Will Infosys Consulting be able to change the “rules of the game” in the consulting industry?
ICI’s new rules of the game (1-1-3 model)
Infosys consulting has come up with an innovative way of performing business process consulting operations. They are calling their model as 1-1-3 model based on the allocation of resources for particular project. This model could be summarized in the below diagram with the significance of the new approach highlighted in the purple callout (case p9):
The value of this model comes from allotment of the task between onsite and offshore teams and hence making the most of the time differences and wage differenced to accomplish maximum work at minimum cost and time. The differentiating factors of this
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Additionally due to frequent client interaction and innovative employee reward program tied to value addition for client had ended up in being both client and employee more satisfied with ICI. So eventually all the companies in business process consulting will have to change their operations to this model to remain competitive. So, Infosys consulting is certainly in the process of changing the rules of the game in consulting industry.
Advantages and disadvantages of the model and base in India
Advantages:
Infosys, having based in India, has effectively capitalized on institutional voids in factor market (HBR article 9-703-431) in this model by:
• Exploiting its understanding of variable talent pool in India and using them effectively for providing world class software solutions
• Exploiting its experience in onsite-offshore model software development process
• Effectively applying the matrix quality measurement structure to this model to measure the performance of every deliverable and hence increasing the quality of product with each project
Clearly Infosys is able to exploit its position of base in India. Apart from the capitalizing on institutional voids in factor market of India, Infosys has gained additional advantages of the geographical locations of its base. 1-1-3 model can effectively work day and night due to time difference between US and India. Having design team (ICI
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As the new CIO of Volkswagen of America (VWoA), Dr. Uwe Matulovic brings an impressive resume that includes ample experience in aligning business process management (BPM), business process re-engineering (BPR) and the insights necessary to create the Business Process Technology Organization (BPTO). As the IT projects within VWoA have lacked governance and are facing a severe budget shortfall of $150M, Dr. Matulovic has a formidable challenge. He must first align all existing IT projects to strategic initiatives, which is the essence of effective IT governance (Huang, Zmud, Price, 2010) and then he must define processes to stabilize these strategies yet ensure integration still occurs at the process and system level (Korac-Kakabadse, Kakabadse, 2001). All of these factors need to be taken into account as VWoA is evaluating up to 22 new models with will have an exponential, nearly chaotic impact on their existing IT systems and their ability to respond. Further, the VWoA business has continued to suffer from a lack of unified focus of IT spending to overall strategic initiatives. This lack of governance has created a process of defining IT priorities more defined by the persuasive ability of managers, their ability to build compelling Return on Investment (ROI) arguments, and
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While this is a good opportunity to build a business and has a lot of potential Ralph has hired an Enterprise Architecture Consultant to provide a solid Business Model which will allow for more consistency and will provide a foundation for more growth in the market. The Consultant will research the company, how it currently operates and will identify areas where business process standardization would provide benefits to the organization.
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