MURTHY’S MAN­DATE

Five things that Murthy needs to get fixed at In­fosys

India Today - - NATION -

1. Per­for­mance

In­fosys strug­gled in the past two years as large clients in the US and Europe slashed costs.

Murthy’s task Tar­get high- value ser­vices like busi­ness con­sult­ing for clients to bring in 40- 50 per cent of rev­enues.

2. Strat­egy

In­fosys 3.0 un­veiled in 2010, which saw con­sol­i­da­tion of all its ver­ti­cals into four ma­jor groups, was too fu­tur­is­tic.

Murthy’s task Strike a bal­ance be­tween new op­por­tu­ni­ties and the tra­di­tional busi­ness of ap­pli­ca­tions and main­te­nance.

3. Busi­ness ap­proach

While oth­ers fo­cused on pro­vid­ing in­fra­struc­ture ser­vices, In­fosys’s prime fo­cus re­mained on IT ap­pli­ca­tions and main­te­nance. It had an in­flex­i­ble ap­proach on prices.

Murthy’s task Fo­cus on higher value ser­vices and put more thrust on in­fra­struc­ture man­age­ment.

4. Man­age­ment

Did away with COO’s role in 2011, re­sult­ing in more bur­den on the CEO. The com­pany pol­icy of all founders get­ting a shot at the top post blocked pro­fes­sional tal­ent.

Murthy’s task Bring in new faces into op­er­a­tions and build a lead­er­ship pipe­line.

5. Em­ploy­ees

In­fosys is no longer the favourite of job as­pi­rants. A freeze on salaries in April 2012 irked its staff.

Murthy’s task Work his charisma to at­tract tal­ent; bring the top deck closer to the staff. Murthy used to min­gle with staff in­for­mally dur­ing lunch— a prac­tice not com­mon with other lead­ers.

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