The foundation of the infosys company

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On 2 July 1981, Infosys was founded by seven entrepreneurs, N. R. Narayana Murthy, Nandan Nilekani, Kris Gopalakrishnan, S. D. Shibulal, K Dinesh and with N. S. Raghavan officially being the first employee of the company. The founders started the company with an initial investment of 10,000.The company was incorporated as "Infosys Consultants Pvt Ltd." in Model Colony, Infosys is a NASDAQ listed global consulting and IT services company with more than 114,000 employees. From a capital of US$ 250, The Company has grown to become a US$ 4.8 billion company with a market capitalization of approximately US$ 33 billion.

In the journey of over 29 years, they have catalyzed some of the major changes that have led to India's emergence as the global destination for software services talent. They pioneered the Global Delivery Model and became the first IT Company from India to be listed on NASDAQ. Employee stock options program created some of India's first salaried millionaires.

Infosys went public in 1993. Interestingly, Infosys IPO was under subscribed but it was bailed out by US investment banker Morgan Stanley which picked up 13% of equity at the offer price of Rs. 95 per share. He share price surged to Rs. 8,100 by 1999. By the year 2000 Infosys's shares touched Rs. 15,600 before the catastrophic incident of September 11th, changed all that.

Promoters and their families hold 16%.However Govt. of India's LIC, which owns 3.78% is the single largest share holder of Infosys followed by Govt. of UAE's Abu Dhabi Investment Authority which owns 1.67%.GOVERNMENT OF SINGAPORE also owns a significant stake of 1.11%.

In 1996, Infosys created the Infosys Foundation in the state of Karnataka, operating in the areas of health care, social rehabilitation and rural uplift, education, arts and culture. Since then, this foundation has spread to the Indian states of Tamil Nadu, Andhra Pradesh, Maharashtra, Kerala, Orissa and Punjab. The Infosys Foundation is headed by Mrs. Sudha Murthy, wife of Founder Cum Chief Mentor Narayan Krishan Murthy

Since 2004, Infosys has embarked on a series of initiatives to consolidate and formalize its academic relationships worldwide under the umbrella of a program called Ace - Academic Entente Infosys' Global Internship Program, known as Instep, is one of the key components of the Academic Entente initiative. It offers live projects to interns from the universities around the world. Instep recruits undergraduate, graduate and PhD students from business, technology, and liberal arts universities to take part in an 8 to 24 week internship at one of Infosys' global offices. Instep interns are also provided career opportunities with Infosys.

In 1997, Infosys started the "Catch them Young Program", to expose the urban youth to the world of Information Technology by conducting a summer vacation




BSE: 500209



IT services

IT consulting


2 July 1981


N R Narayana Murthy

Nandan Nilekani

N. S. Raghavan

Kris Gopalakrishnan

S. D. Shibulal

K Dinesh

Ashok Arora


Bangalore, Karnataka, India

Key people

N R Narayana Murthy


Kris Gopalakrishnan


S. D. Shibulal





Information technologyconsulting services, solutions and outsourcing.


â-²  21,140 Crore (US$4.67 billion) (31st March, 2010

Operating income

â-²  7,472 Crore (US$1.65 billion) (2010)


â-²Â 5,803 Crore (US$1.28 billion) (2010)

Total assets

â-² $6.150 billion (2010)s

Total equity

â-² $5.361 billion (2010)


114,822 (2010)


Infosys BPO

Infosys Consulting

Infosys Public Services

Infosys Australia

Infosys Brazil

Infosys China

Infosys Mexico

Infosys Sweden



A leader is an agent of change, and progress is about change. In the words of Robert F Kennedy, 'Progress is a nice word; but change is its motivator. Leadership is about raising the aspirations of followers and enthusing people with a desire to reach for the stars. For instance, Mahatma Gandhi created a vision for independence in India and raised the aspirations of our people.

Generally speaking everyone falls into three categories:

- People who make things happen.

- People who watch things happen, and

- People who ask "What happened?"

The role of a leader is to make things happen. A leader is the person, who not only develops the skills and abilities to make things happen, but makes them part of their lifestyle. The role of a leader plays out, not only in the work environment, but in every area of life. A leader takes the lead at work, at home, with family, in their community, often this is in a volunteer position. Leaders are the ones who step up to the plate and do what it takes to get the results that are needed.

Leaders are made, not born. By actively taking up the role of a leader as part of your lifestyle, not just at work, you will be continually developing your leadership skills and abilities.

N. R. Narayana Murthy as a Successful Leader…..

(Chairman of the Board and Chief Mentor, Infosys Technologies)

N. R. Narayana Murthy is the Founder-Chairman of Infosys Technologies Limited, a global software consulting company headquartered in Bangalore, India. He founded Infosys in 1981. Under his leadership, Infosys was listed on NASDAQ in 1999.

Mr. Murthy articulated, designed and implemented the Global Delivery Model which has become the foundation for the huge success in IT services outsourcing from India. He has led key corporate governance initiatives in India. He is an IT advisor to several Asian countries.

