Road map to excellence- Infosys Example

8/7/2019 Road map to excellence- Infosys Example

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Presented ByPresented By--

SwatiSwati SinhaSinha

(2007(2007--2010)2010)


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EXCELLENCE

STRATEGY SUSTENANCE

STRUCTURE STYLE

SYSTEM SKILLS

S. VALUES STAFF


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|DO NOT GO WHERE THE|DO NOT GO WHERE THEPATHPATH

MAY LEAD, GO INSTEADMAY LEAD, GO INSTEADWHERE THERE IS NOWHERE THERE IS NO

PATHPATH

ANDAND

LEAVE A TRAIL.}LEAVE A TRAIL.}

--RALPH WALDORALPH WALDO

EMERSONEMERSON


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STYLESTYLE is one of the seven leversis one of the seven leverswhich top managers can use towhich top managers can use to

bring about organizational change.bring about organizational change.Organizations differ from eachOrganizations differ from eachother in their styles of working.other in their styles of working.

The style of an organizationThe style of an organizationbecomes evident through thebecomes evident through thepattern of actions taken bypattern of actions taken by

members of the top managementmembers of the top managementteam over a eriod of time.team over a eriod of time.


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In theIn the McKinseyMcKinsey framework,framework,

aspects of organizationalaspects of organizationalculture also seem to beculture also seem to be

encompassed by the termencompassed by the term

STYLESTYLE


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The secret of joy in work

is contained in one word

excellence

To know how to dosomething well is to enjoy

it.

-Pearl S. Buck


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Style is

TO FOCUS ONWHAT YOUENJOY

TO FOCUS ONWHAT YOUMIGHT BE GOODAT

TO FOCUS ON

WHATSTRENGTHS ANDWEAKNESSESYOU HAVE.


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THAT YOU NEED TO RECOGNISE YOUR

OWN STRENGTHS AND EXPLOIT

THEM. THAT YOU NEED TO HAVE AN ABILITY

TO ADAPT YOUR STYLE TO DIFFERENT

SITUATIONS.

ITS ALL ABOUT CREATIVITY,COMMITMENT AND EXECUTION.


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STEREOTYPICAL STYLESSTEREOTYPICAL STYLES

ARTIST:ARTIST: BoldBold

DaringDaring

ExcitingExciting VolatileVolatile

IntuitiveIntuitive

EntrepreneurialEntrepreneurial InspiringInspiring

ImaginativeImaginative

FunnyFunny

ARTISAN:ARTISAN: ResponsibleResponsible

WiseWise

HumaneHumane StraightforwardStraightforward

OpenOpen--mindedminded

RealisticRealistic ReasonableReasonable

HonestHonest

AmiableAmiable


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TECHNOCRAT:TECHNOCRAT: CONSERVATIVECONSERVATIVE

METHODICALMETHODICAL

NONO--NONSENSENONSENSE

CONTROLLEDCONTROLLED

CEREBRALCEREBRAL

ANALYTICALANALYTICAL

DETERMINEDDETERMINED

SERIOUSSERIOUS

METICULOUSMETICULOUS

INTENSEINTENSE


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INFOSYS TECHNOLOGIES is one ofthe few Indian companies that haschanged the way the world looks at

India.


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In 1981, whenIn 1981, whenN RN R

Narayana MurthyNarayana Murthy

led six other techiesled six other techiesto float their dreamto float their dream

venture calledventure called

Infosys, they had noInfosys, they had no

money and only theirmoney and only theirwives' support. Andwives' support. And

that support led tothat support led to

the founding andthe founding andthen the phenomenalthen the phenomenal

growth of one ofgrowth of one of

India's most lovedIndia's most loved

companies.companies.


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Murthy was the man who took finalMurthy was the man who took final

decisions that proved to be right always.decisions that proved to be right always.And Murthy was the first one to shiftAnd Murthy was the first one to shiftfrom his Pune base to Bangalore whenfrom his Pune base to Bangalore when

Infosys got it first clientInfosys got it first client ---- Data BasicsData BasicsCorporation from the US.Corporation from the US.

Two other foundersTwo other founders Nandan, NilekaniNandan, Nilekaniand S D Shibulaland S D Shibulal ---- were the next to movewere the next to move

to Bangalore.to Bangalore.


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As they struggled it out with the firstAs they struggled it out with the first

Infosys days in Bangalore,Infosys days in Bangalore, Murthy,Murthy,NilekaniNilekaniandandShibulalShibulaltook a firmtook a firmdecision: that their wives would not bedecision: that their wives would not be

involved in the running of the company.involved in the running of the company.

Their wivesTheir wives ---- Sudha Murthy, RohiniSudha Murthy, RohiniNilekaniNilekaniandandKumari ShibulalKumari Shibulal---- fullyfully

supported the husbands, and babysupported the husbands, and baby--sat atsat athome.home.


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There was no luxury, only struggle, day inThere was no luxury, only struggle, day in

and day out. No car or phone. Murthyand day out. No car or phone. Murthylater recalled that it was not the luxurieslater recalled that it was not the luxuriesof life, but the passion to create somethingof life, but the passion to create somethingnew and innovative that made them movenew and innovative that made them move

on.on.

Today,Today, Sudha, RohiniSudha, RohiniandandKumariKumariarearealso among the richest women in India,also among the richest women in India,

considering their shareholding in Infosysconsidering their shareholding in Infosys..


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CONCLUSIONCONCLUSIONCONCLUSIONCONCLUSIONMoney matters but certainlynotMoney matters but certainlynot

always. What matters is howalways. What matters is howmanagers carryout managementmanagers carryout management

in theirownstyle. Forinstance, thein theirownstyle. Forinstance, thetrio found that conflict arises intrio found that conflict arises in

workteam

s,no

t fro

m clashes

of

workteam

s,no

t fro

m clashes

of

ideas, but from differences inideas, but from differences incharacter.character.


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TOP 10 STYLES TO

SUCCESS Setting Goals Writing it down

Using a schedule Carrying an ideal journal Learning everyday

Planning Executing Making note of your success Thinking time Exercisin


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The Difference Between AThe Difference Between ASuccessful Person And OthersSuccessful Person And Others

Is Not A Lack Of Strength NotIs Not A Lack Of Strength NotA Lack Of Knowledge, ButA Lack Of Knowledge, But

Rather A Lack Of Will.Rather A Lack Of Will.--VINCE LAMBARDIVINCE LAMBARDI


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REFFERED BOOKS & SITES:

Tata Mc-Graw Hill Jain &Ohri

www.newrulesforsuccess.com www.business.com

www.rediff.com


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Road map to excellence- Infosys Example

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