ORGANIZATION CHANGE MANAGEMENT (OCM)

The Change Management (CM) Group, which is a part of the Enterprise Transformation Services, assists
organizations to plan, lead & manage human side of implementing strategic change. We help our clients to create
an environment of successful change.

We partner with clients to design and implement change strategies and actions that are proactive and real-time
and facilitate quick realization of business objectives. We provide systematic architecture for leading and
managing change based on scientific change management principles. We work to build the clients capabilities to
lead and manage change in the short-term and sustain the change in the long-term.
Case for Change
A survey of Fortune 500 executives revealed that 67% ERP implementation did not realize its full process and
systems benefits due to failure to address change Management issues.

As per Gartner - Enterprises that fail to prepare and support their workforces for major and continuing
organizational change will miss business objectives by at least 30% and will experience turnover rates of at least
20% annually for their key knowledge and leadership workers.

Many other studies also have revealed this.

A very common theme among these failures is a lack of understanding of the power of the collective human
system to obstruct the progress of initiatives. The result has been to reinforce fear, defensiveness, and cynicism
among employees toward change efforts. Over the long haul, a failure of change means that business strategies
are not accomplished; resistance to change increases and the organization's survival is threatened.

The success or failure of any change initiatives depends on not only the business demand, strategic decision of
top management but on attitudes, values, perception, beliefs of the people and their active participation. In
change process human aspects play a crucial role in ensuring the change really happen.

Our Change Management Track is very comprehensive. In Large Scale Change ERP Implementations such as
SAP R/3, Oracle 11i, Outsourcing, Business Process Reengineering (BPR), Mergers and Acquisitions (M&A); it
runs parallel to the Large Scale Change Implementation Track.

We generally recommend Change Management Interventions for Technology Solutions / Large Scale Change
Implementation with initiatives spread across the project duration. The entire change management track is
generally recommended in three clear phases:
Pre-Implementation
Implementation
Post-Implementation
Change Management Methodology


HCL has a proven capability with Global Companies in managing their Change initiatives. Our Methodology is
extremely Comprehensive and Real Time in nature of execution.
Preparation - Understanding the Organization and the Change Initiative
Building Foundation & Leveraging Commitment - A comprehensive set of interventions to ensure a buy
in from all levels of the organization. This buy in begins with the Leadership Engagement and follows with
the Change Management Network set up within the organization by informal leader cutting across the
hierarchies and functional silos.
Building Change Management and System Competency - Building the capability of the organization to
handle change, through formal and informal training and communication. The interventions also involve
support to the Technical Training on the new system.
Performance Management & Resource Deployment - Assistance in setting up performance parameters
to ensure productivity in new business scenario as well as ensure strategic staff redeployment (if any) and
key performer's retention.
Real Time Change Strategy - A dynamic Change Strategy with regular inputs from CM Network, surveys
and business analysis with subject matter experts (SME's).
Communication Track - A systematic and dynamic communication track to keep the organization well
informed about the aspects of the project and the change.
Sustenance Track and Post Implementation Sustenance - A series of interventions to sustain the
Change Initiative and the Change itself; during and after the Initiative.
Best Practices
CM approach customized to the nature of the project and prevailing organizational context
Early identification and timely involvement of various stakeholders across the organization
Periodic risk assignment and careful diagnosis of real time inputs
Continuous feedback mechanism for proactive course correction
Involving stakeholders & taking their inputs before drawing exhaustive communication plan
Handholding exercises with stakeholders for smooth transition
Mechanism for post implementation sustenance
Service Offerings
We provide change management consulting in:
Any large scale IT implementation
E Governance
Business Process Re-engineering
Mergers & Acquisitions
Business Process Outsourcing
Benefits to Client
Smooth Transition
Employee Morale intact
Employee skilled & ready
Retention of key performers
Quick attainment of business objective
Synergistic Relationship
INNOVATION AT HCL
At HCL, the Employees First Customer Second philosophy has empowered and enabled employees to create
value for customers every single day. But what does value mean to HCL? And most importantly what does it
mean to HCLs customers. Real value is born out of innovation. Innovation that helps a customer solve a clear
business problem, or introduces a new way of doing business, or gives birth to ideas that create competitive
differentiation, are just some examples of transformational value.
At HCL our employees are at the heart of innovation. By channelizing the energies of 90000 employees, and
transferring the ownership of change to their hands, we see innovation happening at every corner of HCL. By
giving them the right tools, and creating the right culture, HCL has enabled employees to collaborate,
communicate and innovate freely across teams and across boundaries.
Here are just a few examples of innovative ideas and solutions that have been inspired and developed by
employees at HCL:
Value portal and MAD JAM: Unraveling transformational ideas within the organization
Wikiportal and Arkmedes: Knowledge creation and sharing across boundaries
Meme: Revolutionizing collaboration and networking at the workplace
ision, Mission & Values
Our Vision
To be a globally preferred business process transformation partner for our clients,
creating value in their business through innovative outsourcing solutions.
Our Mission
To Make Our Customers More Competitive
Our Values
HGS has evolved the following set of Seven Values that inspire and energize every employee of the Company
and its subsidiaries:
Customer Focus
Our customer is in the centre of whatever we do. We listen to our customers - anticipate their needs and
consistently meet and exceed their expectations. We create value in partnership with them.
Total Quality
We are passionate about quality. We believe in continuous improvements through innovation, process
improvement and team work.
People Empowerment
We encourage employees to take risk and ownership for all their actions, take pride in their achievements and
celebrate small success.
Integrity
We act ethically, honestly and with transparency. Honesty is the cornerstone in all our dealings, be it with our
employees, customers, suppliers, partners, shareholders, the communities we serve or the Government.
Global Mindset
We think globally and the world is our stage to play in. In all our operating geographies, we respect cultural
diversity and provide equal opportunities for all of our employees to voice their opinions, to learn, to contribute,
and to grow.
Pride in Execution
Our work is our passion. We deliver consistently superior business results by excelling in whatever we do for our
clients.
Sustained Growth
We are driven to grow our businesses rapidly and profitably to create value for all our stakeholders, which
comprise the shareholders, customers, employees, and the society as a whole.

