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Group 2Amol Deherkar 040/46Ankit Sukhija 052/46

Madhan Darwin 168/46

INFOSYS CONSULTING

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Overview of IT Services Industry Early 1990s: BPO Work in India; largely

conducted by captive units of AmericanCompanies (GE etc.)

Late 1990s: Expansion of Indian IT companieslike Infosys by adding service lines. Leverage thebenefits of offshoring

2000s: Growth of Indian IT Services cos. Andexpansion of global firms in India

Predominant model: Global Delivery; demand forend-to-end services (business consulting, app.Development etc.)

Two different approaches: onshore US firms

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ICI Consulting Model

Mission and Objective:

Help clients become more competitive

Delivering high-quality business consulting and

disciplined technology implementation atextremely competitive price

Help develop their employees into great leaders

Partners committed to changing the rules of

the game within the consulting industry

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Creating a different model The 1-1-3 Global Delivery Model

- 1 ICI onsite resource, 1 Infosys Tech onsite + 3Infosys Tech offsite resources

- Integration of business consulting andtechnology implementation lifecycle

- Training and knowledge of global delivery ofInfosys Technologys onsite resource, a key

differentiating factorfrom competitorsapproaches

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Different Model Shortening the lifecycle of Solution Design to

Implementation:

- Different approach to implementing technology foroperational improvements

- Looked at process requirements rather thanfunctional

- Better identification of inefficiencies

- Real-time development by synergizing onsite andoffshore teams for design and s/w configuration

Cost Reduction:

- Blended rate of$100 per hourVs. $175-225 for

IBM etc

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Different Model Delivering Measurable Benefits:

- CMM Level 5 rating; exceeded highest qualitylevel by a factor of 20

- Focus on achieving measurable improvementsin business process metrics of the client

- Structured value-based deals with clients:fees owed to the company contingent on project

outcomes- Internal metrics to track the quality of workperformed by using elaborate client feedbackmechanism

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Different Model Building a unique culture

- Tradeoff between the confident, assertivebusiness advice consultant and the Infosys value

system of delivering with a sense of humility

Creating a differentiated approach

- Focus on transparency and meritocracy

- Staffing model: responsibility with individuals;

reverse auctioning model- Staff nominations for promotion

- Bonus structure based on overall client valuecreated

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Interpretive Scheme Shades of both (especially HRM systems), but

overall structure more towards MPB type

External ownership (subsidiary of a corporateentity)

Consulting approach: services related to aparticular product (Business/IT consulting, andNot Mgmt consulting)

Org Structure: High Leverage ratio (about 19) Decision-making: more directive than

consensual

Administrative tasks: No hint of partners

sharing; possibility of dedicated staff

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Relationship with Infosys Tech. Wholly owned US subsidiary

Autonomy to create its own culture, recruitmentstrategy, organizational structure andcompensation packages

Metrics established to measure the interface

Leveraged parent company to get clientengagements

ICI included in service offerings of Infosys Tech. One Infy program to enhance cultural

integration mechanisms like forums foremployees to meet/learn

Improving internal collaborative mechanisms so

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Relationship with Infosys Tech. Initial tensions in the company on who would lead

the client relationshipresolved by The Fork inthe Road methodology

Allocation to the area that best served theclients situation

ICI also brought in new clients for Infosys Tech.

Active intervention by the senior management

of Infosys to review subsidiarys performance Relationship with ICI seen by Infosys as an

opportunity to transform culture and build aglobal brand over time

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HRM Systems Shades of both P2 & MPB Arch types P2 Features

Focus on broad level of generic Skills

Selection based on Personal interactions similar toP2 firms

One Infy similar to One Firm Concept

Project Staffing : On demand by Employees

MPB Features Outcome based performance Matrix

Some standardization of Processes offerings

Major ownership not with employees

Contd

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HRM Systems Combined Features

Training Method: EmphasisInterpersonal,Analytical,Managerial and Technicalskills

Cross training Firm Size :Smaller ICI Group(Elitism) with a Larger

Infosys Technologies backing

Responsibility of Hiring and Recruitment mid way

between P2 & MPB Local Hiring

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HRM Policies : Culture Key Features

Alignment with Infosys Culture of High quality

Measurement of every aspect of Performance

Maintaining a sense of Humility

Outcome

Alignment of goals with Infosys Technologies

Support for 1-1-3 delivery modelAvoiding Project Leadership Conflicts with the

technlogy organization (Fork in the Road)

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HRM Policies : Recruitment Key Features

Top 10% Talent in lateral hiring

Recruiting from Infosys technologies

Diversity & Local Presence

Outcomes

Shortened Lifecycle of Solutions design toImplementation

Onsite Support

Cost Reduction

Supports the Global Delivery Model

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HRM Policies : PerformanceReview Key features

Individuals bid for projects and set the goals

Measurement of attainment of the targets and ClientSatisfaction

Peer Review Managing Work life balance

Outcomes

Improvement in Quality of Output

Value delivered to the shareholders of the Client

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HRM Policies : Compensation Key Features

Employed paid at higher end of Market rates

Bonus Structure linked to delivery of Client Values

Infosys Sales teams incentivized on ICI Business

Outcomes

Attracting top talent

Customer focused Evaluations Enables getting repeat business from existing

clients of Infosys technologies

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RecommendationsAggressive Hiring :

The ratio of 200/50000 employees of ICI/ITL is stillpretty low

Huge potential with large base of loyal ITL Clients

Focus on Indian Markets

Huge Potential in the Market

Understanding cultural context essential forConsulting: With large number of Indians asemployees this would be easier

Sales process can be easier

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Recommendations ICI Branding

Value focus vs. Cost focus

should set POD from Infosys Technologies (ITL)

Senior Consultants as Account Managers

Senior Consultants should be aligned to ITLaccounts to identify new business opportunities

Performance measurement not only on deliverablesbut acquired business

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Thank You !!!