82% respectively. With a score of 41%, Infosys joins other Indian IT services brands at the bottom of the brand salience table. The size of the proposed spend on the brand campaign could not be ascertained but sources say it would jack up the company‘s current spends manifold. Infosys‘ brand building stands at Rs 46 crore, up 35% over the last year. This includes Rs 15 crore of media advertising and marketing expense of Rs 12 crore.
Winning in the flat world’ campaign of Infosys:
Think back to 1999. That was the year that Infosys, an Indian IT services company, hit $100 million in annual revenues. Flash forward to March 2006 and Infosys, fueled by growth in the outsourcing industry, had hit the $2 billion mark—a remarkable feat by any company's standards. But Infosys had no intention of resting on its laurels. Rather, aware that it still needed to step up its branding efforts, the company launched a global branding campaign built around the idea of winning in the "flat world." Instead of being seen as simply another offshore services provider, the company's goal was to build a reputation as a trusted transformation partner that can help businesses compete in a global market. Creating a Differentiated Position Setting itself apart from many other companies that were still thinking about brand in terms of logos, slogans, and attractive visuals, Infosys knew that to compete with the global leaders, it needed to launch more than a "me, too" marketing campaign. It needed to differentiate itself from its competitors in a way that was relevant, credible, unique, and defensible. To achieve this goal, the company first conducted research to uncover the issues its customers were struggling with in the new global marketplace. The research revealed three important things: There were four forces "flattening" every business environment: o The rise of emerging economies o Changing global demographics/redistribution of the global talent pool o The ubiquity of technology o Increased regulations Companies were unaware that they needed to shift their operational priorities to deal with the consequences of these forces Customers looked at Infosys itself as an ideal flat-world company In response, Infosys set out to help companies shift their operational priorities in four ways:
Shift focus to fueling growth by becoming globally efficient, cost-competitive producers Stop focusing simply on better customer service and start focusing on creating customer loyalty through faster innovation Shift focus from merely spending money on information systems and process to making money from information Shift focus to winning in industry cycles rather than only in the straightaways Infosys achieved these goals by creating a new offer to assess the impact of these global forces on clients' businesses and provide a roadmap for the operational changes required to address those impacts. The offering defines four stages of excellence for the flat world and offers clients a financial model that measures the impact of their efforts. All other solutions within the company were aligned to the flat-world offering, and subject matter experts were instructed to focus on establishing thought leadership around the issue. With unique offers in place, Infosys shared the results of its research with key clients. The research, combined with Infosys's own reputation as a flat-world company, made the company's new positioning credible and defensible. Now all Infosys needed to do was get the message out. The Campaign The company conducted a multifaceted marketing campaign aimed at Global 2000 firms. It was designed to target four different audiences within an organization—C level, lines of business, sourcing executives, and IT—and focus on "flat-world" topics that were relevant to those audiences. But before Infosys kicked off the external campaign on July 31, 2006, by ringing the NASDAQ opening bell from India, it conducted an extensive internal campaign to bring over 50,000 of its employees on board with the new positioning. The company launched its extensive internal campaign in January 2006. Infosys included the following elements in its customer-facing campaign: Infosys Website "Think Flat" microsite and blog Thought leadership white papers Digital ads in top-tier publications Partner programs Annual report Executive events Industry events Analyst outreach Marketing and sales collateral Achieving Fifty Percent Growth
From March 2006 to June 2007, Infosys increased its annual revenues from $2 billion to $3 billion. A significant portion of that increase is directly attributable to the online marketing conducted around the flat-world campaign. In addition to the company's astonishing growth, Infosys became the first Indian company to be added to any of the major global indices in December 2006, when it was added to the NASDAQ-100. Analyst firms such as Yankee Group, Forrester, and TBR are singing the company's praises. And the Infosys sales group created a special new award to recognize marketing's impact on the business. All in all, the flat-world campaign has enabled Infosys to differentiate itself from both other Indian outsourcing firms as well as the global consulting companies, and it is beginning to neutralize the legacy advantage that traditional IT consulting firms have long enjoyed. Infosys is now seen—by customers and influencers alike—as a trusted business transformation partner rather than just another outsourcing firm.