1. Indias best managedcompany Business Todayand AT Kearney Indias most
admiredcompany Business Week Role model in corporategovernance Forbes Worlds most
respectedcompanies FT Amongst the 40companies that arereshaping the globaleconomy -
WIRED MagazineGlobal Most AdmiredKnowledge Enterprise(MAKE) Hall of Fame
2. Background Of The Company Founded in 1981 By Shri N.R Narayana Murthi and six of
hiscolleagues Now on its client list are a number of Fortune 500 companies First Indian
company listed on the NASDAQ Infosys has a global footprint with 65 offices and
74development centers in US, India, China, Australia, Japan,Middle East, UK, Germany, France,
Switzerland, Netherlands,Poland, Canada and many other countries. Infosys and its subsidiaries
have 149,994 employees as onMarch 31, 2012. Infosys takes pride in building strategic long-
term clientrelationships. 97.8% of our revenues come from existingcustomers
3. Vision, Mission and Values Vision"We will be a globally respected corporation."
Mission"Strategic Partnerships for Building TomorrowsEnterprise." Client Value: To surpass
client expectations consistently Leadership by Example: To set standards in our businessand
transactions and be an exemplar for the industryand ourselves Integrity and Transparency: To
be ethical, sincere andopen in all our transactions Fairness: To be objective and transaction-
oriented, andthereby earn trust and respect
4. Milestones Infosys is established by N. R. Narayana Murthy and six engineers inPune, India,
with an initial capital of US$ 250 (1981) Signs up its first client, Data Basics Corporation, in New
York Opens first international office in Boston, US (1987) Acquires ISO 9001 (1993) Moves
corporate headquarters to Electronic City, Bangalore (1994) Opens first European office in the
UK and global development centersat Toronto and Mangalore (1995) Opens an office in
Toronto, Canada Infosys is assessed at CMM Level 4 (1997) Touches revenues of US$ 100
million. Listed on NASDAQ Infosys becomes the 21st company in the world to achieve a
CMMLevel 5 certification Opens offices in Germany, Sweden, Belgium, Australia, and
twodevelopment centers in the US Infosys Business Consulting Services is launched (1999)
5. Milestones 2000 Touches revenues of US$ 200 million Opens offices in France and Hong
Kong, a global development center inCanada and UK, and three development centers in the US
Re-launches Banks 2000, the universal banking solution from Infosys, asFinacle 2001
Touches revenues of US$ 400 million. Opens offices in UAE and Argentina,and a development
center in Japan N. R. Narayana Murthy is rated among Time Magazine/CNNs 25 mostinfluential
businessmen in the world 2002 Touches revenues of US$ 500 million Nandan M. Nilekani
takes over as CEO from N.R. Narayana Murthy, who isappointed Chairman and Chief Mentor
Opens offices in the Netherlands, Singapore and Switzerland
6. Milestones 2003 Establishes subsidiaries in China and Australia Sets up a development center
in Thiruvananthapuram 2006 Infosys celebrates 25 years. Revenues cross US$ 2 billion.
Employees growto 50,000+ N. R. Narayana Murthy retires from the services of the company
onturning 60. The Board of Directors appoints him as an Additional Director.He continues as
Chairman and Chief Mentor of Infosys 2007 Infosys crosses revenues of US$ 3 billion.
Employees grow to over 70,000+ Kris Gopalakrishnan, COO, takes over as CEO. Nandan M.
Nilekani isappointed Co-Chairman of the Board of Directors 2010 Infosys crosses the US$ 5
billion revenue mark Employee strength grows to over 100,000 2011 N. R. Narayana Murthy
hands over chairmanship to K V Kamath Infosys crosses US$ 6 billion revenue mark, employee
strength grows toover 130,000
7. Services Offered Aerospace & Defense Airlines Automotive Communication Services
Consumer Packaged Goods Education Energy Financial Services Healthcare High-Tech
