What were the threats for the InfoSys before they entered the "Building Tomorrow's Enterprise" phase?
List opportunities that existed on a market for the InfoSys back then?
Was the industry concentrated or fragmented? Consider concentrated industry to be compiled of a small number of strong players in the industry that determine its major moves; and fragmented industry - compiled of a large number of small companies Strategic analysis
What international business strategy (global, transnational, international or multinational) have they used for they intensive growth? Explain.
What international business strategy they are planning to use for the "Building Tomorrow's Enterprise" phase?
Explain Internal analysis:
What are the strengths of InfoSys?
Does it have a distinctive competency? If so is it imitable?
What are its weaknesses?
On April 30, 2011, with the end of an era fast approaching, Infosys announced the management team that would assume control of Infosys with the retirement of one of its iconic founders, Board Chairman Narayana Murthy. Referring to the August 21 departure of Murthy, The Economic Times noted:
Thirty years after he and his six friends pooled in a few hundred dollars to set up the now iconic Infosys, N. R. Narayana Murthy is getting ready to leave the boardroom of the country's second largest software firm. The departure of Murthy-often referred to as the father of India's booming IT sector-as Chairman in August will mark the end of an era, that not only saw the stunning growth of Infosys but also sparked an outsourcing revolution worldwide....Serving as the company's Chairman
and Chief Mentor since 2006, Murthy's retirement comes at a time when Infosys is wrestling with the need for a dynamic leadership to tide over tough business conditions, and increasingly competitive environment at home and abroad. 1
The company named K. V. Kamath, a former managing director and CEO of India's largest private bank as chairman of the board, while the existing CEO and a fellow co-founder S. Gopalakrishnan was named co-chairman. Infosys's COO (and co-founder) S. D. Shibulal assumed the role of CEO. Concurrently, the company announced that it would change its name from Infosys Technologies to Infosys, Ltd. In the months prior to the announcement, T. V. Mohandas Pai, the company's HR director (and board member), announced his departure from the firm. In a separate development, it was announced that the former head of sales, Basab Pradhan, who had departed in 2005, would be returning to Infosys.
Clearly change was in the air. Shibulal indicated that the company was "moving into its third chapter-where the first was about global delivery models and the second was about developing verticals, Infosys 3.0 was about innovation and consolidation."2 In March 2011 Infosys had announced a "restrategizing" of its business, centered on helping clients to "build tomorrow's enterprise" by becoming strategic partners with its customers. Their partnering initiative was metaphorical of the increasing responsibility that Infosys was assuming for creating business transformation for its clients. In order to build such value for its customers (and continue its phenomenal growth rate), Infosys faced continual challenges concerning how best to develop its employees' capabilities in order to build the corporate resources that would make the firm a desirable strategic partner....