Get to know Infosys
Infosys is a global leader in next-generation digital services and consulting, enabling clients in 46 countries to navigate their digital transformation.
With nearly four decades of experience in managing the systems and workings of global enterprises, Infosys expertly steer clients through their digital journey by enabling the enterprise with an AI-powered core that helps prioritize the execution of change.
They also empower the business with agile digital at scale to deliver unprecedented levels of performance and customer delight. Our always-on learning agenda drives their continuous improvement through building and transferring digital skills, expertise, and ideas from our innovation ecosystem.
History of Infosys
Established in 1981, Infosys is a NYSE listed global consulting and IT services company with more than 240k employees. It was conceived in 1981 in Pune by Narayan Murthy, Nandan Nilekani, N S Raghavan, S Gopalakrishnan, S D Shibulal, K Dinesh and Ashok Arora.
From a capital of US$250, the organization has grown to become a US$12.87 billion (Q2 FY21 revenues) company with a market capitalization of approximately US$73.87 billion.
Through a journey of 39 years, Infosys has catalyzed some of the major changes that have led to India's emergence as the global destination for software services talent. Infosys also pioneered the Global Delivery Model and became the first IT Company from India to be listed on NASDAQ. Their employee stock options program created some of India's first salaried millionaires.
The Challenges Infosys had to face
The constantly evolving market demands that ideas and knowledge be shared throughout the workforce much faster than legacy systems allow. Firms must be agile, creative and responsible with data.
People in their day job quickly lose interest with an operating system/platform that thinks about yesterday rather than planning for tomorrow. They want a self-service culture, instant feedback and quick solutions by tapping into knowledge reserves.
Infosys’ goal was to become a completely knowledge and data driven organization, with agility in its DNA so that it can quickly sense changing business needs and continuously evolve in response – in other words, become a Live Enterprise. But with over 200,000 employees, complex systems, and processes, this was a mammoth task, and Infosys has made a start.
The Birth of the Live Enterprise
When Nandan Nilekani (Infosys co-founder) rejoined Infosys as the Chairman of Infosys in 2017, he kickstarted the transformation of Infosys to be a Live Enterprise using the best practices and learnings from the work he had done in implementing Aadhar for 1.2+ Billion Indians and the India Stack, the unified software platform that is bringing presence-less, paperless, and cashless service delivery to India.
Infosys was a successful Indian firm from the beginning. Starting with economic liberalization in the early 1990s, we purposefully decided to transform into a global company. The alternative was to fade into the background or fade away entirely. A critical component of success is to know when to challenge yourself and go all out, whether it’s as an individual employee or the entire organization. As the world started moving away from the pre-cloud era to a cloud first, mobile first, AI centric era, at Infosys we realized it was time to reimagine our experience, processes and build a digital platform for the company to operate as a digital native.
A Live Enterprise—no matter the size—must also learn from potential competitors and adopt the best practices and features we see in rising Silicon Valley tech firms. Infosys and its more than 240,000 employees strive to match the speed and agility of startups, which have set the pace for business and innovation. If these efforts succeed, the result is a networked, collaborative organization with seamless teamwork as its most important goal. Then the best of the organization can be brought to every interaction with customers. Ideas are a fuel that can be found throughout a Live Enterprise.
True leaders are able to harness the collective ideas, insights, experience, and knowledge found in almost any organization. Those ideas, however, offer little value if they are trapped in bureaucracy and can’t reach escape velocity.
At Infosys, we created this idea of the Live Enterprise and applied it to ourselves first. Our clients need to know that we believe in what we advocate. We have accelerated our efforts to become a Live Enterprise but aren’t ready to congratulate ourselves yet. Live Enterprise is a path to travel, not a destination to reach. There is no endpoint where we become completely resilient, 100 percent agile, and perfectly intuitive. If we implement this strategy thoroughly, we will always be evolving into a new, better version of ourselves.
5.1 Infosys Strategic Objectives
Live Enterprise is our technology vision for future to help an incumbent enterprise (pre-cloud) to transform and operate as digital native. We started this transformation journey to accomplish 7 key objectives:
- Agility and Speed: 200k+ person strong organization to have the speed and agility of a start-up.
- Responsiveness: Increase the velocity of reaction and response to a rapidly changing external environment.
- Velocity of Ideas: Increase the velocity of ideas within to leverage the collective ideas, insights, experience and knowledge we have.
- Networked: Collaborative and seamless teamwork to ensure the best of the organization is brought into every interaction with the clients
- Competitive Advantage: Hugely differentiate and make this a source of competitive advantage.
- Extreme Automation: So our employees can focus on their customer, teams, and investing in their own learning.
- Walk the Talk: Implement what we are advocating to our customers and give them a glimpse of their possible future.
The Path to Digital Transformation
At Infosys we developed the Live Enterprise model to drive the transformation, as we found that the traditional operating model framework does not meet the requirements of a modern large, complex organization. To seek nonlinear change, we dismantled old operating models rather than supplemented them. We took a page from the agile play- book and focused on guiding principles over rigid structure. In a Live Enterprise Model, the organization is agile enough not to be constrained by specific models and metrics and is constantly evolving to better itself. In the true sense, it behaves like all living beings, which continually evolve in response to the world around them.
These objectives work in concert to accomplish four outcomes:
- Quantum organization. Agile organizational structure that drives collaboration, innovation, strategic alignment, and new culture across distributed interconnected teams.
- Perceptive experiences. Respond quickly, yet thoughtfully and scientifically, to opportunities to create valuable new employee and customer experiences.
- Responsive value chains. Repurpose, reimagine, and reengineer the value chain to see what is not there, what can be improved, or what can be eliminated to deliver exponential value.
- Intuitive decisions. Automate systems and activate intelligence so that routine decisions and responses can be acted upon with maxi- mum human intuition and minimum human intervention, so that humans can focus on higher order analysis and decisions not suited for machines..
These outcomes are made possible through four ingredients:
1
Hybrid talent
2
Design to evolve
3
Digital runway
4