PEOPLE AND PROCESSES:
Sustainability at Infosys
Water Sustainability: Rainwater is harvested across the Infosys campuses, and all sewage treatment plant water is used for irrigation rather than using freshwater for landscape irrigation. Bicycle Sharing: All Infosys campuses have cycles on campus to be used by all employees. No personal vehicles or motorbikes are allowed on campus. VIPs are transported by electric golf carts made by Maini Material Movement. Solar Golf Carts: Infosys has created a solar powered golf cart, with BIPV solar panels embedded in glass to be visible from both top and bottom. A day of charging in the sun meets about 20 percent of the full battery's capacity, which is actually enough for the few kilometers of travel the carts make each day.
Solar Water Heating: Across Infosys campuses, Infosys is one of India's largest solar water heater installed capacity. In Bangalore, water in the hostel is heated by solar.
Car - Sharing: The Infosys Bangalore campus, launched their car-sharing program, setting aside a key part of the parking lot away for those willing to share their cars. Individuals can stand by signs with a particular neighborhood marked, and those driving back to that neighborhood pick up fellow Infoscions. This has worked very well at the Hyderabad campus, and sharing of best practices has spread it to Bangalore!
Corporate Buses: Infosys teams have optimized the bus routes so as to carry transport full capacity buses back to different neighborhoods in Bangalore. Teams of IT professionals are designing software to put preference for employees travelling at nonpeak times to minimize their time on the roads and to minimize fuel burned while idling.
Eco-Clubs: Each Infosys campus is home to an eco-club which is educating employees and increasing awareness about climate change issues. On Bangalore campus, the ecoclub ran a Green Connect competition, inspiring Infoscions to create videos about climate change and climate action at Infosys and in the community. In Hyderabad, the eco-club arranged many of the Climate Solutions Road Tour events.
Logistics Optimization Infosys' Logistics Optimization solution provides internal visibility across buyers and requested delivery dates to reduce item landed costs during Purchase Order (PO) creation, leading to maximized savings during execution
Supply Chains Can Protect the Environment Consumer goods manufacturers and retailers must understand the environmental impact of their supply chains to increase profitability. According to Michael Forhez, Senior Principal, Consumer Products & Retail Practice, and Anil Pahwa, Senior Principal, Retail, CPG, & Logistics (RCL), Infosys Consulting, a green supply chain makes business sense. They focus on reducing the carbon footprint of a consumer product from movement of raw materials to production of finished goods. The experts propose best practices and business processes to minimize carbon emissions and achieve cost savings. One such proposal is to improve load factors for shipments using algorithms that incorporate data about location and date to consolidate shipments by size, product compatibility and trailer types. Enterprises can use optimization techniques to maximize savings at the time of execution
SWOT ANALYSIS: STRENGTHS: Since the company is based in India its competitive advantage is enhanced. The Indian economy, despite weak economic indicators such as relatively high rates of inflation, has low labor costs. The workforce has relatively high skills levels in Information Technology. Couple these two elements together and you have an operational basis that offers low-cost based, highly skilled competitive advantage. Infosys is in a strong financial position. The business turned over more than $4 billion in 2008. This means that it has the capital to expand, and also the basis to leverage potential investors The company has bases in 44 global development centres, most of which are located in India, although the company has offices in many developed and developing nations. This means not only that Infosys is becoming a global brand but also that it has the capability to support the global operations of multinational clients
WEAKNESSES: Despite being a huge IT company in relation to its Indian competitors, Infosys is much smaller than its global competitors. As discussed above, Infosys generated $4 billion in 2008, which is relatively low in comparison with large global competitors such as Hewlett-Packard ($91 billion), IBM ($91 billion), EDS ($21 billion) and Accenture ($18 billion). It is sometimes argued that Infosys is weaker when it comes to high-end management consultancy, since it tends to work at the level of operational value creation. Competitors such as IBM and Accenture tend to dominate this space. OPPORTUNITIES: At a time of recession in the global economy, it may appear that some companies will reduce take up of services that Infosys offers. However, in tough times clients tend to focus upon cost reduction and outsourcing - with are strategies that Infosys offers. So hard times could be profitable for Infosys. There is a new and emerging market in China as the country undergoes a huge industrial revolution. The strategic alliance between Infosys and Schlumberger gives the IT company access to lucrative business in the gas and oil industries. There