Hospitality and Leisure Industrial Manufacturing Life Sciences Logistics and Distribution
Media & Entertainment Publishing
8. Growth The turnover of the company has steadily increased It grossed more than Rs 31,250
crores by March 2012
9. Growth
10. Revenue Break Up
11. The Infosys Strategy Global Delivery Model
12. The Infosys Strategy Global Delivery Model Projects are divided into components and
areexecuted independently and concurrently at clientsite and partly at the development centers
The components are then integrated into highquality robust solutions. Development centers that
are spread acrossdifferent countries allow Infosys to leverage timezones. ie . It can have 24 hour
workdays. By this model project managers are ensured of totalcontrol .
13. Strategic Alliances
14. SWOT ANALYSISStrength Proven Global delivery model Commitment to superior quality and
processexecution Strong Brand and Long-Standing ClientRelationships Status as an employer
of choice Innovation and leadershipWeakness Excessive dependence on US for revenues 67
% ofrevenues from USAWeak player in domestic market. Only 1 % ofrevenues from India low
as compared to peersLow R & D spending as compared to global ITcompanies only 1.3 % of
total revenuesOpportunity Domestic market set to grow by 20%. Expanding into new
geographies Europe, MiddleEast, etc Infosys is cash rich - Acquiring companies to
increaseexpertise in Consultancy, KPO and packageimplementation capabilities Opening offices
and development centers in costadvantage countries.Threats The economic environment,
pricing pressure andrising wages in India and overseas Intense competition in the market for
technologyservices could affect cost advantages. High dependency on a small number of
clients, andthe loss of any one of the major clients couldsignificantly impact business. Currency
fluctuations
15. GENERIC STRATEGIES To maintain low-cost advantage they have opened offices inCzech
Republic, Mauritius, Poland, Philippines, Thailand andMexico. Invested in developing training
centers. Improved quality capabilities CMM level 5i company. Low cost Global delivery 24/7
Model Focus on quality, customer relationship management, timely-delivery.
16. Result of strategy: Likely to yield good result.Recommendation: Since these are fast
developing IT market, Infosys needsa paradigm shift in focus from US and EU markets to these
markets.Current Product: BPO, KPO, consultancy services (in BFSI, manufacturingand retail)
and software products (financial products).New Market: India, Middle-east and
AustraliaMARKET DEVELOPMENT STRATEGY:Result of strategy: Unlikely to yield good
resultsRecommendation: As most large clients in US and Europe are cutting costs,Infosys
needs to be more aggressive on cost and quality front.Current Products: BPO, KPO,
consultancy services (in BFSI, manufacturingand retail) and software products (financial
products).Current Markets: USA and EuropeMARKET PENETRATION STRATEGY:GRAND
STRATEGIES
17. PRODUCT DEVELOPMENT STRATEGY Current Market: USA and Europe New Product:
Consultancy and package implementationservices in relatively growing sectors esp. healthcare,
lifesciences and aviation sector, and KPO services. Recommendation: Concentrate on building
expertise in thesedomains by strategic acquisitions. Result of Strategy: Likely to have good
result.
18. DIVERSIFICATION: New Market: India, Middle-east and Australia New product: Consultancy
and package implementationservices in relatively growing sectors esp. healthcare, lifesciences
and aviation sector, and KPO services. Recommendation: Changing Brand image from low
valueservice provider to high value service provider. Result of Strategy: Difficult to achieve
overnight (possible inlong term)
19. The primary purpose of corporate leadership is tocreate wealth legally and ethically N. R.
Narayana MurthyChairman of the Board and Chief Mentor