Infosys Technologies Ltd.: Improving Organizational Knowledge Flows

Knowledge is being discussed as one of the most important organizational resources. But these resources exist in specialized pockets dispersed across the organization, and dedicated knowledge management (KM) programs are required to improve their flow. However, high failure rates of such programs raise serious doubts about their ability to improve knowledge flows. This case traces the KM program of Infosys Technologies, Ltd – a Global Most Admired Knowledge Enterprise. The case describes how, in 1999, Infosys’ top management detected a severe lack of organizational knowledge flows while implementing a program aimed at continuously improving their core business processes. A more detailed examination exposed that the lack of knowledge flows stifled the effectiveness of their organizational structure and their business model. Alarmed by these critical findings, Infosys initiated their KM program. A five-stage knowledge maturity model (KMM) was conceptualized to aid KM implementation. With people, processes, and technology as the three pillars of Infosys’ KM program, KMM identified specific capabilities Infosys needed to develop in each of the five levels. Things worked fine till 2004 when Infosys began moving towards KMM Level 4, which required developing clear metrics to measure KM effectiveness, that is, improvements in knowledge flow. In the absence of such metrics, Infosys’ Board of Directors started questioning company's financial investment in the KM program. The CEO, who championed the KM program, knew that he faced two key challenges – to convince the Board of future revenue prospects of the KM program, and to identify metrics for assessing improvements in organizational knowledge flows

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Infosys Technologies: Improving Organizational Knowledge Flow

Nandan Nilekani, the chief executive officer (CEO) of Infosys Technologies (Infosys), sat at his desk at the company’s headquarters in Bangalore, India, reading an email from one of his account managers in his North American operations. The manager, Vivek Pradhan, had just landed a project with a major Detroit automobile manufacturer, and was commenting to Nandan on how instrumental the company’s knowledge management (KM) program was in his securing the project. Vivek told Nandan that his client had given him 48 hours to develop a pre-proposal on upgrading its nationwide sales and order operations. He added that his technical team had never seen such a project. Vivek felt he could never meet his pre-proposal deadline, but that evening he received an email from Nandan announcing the launch of a new Domain Competency Group (DCG) as part of the company’s nascent knowledge management (KM) initiative. As stated in the email: DCG would serve as a centralized think-tank to provide round-the-clock knowledge support on various industrial domains to our practice units around the world. Vivek further explained that a quick call to the DCG contact number helped him locate a similar project completed for a German automotive company. He was sent the necessary materials, including a client presentation, which proved very similar to what his client had in mind. After reading the email, Nandan sat back in his chair feeling quite pleased at the success of the five-year-old KM program. Infosys’ KM implementation was guided by the KM Maturity Model (KMM) (see Exhibit 1). 2 Infosys was currently working towards attaining the fourth level of KM maturity. However, one requirement was seriously lacking and would impede progress to the next level: Infosys did not have robust metrics for assessing productivity benefits of the KM program

Overcoming Managerial Challenges to Realize Growth Spurts: Insights from Cases of Three Enterprises

Organizations face several managerial challenges during their growth period. Growth spurts are realized when organizations overcome these challenges. Though the literature is full of studies on the enterprise growth, the knowledge about how these challenges facilitate or hinder growth is limited. We conceptualize and explain five challenges faced by an enterprise along its growth trajectory. For evidence, we then look at history of three organizations from different sectors and trace their strategies to overcome the challenges faced by them. The firm and the environment interact and make certain strategic choices, which in turn results in growth spurts in the organization. We draw insights from their growth stories and discuss the different strategies and interactions between the firm and the environment.

