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Infosys Consulting in 2006

This document discusses Infosys' decision to create an in-house consulting business unit called Infosys Consulting. Key considerations for this decision included increasing revenue through repeat customers, expanding service offerings, managing both business and IT solutions, and providing solutions at a reduced cost structure by leveraging their global delivery model. Infosys recognized the need to provide comprehensive solutions to clients and believed their expertise in the global delivery model could help reduce costs.

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PiyushJaiswal
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220 views10 pages

Infosys Consulting in 2006

This document discusses Infosys' decision to create an in-house consulting business unit called Infosys Consulting. Key considerations for this decision included increasing revenue through repeat customers, expanding service offerings, managing both business and IT solutions, and providing solutions at a reduced cost structure by leveraging their global delivery model. Infosys recognized the need to provide comprehensive solutions to clients and believed their expertise in the global delivery model could help reduce costs.

Uploaded by

PiyushJaiswal
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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BY:

ANTORI K ROY
PRASANTH NAI R
GOWTHAM SEELAM
PI YUSH JAI SWAL
SOUNAK BI SWAS
TI BRA ANKI T

Considerations guiding the creation of
Infosys consulting
Increased
revenue
through
repeat
customers
Expansion in
the service
offerings to
packages,
leading to
complex client
relations
Decision to build an in-house
consulting business unit-
Infosys Consulting
Infosys
Technologies
could manage
both business and
IT side to provide
comprehensive
solutions
Infosys
recognized the
need to provide
solutions at a
reduced cost
structure.
Leverage
the
expertise in
using Global
Delivery
Model
Business Model
Target
customer(need)
Product or
Service
Creating Value
Resources/Custo
mer Support
Delivery
model/Activities
Delivering Value
Revenue/Price
Optimal Cost
structure
Capturing
value
Customers
Global Delivery Model
The Infosys Touch

Decision Against Acquisition
or Organic Growth
Creation Of A Hybrid Model
By Setting Up A U.S. Based
Wholly Owned Subsidiary

Thinking Beyond A Business
Plan

Setting Aggressive Goals
Investment of $20 million in
the Consulting Subsidiary
....to ensure the distribution of application
and business process lifecycle activities and
resources, while ensuring their integration..
Key Take Away
Global Delivery
Leverage Off
Shore Centres
High End
Consulting
Services
Process
Quality
Tools
Knowledge
Management
Program
Management
Risk
Mitigation
Key Drivers
Infosys Technologies and ICI: The
Symbiotic Relationship

ICI leveraged the relationships that already existed
Infosys Technologies
Infosys Technologies adapted its sales process to include
ICI in its offerings
Launched One Infy to structure incentives and set goals
to enhance collaboration amongst employees
Adoption of The Fork in the Road to decide which entity
would lead client relationship and pursue engagements
ICI brought in new client relationships for Infosys
Technologies
Potential Conflicts, Resolution and Fork
in the Road
Cultural integration between ICI and
Infosys Technology
Rewards & Incentives dilemma
Client Facing: ICI vs ICT
Communicating Clients needs
Forecasting accuracy of ICT vs ICI
Conflicts
Culture based on parent companys values
The One Infy program
Fork in the Road methodology
1-1-3 model
Separate metrics for ICI and quarterly
meetings and performance monitoring
Resolution
Prima Donna or Propeller Head
Prima donna(consultant), Propeller head (programmer)
Reflects the failed attempts to establish end to end consulting firms. (a single firm with a
combination of strategic analysis and technical world of IT)
Easy to leave skill gaps in the spectrum between strategy consultants and technologists
Struggles of A.T. Kearney and Electronic Data System A.T. Kerney focused on high level strategy
whereas EDS focused on data centres and IT infrastructure creating gaps in the operational
capabilities
Attributes of a Consultant
Consultants earned much higher fees then programmers to raise the average revenue
productivity of an infosys employee
Consultant work was perceived more as "art" while that of programmer more of "science"
to create different brand identities
Expected accuracy. Consultant--50 % Programmer --85% because the objective for
consulting is to establish services and not to achieve predictability
Consultants were experienced in managing large consulting programs, while
programmers had a deeper understanding of the global delivery model demands.
Some infosys business units were less of a natural fit for consultants because their work
was less coupled with consulting work. eg. IT infrastructure and software validation
testing. On contrast enterprise solutions group collaborated heavily with consulting as
implementing enterprise system were involved in large scale organizational
transformation.

PSPD Model
Learnings From Case
Clear Vision
of the future
Adopting
new
methods to
developing
solutions
Building a
Unique
Culture
Leveraging
the Parent
Company

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