has been a trend over recent years for European and North American companies to base some or all of their operation in India. This is called an offshore service. Essentially there is a seamless link between domestic operations and services hosted in India. Examples include telecommunications companies such as British Telecom and banks such as HSBC that have customer service and support centres based in India. Think about the times that you have made calls to a support line to find that the adviser is in Mumbai or Bangalore and not in your home market. THREATS: India is not the only country that is undergoing rapid industrial expansion. Competitors may come from countries such as China or Korea where there are large pools of low-cost labor, and developing educational infrastructures such as universities and technology colleges. Customers may switch to other offshore service companies in other countries such as China or Korea. Other global players have realised that India has the benefit of low-cost, highly-skilled labor that often speaks English and is culturally sensitive to Western practices. As with
all global IT players, Infosys has to compete for skilled labor and this may have the effect of driving up wage levels, and making it more difficult to recruit and retain staff. CORE COMPETENCIES: The IT services industry is experiencing rapid changes that are affecting the competitive landscape, including recent divestitures and acquisitions that have resulted in consolidation within the industry. These changes may result in larger competitors with significant resources. In addition, some of our competitors have added or announced plans to add cost-competitive offshore capabilities to their service offerings. Many of these competitors are substantially larger and have significant experience with international operations, and Infosys faces competition from them in countries in which they currently operate, as well as in countries in which we expect to expand their operations. Indian IT companies had matured in the last 30 years and their businesses had grown globally. Most of the companies had acquired financial strength and leadership capabilities. The project management skills of the IT companies and the English language skills of IT professionals would keep India in good stead vis-a-vis competition from China and East Europe. China and Eastern Europe had just got integrated with the global economy. For Indian IT companies this happened way back in the 1970s and they had grown along with the developed economies. The Indian IT industry had understood the businesses of these developed countries better than China and Eastern Europe. Mr. Gopalakrishnan said the eco-system for IT was well established in India. So much so, India today was into application, services, design engineering, product design, chip design and consultancy. Also, companies like Infosys and i-Flex were delivering global products, especially in banking and payment gateways. Today almost every organisation in the world is trying to become a learning organisation. There are few organisations which have started upgrading and evolving since their inceptions. Take example of GE, it has become a melting pot of many countries, civilisations, languages, contrast and cultures, through continuous learning. Also, lot of organisations have implemented CMM, PCMM, ISO 9000, ISO 14000, TL 9000, AS 9100, ISO 20000, ISO 27000, OHSAS, TS, IEEE, Six Sigma, TQM, Kaizen, HR Score Card, Balance Score Card, Intangible Assets Monitor Framework, and such different benchmark to keep themselves up dated and on the performing peaks at all the times. Infosys, India is one among them. Infoscions have understood the 'Perform or perish' approach in the multi-polar, and multi-dimensional global competitions. This continuous up gradation, human resource development, technology acquisition and technology upgradation 24 X 7 X 365/366, at all the levels has lead to multidimensional development of Knowledge Management Maturity Model.
Global delivery model:
Infosys used GDM as a strategic outsourcing tool; using it, the company could take the work to the place where it could be best performed at lowest cost with minimum risk. By using GDM, Infosys delivered the highest process and quality standards, while leveraging differences in cost, quality and skill sets of manpower in different global locations. The model requires several individual components to work well. These include knowledge capture/playback confirmation, hourly/nightly handoffs often on a 24x 7 basis, quality control and continuous improvement efforts, staff mobilization/demobilization as efforts scale up and down, onsite and offsite staff logistics, staff recruitment, training and retention, expense and time billing for teams across borders, demanding standards for security/business continuity/telecommunications connectivity at the offsite locations.
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 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. Infosys was one of the first companies to offer ESOPs to its employees. The company followed variable compensation structure where the employees' compensation depended on the performance of individual, the team and the company. The WHISTEBLOWER policy strengthens the employees and assures secure unbiased environment.
