INFOSYS CONSULTING

Group 2
Amol Deherkar 040/46
Ankit Sukhija 052/46
Madhan Darwin 168/46
Overview of IT Services Industry
Early 1990s: BPO Work in India; largely conducted by
captive units of American Companies (GE etc.)
Late 1990s: Expansion of Indian IT companies like
Infosys by adding service lines. Leverage the benefits of
offshoring
2000s: Growth of Indian IT Services cos. And expansion
of global firms in India
Predominant model: Global Delivery; demand for end-to-
end services (business consulting, app. Development etc.)
Two different approaches: onshore US firms leveraging
offshore centers; offshore firms offering consulting
ICI Consulting Model
Mission and Objective:
Help clients become more competitive
Delivering high-quality business consulting and
disciplined technology implementation at extremely
competitive price
Help develop their employees into great leaders
Partners committed to “changing the rules of the
game within the consulting industry”
Creating a different model
The 1-1-3 Global Delivery Model
- 1 ICI onsite resource, 1 Infosys Tech onsite + 3
Infosys Tech offsite resources
- Integration of business consulting and technology
implementation lifecycle
- Training and knowledge of global delivery of
Infosys Technology’s onsite resource, a key
differentiating factor from competitors’ approaches
Different Model
Shortening the lifecycle of Solution Design to Implementation:
- Different approach to implementing technology for operational
improvements
- Looked at process requirements rather than functional
- Better identification of inefficiencies
- Real-time development by synergizing onsite and offshore
teams for design and s/w configuration
Cost Reduction:
- Blended rate of $100 per hour Vs. $175-225 for IBM etc
- Strong competitive barrier: structural challenges in replication
Different Model
Delivering Measurable Benefits:
- CMM Level 5 rating; exceeded highest quality level
by a factor of 20
- Focus on achieving measurable improvements in
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 work
performed by using elaborate client feedback
mechanism
Different Model
Building a unique culture
- Tradeoff between the ‘confident, assertive business
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 value created
Interpretive Scheme
Shades of both (especially HRM systems), but overall
structure more towards MPB type
External ownership (subsidiary of a corporate entity)
Consulting approach: services related to a particular
product (Business/IT consulting, and Not 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
Relationship with Infosys Tech.
Wholly owned US subsidiary
Autonomy to create its own culture, recruitment strategy,
organizational structure and compensation packages
Metrics established to measure the interface
Leveraged parent company to get client engagements
ICI included in service offerings of Infosys Tech.
“One Infy” program to enhance cultural integration
mechanisms like forums for employees to meet/learn
Improving internal collaborative mechanisms so that
clients see Infosys as one company
Relationship with Infosys Tech.
Initial tensions in the company on who would lead the
client relationship – resolved by “The Fork in the
Road” methodology
Allocation to the area that best served the client’s
situation
ICI also brought in new clients for Infosys Tech.
Active intervention by the senior management of
Infosys to review subsidiary’s performance
Relationship with ICI seen by Infosys as an opportunity
to transform culture and build a global brand over time
HRM Systems
Shades of both P2 & MPB Arch types
P2 Features
Focus on broad level of generic Skills
Selection based on Personal interactions similar to P2
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 …
HRM Systems
Combined Features
Training Method: Emphasis
Interpersonal,Analytical,Managerial and Technical skills
 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
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 model
Avoiding Project Leadership Conflicts with the
technlogy organization (Fork in the Road)
HRM Policies : Recruitment
Key Features
Top 10% Talent in lateral hiring
Recruiting from Infosys technologies
Diversity & Local Presence

Outcomes
Shortened Lifecycle of Solutions design to
Implementation
Onsite Support
Cost Reduction
Supports the Global Delivery Model
HRM Policies : Performance Review
Key features
Individuals bid for projects and set the goals
Measurement of attainment of the targets and Client
Satisfaction
Peer Review
Managing Work life balance

Outcomes
Improvement in Quality of Output
Value delivered to the shareholders of the Client
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
Recommendations
Aggressive Hiring :
The ratio of 200/50000 employees of ICI/ITL is still
pretty low
Huge potential with large base of loyal ITL Clients

Focus on Indian Markets

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
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 ITL accounts to
identify new business opportunities
Performance measurement not only on deliverables but
acquired business
Thank You !!!