Metamorphosis of Entrepreneurial Ventures: A Holistic Paradigm from Two Tales

Some entrepreneurial ventures grow into large organizations within a relatively short duration. These startups rapidly increase their scale and scope to turn into matured organizations. Though the literature is replete with such examples, there is no explanation for such a phenomenon. Also, nothing has been said about the role of the environment in metamorphosis of such ventures. We look at two global organizations and explain their metamorphosis. We arrive at four dynamic stages through which an entrepreneurial venture grows: prime pillar formation stage, scale catapult stage, scope enlargement stage, and maturity stage. We also explain the different roles played by the firm and the environment during each stage, the interactions between each of these roles, and the dominant strategic process underlying in each stage.

An Empirical Research on Impact of HRD Climate on Infosys Pune

In current scenario of ever changing surroundings IT sector is an emergent and mounting solitary. IT sector being a part Service industry is extreme lyreliant on the proficiencies and enthusiasm of recruits. Thus it’s momentous to investigate Human Resource Development which is comprised of two elements i.e., climate and culture of such organizations. The current research is an attempt to identify the HRD-climate practices in Infosys Pune. The investigator has used standardized planned opinionaire together information from the 50 employees of Infosys opinionaire.The information collected was analyzed by applying Factor analysis, Friedmen-test, one-way anova, Correlations and mean score. The main aim of present research was to examine the temperament of HRD-climate in Infosys and identify the factors conducive towards HRD-climate. Here researcher makes an effort to pull out notable HRD-Climate components derived from the inter-relationship of variables of HRD-Climate. Based on belief of Infosys employee’s influence of HRD components is measured. The result of the study involves 50 respondents from Infosys. The correlation analysis it has been observed that all three components HRD Mechanisms, General climate and OCTAPACE Culture are highly correlated to each other the value of r is lies 0.687 to 0.834, which highlights that deviation in single component will have strong influence on other two components. HRD-mechanisms is the top influencing element with mean score of 2.14. On account of overall result research determines that employees are motivated in their organisation, there is high level of team spirit and employees are encouraged to bring creative ideas and are supported by top management of organisation

Globalisation and Outsourcing: Confronting New Human Resource Challenges in India’s Business Process Outsourcing Industry

In this article, we argue that the rapid growth of the outsourcing industry has resulted in both high turnover and labour shortages and at the same time provided employment opportunities to a new group of employees: young upwardly mobile college graduates. We argue that this particular demographic profile is prone to high turnover and presents new managerial challenges. We then examine the variety of recruitment and retention strategies that companies in the business process outsourcing industry are experimenting with and show that many novel HR strategies are being crafted to address the needs of this young middle-class workforce. We also examine macro efforts by state and central governments and the industry association to help resolve some of these problems

Major Indian ICT firms and their approaches towards achieving quality

Of the three basic theories of innovation: the entrepreneur theory, the technology-economics theory and the strategic theory, the third one seems to be highly appropriate for the analysis of recent growth of the information and communication technology (ICT) industry in many developing countries including India. The central measure for achieving quality by the various major Indian ICT firms is widely agreed to have been the adoption of Six Sigma Methodology and various other approaches like Total Quality Management (TQM), Supply Chain Management (SCM), Customer Relationship Management (CRM), etc. It is apparent that the main objective of the firms chosen has been to increase the pace of innovation activities, irrespective of their different areas of product specialisation. Its success also depends largely on the overall improvement in infrastructure, besides active market interaction. To enable both the above, a brief highlight on the establishment of interaction and learning sites (ILSs) in every regional State in India comes to the foreground. The chapter concludes with a mention of the elements observed to be missing among the firms under consideration, and, thereby, delineating the scope for their further improvement.

Protection of intellectual property rights an Indian perspective

The objective of this paper is to provide an overview of the Indian Innovation System, IPR system and other related activities such as Judicial System, Enforcement System, and Academic Institutions etc. The paper is based on the existing data and relates those data and results to the India’s Intellectual Property Rights System, Innovation, Research and Development. This paper focus on the recent reforms in IPR laws to achieve a legal framework for protecting IPR that is comparable to that of most developed nations. As a part Information Technology, three major IT organizations focus on innovation and research discussed in addition to an overview about major multinational companies’ research initiatives in India