Infosys Technologies : Software Outsourcing Market

As a part of “$1 billion revenues by 2014”, the success of this initiative progrom great depended on the knowledge management function. KM would help in the ideation process and would provide critical IT systems support through Neuron. According to the process of the “5*50” initiative program, the KM function would alter its roles and responsibilities in following fields：

No Sacred Cow. Infosys pursues the strategy called “Renew and New” to reinvent itself times to times. They start with renewing the core businesses to adapt to the demand and advance in technology and innovations. The delivery organization is restructured to give more and clearer accountability for the customers. . At the same time, Infosys tries to create new and differentiated solutions and services to widen their offer portfolios. Using this strategy, Infosys wants to build a deep client relationship with their existing major customers and establish more global

This study elicits examination of project management methodologies, to be addressed by the Information Systems division of a large construction company and consultancy, heretofore referred to as Constructive, its figurative name. Constructive's chief information officer and other executive team members, all of whom work at corporate headquarters, requested that the Business Intelligence department of its Information Systems division streamline and interconnect client, contractor, vendor, and internal enterprise data through a software information management system (IMS). This request entails IMS accessibility by Constructive's corporate divisions: Construction, Operations Management, Design & Engineering, [Procurement, Logistics, & Purchasing], [Quality Assurance: Material Science, Structural Integrity], Business Development & Sales, Marketing, Finance, Human Resources, Legal, Environmental

In case of many past acquisitions, Infosys oversaw the need for a transparent communication and inclusion of its employees during the acquisition announcement and smooth integration which is evident from the surprises that its employees faced with acquisitions before Panaya in terms of announcements made on public media first instead of in-house and in terms of integration steps.

Indian companies have finally woken up from their slumber to take cognizance of the stark correlation between managing their succession plan and their financial turnover.

In the past few years, although outsourcing has been seen as a common method used to achieve a successful business, many literatures on Information System still believe that most of the software could be better off build in-house and this can also be supported with the fact that there are evidences of organisations that took a significant damage from outsourcing. Therefore, whether or not a company should outsource part of their projects, it all depends on how the organisation manages its outsourcing system. This paper is going to examine a little bit of outsourcing challenges, outsourcing management processes and as well as the better ways to obtain full benefits from outsourcing.

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

The solution for Infosys’ performance improvement is to move up the “value chain” of software development in order to remain competitive on a global basis. Refer to Exhibit 6, the company plans to move up from software development to project management with higher margin. To implement this strategy

Infosys was established in 1981 by N.R. Narayana Murthy, Nandanneilkani, N.S Raghavan, S. Gopalkrishanan, S.D Shibulal, K.Dinesh and Ashok Arora. It is India's second biggest IT organization by piece of the overall industry on the grounds that the TCS is the first biggest organization. The head quarter of this organization is in Bangalore, Karnataka. As of now, the head of Infosys is N.D Shibulal. Fundamentally, it has 29 advancement focuses and business locales in distinctive nations, for example, in India, US, China, Australia, UK, Canada, Japan and numerous different nations. Infosys Innovations is a billion dollar organization with in excess of 58,000 overall and is evaluated as the best manager in India. Infosys works in various areas as it gets 37% yearly funds from fiscal divisions and 63% from different parts and its administrations have a tendency to include end-to-end IT results. The organization is utilizing its worldwide Conveyance Model (GDM) to finish their assignments under the time period and diminish costs as GDM has been viewed as a pioneer of conveying the IT Projects in 2006, It built the Infosys consulting (ICI) to build its piece of the pie and expansion the execution. At origin, the firm had 120 counseling engagements and it had more than 200 representatives by 2006. The organization gives counseling and IT administrations to

Knowledge Management is a tool that uses internet technologies to put large amounts of data online using a company’s intranet. This set up creates a central depository of a company’s information. This gives all employees within a company access to the vast wealth of knowledge a company has created. This knowledge can consist of many different types of information. Some examples are client knowledge, knowledge of process, knowledge in the memory of the firm, knowledge from relationships, and physical knowledge (Knowledge Management, 2007, February). A company can use this information for many purposes. The knowledge can be used for consistency, authority, empowerment, a single source of truth, or storage clarity (Musico, C. 2012,

Susan Brock (2003) supports that as the data into valuable corporate information has become more viable through information technologies, the application of IT based projects has risen too (Susan Brock, 2003). The organisations use Information System Projects for either updating, or either upgrading or changing the existing system in order to meet users or customers’ requirements.

3. Knowledge of the code throughout the organization is essential to its implementation: in particular, employees of the firm and its subcontractors and suppliers must know of the contents

Presently, knowledge is being recognized as one of the significant assets for Information Technology (IT) organizations particularly, project knowledge. The Organization will lose project knowledge when a key employee leaves during project or after a project. This problem leads IT organization to develop effective solutions for capturing, transferring and disseminating individual employee’s knowledge (Suresh and Egbu, 2012). Projects are defined as temporary operation, non-routine endeavors limited by scope of time, cost, quality and resources. It is undertaken to create a unique result in order to design to meets business case (PMBOK, 2013). So, during the project timeframe new knowledge will be produced, including technical knowledge and project knowledge. According to Hanisch et al. (2009), knowledge comes from learning processes that are processed and developed individually in human brain. It refers to the set of experiences, skills, circumstantial information, and methodologies that are applied to deal with problems. Project knowledge is referred to knowledge within and about project. It describes an overview landscape of a project (Frey et al., 2009). In a project-based environment, knowledge is embedded in the scope definition, project documents, final report, conferencing documents and procedure of controls,

In today’s technologically advanced world of computers, computer and data corporations are in extremely high demand. With billions of computer and data tech systems worldwide, the amount of customers and potential customers are boundless, as fully realized by the Raju brothers in 1987. Seeking to take advantage of the rapidly emerging tech market, Rama Raju and Ramalinga Raju, incorporated a private limited company titled Satyam Computer Services Ltd., on June 24th 1987. Embarking off on a business venture, with just 20 employees, the Raju brothers begin selling software development and consultancy services to large corporations. Located in Hyderabad, India, which is the state capital of Telangana and a beehive for technology, Satyam begin

This factor plays a big role in all organisations that use KM because of their characteristics such as size, many business divisions, mergers, acquisitions, and global presence. Because of the size of Infosys, the organisation needs to be able to capture and use the knowledge detained by the knowledge workers spread around the world. Beside the Bangalore's headquarter, Infosys worldwide sales headquarters were in Fremont, California, and it had branch sales offices in Atlanta, Bangalore, Boston, Chennai, Chicago, Dallas, Detroit, Frankfurt, London, Los Angeles, Mumbai (formerly Bombay), New Delhi, New York, Seattle, Tokyo, and Toronto (Narayana Murthy, 1999) . Infosys need a tool that will enable access to its recourses by all its members.