Case Infosys
CASE: SM-151 DATE: 05/16/06
INFOSYS CONSULTING IN 2006: LEADING THE NEXT GENERATION OF BUSINESS AND INFORMATION TECHNOLOGY CONSULTING
There is no doubt in my mind that five years from now, the Infosys Consulting model will be the standard way of doing things where technology development is done off-site. We are one of the fastest growing IT consulting firms in the world. Our major bottlenecks right now are convincing clients to break with old habits and take a chance on a new, better model and recruiting the right people—top tier talent who understand our innovative approach and fit into our unique culture. —Steve Pratt, CEO, Infosys Consulting.
In January 2006, the five managing partners of Infosys Consulting (ICI), also known to the leadership of ICI’s parent company Infosys Technologies as “the dream team,” congregated at the St. Regis resort in Orange County, California for their first team meeting of the year. CEO and managing director Steve Pratt, COO and managing director Paul Cole, managing director Romil Bahl, managing director and founder Raj Joshi, and managing director Ming Tsai, (see Exhibit 1 for management bios) were all proud of how much the company had achieved since its inception in April 2004 as a wholly owned U.S. subsidiary of Infosys Technologies. The firm had more than 100 consulting engagements and had grown from its inception in April 2004 to over 200 employees in January 2006, achieving its two year recruiting target. It was also on plan for both its own revenue target and its target contribution to Infosys Technologies’ revenue through the third quarter of its second year of existence. Moreover, ICI’s managing partners were confident that the subsidiary had contributed to Infosys Technologies’ ranking in Wired magazine’s Top Ten Company list in May 2005 and high ratings from analysts in 2004 and 2005 (see Exhibit 2). However, the five managing partners saw several challenges ahead for ICI. Driven by Infosys Technologies’ COO Kris
INFOSYS CONSULTING IN 2006: LEADING THE NEXT GENERATION OF BUSINESS AND INFORMATION TECHNOLOGY CONSULTING
There is no doubt in my mind that five years from now, the Infosys Consulting model will be the standard way of doing things where technology development is done off-site. We are one of the fastest growing IT consulting firms in the world. Our major bottlenecks right now are convincing clients to break with old habits and take a chance on a new, better model and recruiting the right people—top tier talent who understand our innovative approach and fit into our unique culture. —Steve Pratt, CEO, Infosys Consulting.
In January 2006, the five managing partners of Infosys Consulting (ICI), also known to the leadership of ICI’s parent company Infosys Technologies as “the dream team,” congregated at the St. Regis resort in Orange County, California for their first team meeting of the year. CEO and managing director Steve Pratt, COO and managing director Paul Cole, managing director Romil Bahl, managing director and founder Raj Joshi, and managing director Ming Tsai, (see Exhibit 1 for management bios) were all proud of how much the company had achieved since its inception in April 2004 as a wholly owned U.S. subsidiary of Infosys Technologies. The firm had more than 100 consulting engagements and had grown from its inception in April 2004 to over 200 employees in January 2006, achieving its two year recruiting target. It was also on plan for both its own revenue target and its target contribution to Infosys Technologies’ revenue through the third quarter of its second year of existence. Moreover, ICI’s managing partners were confident that the subsidiary had contributed to Infosys Technologies’ ranking in Wired magazine’s Top Ten Company list in May 2005 and high ratings from analysts in 2004 and 2005 (see Exhibit 2). However, the five managing partners saw several challenges ahead for ICI. Driven by Infosys Technologies’ COO Kris