Infosys essentially is in knowledge intensive business. In the environment where every software and hardware observes obsolescence; up gradation of knowledge and history of evolution of further versions has its own importance. Global market place has diversities dissimilar in every function, place and systems. Key determinants of Success are ability to leverage know how, innovation and reputation of the organisation as well as the employees. E.g. Infosys has become crucible of melting pot of boundaries of various countries, civilisations and cultures; hence it is important to balance acts to achieve productivity and profitability. Traditional Balance Sheet, Profit and Loss Account, Income Statement, have no values left in this world. Instead, 'Balance Score Card' kinds of approaches have gained importance. Thus, Human value in the organisation, Market valuation, Quality, Customer
delight, have gained significant importance. Infosys has started using "Dr. Karl-Erik Sveiby's Intangible Assets Monitor Framework in 1998", which was developed in 1997. In this KM initiation process there are: i. External structure initiatives from customers, competitors, suppliers, ii. Internal structure initiatives: Depends on the leadership qualities of CKO and KM Mentor, iii. Competence initiatives: Individual Tacit knowledge must be stimulated and tapped. Company believes that such a presentation of its knowledge assets would provide a tool to its investors/ customers for evaluating the market-worthiness of the company.
People Knowledge Map (PKM):
It is a Knowledge Directory, providing a pointer to expertise available within the organisation has been developed and deployed. PKM provides intranet based interface via which people can register or locate expertise. PKM Hierarchy At the Top of PKM Hierarchy is Technology consisting 800 nodes. Levels are: a.Technology, b. Process, c. Project Management, d. Application domain, and e. Culture Sparsh- The Intranet – (CIP) The Central Information Portal Sparsh is the companywide intranet. It forms the central information portal. It consists of 5000 nodes: a. Spread across India-Based Development Centres/DCs b. USA based marketing office. Sparsh - Home page: a. Official policies, and documentation, b. Press Releases and Articles, c. Web Based In house information system. It also has knowledge shop that provides access to several intranet-based knowledge systems.
Infosys Advantage And Results:
1. Infosys has achieved Capability Maturity Model (CMM) level 5 and Knowledge Management Maturity Model (KMM) level 5. 2. Adjudged the best recruiter in 2005 in India, in terms of employee satisfaction. I could happen only due to the contribution in/ from/ to / for the KM and their implementations.
3. Infoscions have developed their own way of working, upgrading their knowledge base, keeping themselves fit at multiple levels, and have established their campuses in many major cities in India. In fact it is the most sought after job destination in the private sector in India. 4. Infoscions are able to reduce the attrition rate, the biggest problem faced by the Information Technology industry in the world market. 5. Infosys have become the most sought out Indian Brand name in the Information and Computer Technology (ICT) world market. Hence, almost all the Fortune 500 companies have their business link with Infosys. vi. Infoscions have established their base in almost all parts of globe being the most trusted, versatile and value adding organisation. Intangible Benefits: 1. Standardised knowledge acquisition procedure, 2. Standardised knowledge development process, 3. Infosys has knowledge encyclopaedia on all the relevant subjects, 4. High amount of knowledge sharing, 5. Knowledgeable and Wise Infoscions are long term asset for Infosys, Wise Infoscions is the term used for the individual and common wisdom of Infosys employees and employers, 6. Improved Infosys brand name, as it provides end-to-end solutions to its clients, 7. Employee involvement and organisation belongingness among them, 8. Better interpersonal excellence among all Infoscions/ Infosys stakeholders. 9. Talent retentions through employee job satisfaction. 10. Continuous improvement in the customer satisfaction. 11. Infosys is able to beat the competitors with riding high on the KM instead of business intelligence. 12. In the field of Consultancy Infosys is giving their customers operational advantages over competitors through this KM sharing, and have entered into Aerospace and Defence, Banking and Capital Markets, Communication Service Providers, High Tech and Discrete Manufacturing Insurance, Healthcare and Life Sciences, Media and Entertainment, Resources, Energy and Utilities Retail, Distribution and Consumer Packaged Goods Transportation Services.
Future Expectations :
1. Infosys may start consultancy with top class human resources and supporting Knowledge Management Repository in multiple fields, to benefit Micro, Small, Medium, and Large Scale Industry, Public sectors, Non Governmental Organizations (NGO), Self Help Groups (SHG), and other organisations without boundary and barriers. 2. Infosys has the top talent pool next only to UNO, WB, NASA and Fortune 500 organisations like Microsoft, GE, and Oracle. Hence it is anticipation of many that it can
develop its own operating system/ medium like Windows and Linux, which could be ubiquitous, user friendly, easy to install, interactive, multi-dimensionally perfect and viable, and can benefit a common man having cheaper prices than other operating systems/ mediums. It could revolutionise and trigger the computing world, could trigger the faster growth in technological world, and could activate growth in science and technologies and could generate growth in the business world and could set off growth in development of human capabilities through total paradigm shift.
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