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    Infosys Consulting

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    Saurabh Vicky
    This document provides an overview of Infosys Consulting (IC) and its relationship to Infosys Technologies Limited (ITL). It discusses ITL's rapid growth in revenue and employees. IC was formed to lead ITL's transformation business and operate in global consulting markets. IC has a separate structure from ITL to allow flexibility, while ITL relies on rigid processes. The document outlines plans for IC and ITL to continue utilizing ITL's technology capabilities and pursue organic growth through initiatives like talent sharing and leveraging existing ITL clients.

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    Infosys Consulting

    Uploaded by

    Saurabh Vicky
    206 views16 pages
    This document provides an overview of Infosys Consulting (IC) and its relationship to Infosys Technologies Limited (ITL). It discusses ITL's rapid growth in revenue and employees. IC was formed to lead ITL's transformation business and operate in global consulting markets. IC has a separate structure from ITL to allow flexibility, while ITL relies on rigid processes. The document outlines plans for IC and ITL to continue utilizing ITL's technology capabilities and pursue organic growth through initiatives like talent sharing and leveraging existing ITL clients.

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    This document provides an overview of Infosys Consulting (IC) and its relationship to Infosys Technologies Limited (ITL). It discusses ITL's rapid growth in revenue and employees. IC was formed to lead ITL's transformation business and operate in global consulting markets. IC has a separate structure from ITL to allow flexibility, while ITL relies on rigid processes. The document outlines plans for IC and ITL to continue utilizing ITL's technology capabilities and pursue organic growth through initiatives like talent sharing and leveraging existing ITL clients.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    206 views16 pages

    Infosys Consulting

    Uploaded by

    Saurabh Vicky
    This document provides an overview of Infosys Consulting (IC) and its relationship to Infosys Technologies Limited (ITL). It discusses ITL's rapid growth in revenue and employees. IC was formed to lead ITL's transformation business and operate in global consulting markets. IC has a separate structure from ITL to allow flexibility, while ITL relies on rigid processes. The document outlines plans for IC and ITL to continue utilizing ITL's technology capabilities and pursue organic growth through initiatives like talent sharing and leveraging existing ITL clients.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 16
    At a glance
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    The key takeaways are that Infosys Consulting was formed with the ambition to be more than just offshore software developers and focus on business transformation projects. Infosys Technologies focuses on application development and maintenance outsourcing engagements.

    The three primary horizontal businesses of Infosys are Transform, which is the primary focus of Infosys Consulting, Operate, which focuses on outsourcing engagements specific to IT application development and maintenance, and Innovate, which focuses on platforms and products.

    The four vertical industry units Infosys focuses on are Manufacturing (High Tech, A&D, process and auto), Financial Services (Banking, Capital Markets and Insurance), ECS (Energy, Comm., Services, Media and Utilities), and RCL (Retail, consumer packaged goods, Logistics and Life Sciences).

    INFOSYS CONSULTING

    Building Tomorrows Enterprise Group#2

    Agenda An ITL Perspective

    Infosys Consulting and Infosys Technologies


    Strategic Position Culture Organization Structure Why IT Consulting Market segment in Consulting Structure Future action plan for IC and ITL

    How well ITL doing?


    Growing extremely quickly Head Count + Revenue 2nd largest s/w exporter by revenue CAGR ~ 26% Hiring +30,000 people annually Trying to push into new areas & become trusted business transformation partner Extremely successful at building business among most valued technology programs
    ITL Revenue
    Employees

    2004 $1 Bn
    25,000

    2011 $6 Bn
    130,000

    ITL - Strategic Position

    3 primary horizontal businesses


    Transform primary focus of IC Operate Outsourcing engagements specific to IT application development & maintenance Innovate platforms & products that would enable ITL to use new avenue to serve clients

    Reorganization (2011)

    4 vertical industry units


    Manufacturing High Tech, A&D, process & auto Financial Services Banking, Capital Markets & Insurance ECS Energy, Comm., Services, Media & Utilities RCL Retail, consumer packaged goods, Logistics & Life Sciences

    ITL Culture

    +130,000 people Avg Age of 27yrs Indian origin All doing the same thing Rigid Standards & Processes & Tools & Taxonomy & so forth Lack of latitude & flexibility

    WHY Infosys Consulting?

    Formation of IC Ambition of founders to be more than just offshore software developers Transform identified as one of three key horizontal business IC conceived to lead transformation business IC also responsible to utilize operation infrastructure built by ITL Consulting market segment Not only limited to developed economies but extended to BRICS, Mexico etc Large segment ( Accenture ~ $23bn, IBM~56bn,TCS ~6.7bn

    Structure of Infosys Consulting

    A new subsidiary Different business entailed different needs Parent company ITL relied on rigid standards and processes while consulting business required flexibility and risk taking Need to build a culture from scratch which could not have been possible without a new business entity Managerial leeway required to manage different growth trajectory and focus on transformation business

    Future action plan for IC and ITL


    Continue with Value Realization Method Hiring the right candidate that understands market(business) as well as IT IC to play transformation part and ITL to play Technology roles Executive Steering committees Refinement Penetrate into Indian Market G-Local taste Huge Potential in the Market Understanding cultural context essential for Consulting: With large number of Indians as employees this would be easier Sales process can be easier IC to leverage the ITL existing clients and bring technology projects for ITL Infosys Sales teams to be incentivized on ICI Business Organic Growth Like IBM Job Rotation

    Appendix

    Proposed Hierarchy
    CXOs
    Escalation Level -4

    ITL
    Executive Sponsors - Partners

    IC
    Escalation Level -3

    ITL - Delivery Heads

    IC Sr. Partners, Partners

    Steering Committee
    ITL Account Managers, Delivery Managers, Business Manager, Strategic Architects

    Escalation Level -2

    IC Sr. Consultants
    Escalation Level -1

    Working Committee
    ITL Group Project Managers, Project Managers, Technology Leads, Architects

    IC Associate Consultants

    How IC supports or complicates ITL?

    Intersection of Roles Overlap on P&Ls Career Mobility Confusion in understanding Vision

    ITL Leadership says focus on customer value i.e business value through technology work IC Leadership says move the companys core value from customer delight to customer value even it is painful for the customer

    Appendix-1: Talent Map over 24,000 employees globally

    Appendix-2: Revenue Mix FY11

    Total Revenue('000 USD)


    120000000

    100000000

    80000000

    60000000

    40000000

    20000000

    0 2010 2009

    Accenture 23094078 23170968

    IBM 99870000 95758000

    TCS 6669400 5331700

    Wipro 6058000 5063000

    Infosys 4804000 4663000

    2010

    2009

    Appendix-3: VRM

    Appendix

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