9 pages
Word Count
3311 words
Florida International Un
Course Code
MAN 6385

Infosys Case Analysis

November 22, 2020
Infosys Case Analysis 1
Infosys Case Analysis
MAN 6385 Human Resources Strategy and Planning
Dr. Ravi Gajendran
Per our readings, differentiation strategy, as the name suggests, is the strategy that
organizations use to distinguish their products or services, from similar products or services
offered by competitors in the market. The strategy entails developing a product or a service that
Infosys Case Analysis 2
is unique to customers in terms of quality, features, product design, and brand image or customer
service. Being a multinational corporation that provides business consulting, information
technology, and outsourcing services, Infosys faces stiff competition from other organizations.
Thus, it has always strived to differentiate itself from those competitions in order to stand out.
To start with, Infosys has started diversifying, and it is working on new software
platforms as a significant way of ensuring that they are differentiated from other top-tier
competitors as part of the broader goal of the software exporter to touch a revenue of $20 billion
by the end of 2020 (Munshi, 2018). Some of the new areas that the company is currently
working on include artificial intelligence, which has the potential of propelling the company to
even higher levels. The company is also working on a brand-new knowledge-based engineering
platform that has the ability to capture knowledge and later reuse it in other areas.
Further, Infosys is committed to using automation platforms to handle various customer
projects. In this automation perspective, the company has two broad areas; the first one is the
automation of packaged systems, and the second area of automation is the Infosys Automation
Platform, which will handle over 60 customer projects.
Data processing is another area that Infosys is offering platforms to its clients. The
company has supplied software that has helped solve complex business problems for large
customers such as Procter & Gamble and Bank of America, and this has helped to show how
Infosys is differentiating itself from its rivals (Munshi, 2018). To further differentiate itself, the
company is presently infusing abilities such as artificial intelligence and machine learning into
its data processing platform.
Infosys Case Analysis 3
The history of Infosys is an incredible one. From an initial capital of $250 in 1981, the
company has grown to become an $11.8 billion company with a market capitalization of
approximately $47.7 billion (Infosys, 2020). To grow that quick, the multinational company had
to seek new markets in the United States through joint ventures with companies such as Kurt
Salmon Associates. The largest consumer of Infosys in the United States, where it draws about
two-thirds of its revenue (BBC, 2020). It is therefore paramount to say that this is one of the
most important markets of the company. However, the United States also has its own well-
established companies that offer data and analytics services such as Accenture, IBM, Wipro,
Deloitte, Sigma Data Systems, ScienceSoft USA Corporation, and many others. Some of these
companies have clients in over 40 countries, and they offer top-notch services to their clients.
For Infosys to survive in such a market, it ought to stand out from its competitors, which leads to
the need for differentiation.
For any successful organization, the human resource department plays a crucial role in
the maintenance of the workforce, ensuring proper working conditions as well as training and
development of talent. One of the core businesses of Infosys is Human Resource Outsourcing
(HRO) to some of the largest companies which enable the functions of such clients as they take
on their journey of success. Just like the HRO services they offer, HR in Infosys combines
capabilities across technology, business process management, process consulting to create end-
to-end solutions (Layak, 2020). Such solutions have helped the company's clients realize
business value through technology leverage, operational effectiveness, efficiencies of scale and
size as well as global delivery capabilities.
In the words of Nandan Nilekani, the current CEO of Infosys, they wanted to build a
company that was professionally owned and professionally managed, with good corporate
Infosys Case Analysis 4
governance, proper employee management, and good ethics. They wanted a firm that promised a
fair deal to all its stakeholders, shareholders, employees, and customers alike. They also want the
name of the firm to be in the top ten list of both Best Performance companies and Best
employers (Infosys (A): Strategic Human Resources Management, Pg. 1). However, with all the
performance of the founders, co-founders, and the HR of the company, they were faced with so
many challenges ranging from the challenge of developing the "infoscion," execution and
immigration challenges, managing portfolio diversity challenges, variable payment challenges,
and promotion policy challenges.
Infosys recognized that an employee would only be as committed to the firm as the firm
was committed to its employee and it attempted to demonstrate its commitment in several ways
which include keeping the door opens informally beside having a formal Grievance Resolution
Mechanism, creation of an effective health platforms and enabling employee to pursue areas of
interest. However, employee discontent was still on the rise. With the company's rapid growth
and its number of employees skyrocketing, the disparity of expectation across the employee had
become complex. Moreso, as Infosys became more process-oriented and started leveraging its
experience to perform repeatable projects, employees realized that they were being deprived of
the creative and technical ingenuity that had been inherent in their work during the initial years.
Also, employees thought the organization was becoming more impersonal and that some of the