He serves on the boards of HSBC, Ford Foundation and the UN Foundation. He served as a member of the Unilever board between 2007 and 2010. He also serves on the boards of Cornell University, Wharton School, Singapore Management University, and Indian School of Business, Hyderabad, International Institute of Information Technology, Bangalore, and INSEAD.

The Economist ranked Narayana Murthy among the ten most admired global business leaders in 2005. He topped the Economic Times list of India's most powerful CEOs for three consecutive years: 2004 to 2006. He has been awarded the Padma Vibhushan by the Government of India, the Legion D'honneur by the Government of France, and the CBE by the British government. He is the first Indian winner of Ernst and Young's World Entrepreneur of the year award and the Max Schmidheiny Liberty prize, and has appeared in the rankings of businessmen and innovators published by India Today, Business Standard, Forbes, Business week, Time, CNN, Fortune, and Financial Times. He is a Fellow of the Indian National Academy of Engineering and a foreign member of the US National Academy of Engineering.

Now, Infosys Technologies is one of the few Indian companies that have changed the way the world looks at India. No longer is India a land of snake charmers and beggars. It is now perceived as an economic giant to reckon with, bursting with brilliant software engineers and ambitious entrepreneurs. And Infosys is an symbol of India's information technology glory.

Infosys has many firsts to its name: The first Indian firm to list on NASDAQ; the first to offer stock options to its employees. . . The company crossed $1 billion in revenues for the first time in 2004. TCS, however, was the first Indian IT firm to top $1-bn in revenues.

Infosys is an organization that inspires awe and respect, globally. On July 2, Infosys completed 25 years in existence. This is its amazing success story of Narayan Krishan Murty.

Think Faster Innovation

Infosys recommends that companies should focus on

Increasing speed of innovation

The customer experience

Understanding customer behavior

Co-creating with customers and partners

Increasing Speed of Innovation

Infosys helped BT (formerly British Telecom) launch rate-adaptive broadband speeds of up to 8Mbps on a nationwide basis. It enabled BT to offer innovative broadband services such as simultaneous TV, gaming, video and music downloads. Infosys developed an Operations Support System (OSS) for a down-stream rate-adaptive ADSL technology, instead of the traditional fixed-rate technology. The new rate-adaptive technology enables BT to offer higher broadband speeds, and the error-correction methods ensure that customers receive reliable service.

The Customer Experience

A grocery chain wanted to increase repeat purchases from stores. It also wanted to provide nutritional information on food products to help shoppers make healthy food choices. An application, conceived by health experts and the retailer's program team, determined the nutritional rating based on positive scores for healthy ingredients and negative scores for unhealthy ingredients. Infosys' solution rated almost 50,000 items and built interfaces with the retailer's IT systems to make the information available for display, analysis and procurement.

Understanding Customer Behavior

Infosys partnered with a telecom company to personalize its voice portal by using customer information. Realizing that the call center is an important customer touch point, the company enhanced its customer service voice portal by using customer preferences. As a result, more than 23% of the calls are resolved within the voice portal without long waits for call center representatives. The company now saves more than US$ 140 million annually in lower call center costs.

Co-creating with Customers and Partners

Infosys BPO was commissioned to undertake equity research for a large European bank. The bank asked Infosys (and other Indian BPOs) for ideas on next-generation offerings for investors. Infosys proposed an algorithm-based trading service, which the bank approved.

SETLabs, Infosys' technology R&D group, conducts workshops with client IT and operations organizations to identify technologies that may be useful for them. Infosys explores themes that can be focus areas for research at SETLabs. At the same time, Infosys shares information on technologies that have been developed and may be of use to clients in their operations'

Think Winning in the Turns

Infosys recommends that companies should focus on

Migrate to a variable cost structure from a fixed cost structure where possible

Prepare in advance to manage business risk

Respond faster to business cycles


In a survey of 200 CXOs, over 70% of the executives highlighted technology as the top change driver, shaping the global business environment. Technology forms the backbone of every successful business and CIOs play a critical role in transforming their IT function from solied, tactical operations into a global, strategic function. For CIOs to enable their companies to compete and win in a flat world, they need to actively focus on technology areas that help them to address the flat world operational shifts.

At Infosys, they have consistently adopted transparency and disclosure standards even before law mandated it. In 1995, Infosys suffered losses in the secondary market. Under Indian GAAP (generally accepted accounting principles), they were not required to make this information public. Nevertheless, we published this information in their annual report. So a successful organization tides over many downturns. The best index of success is its longevity. This is predicated on adhering to the finest levels of corporate governance. Good corporate governance is about maximizing shareholder value on a sustainable basis while ensuring fairness to all stakeholders: customers, vendor-partners, investors, employees, government and society.


Leaders are made, not born,

Leadership and management are essential, distinctive, and complementary systems of action. If they fail to complement one another in practice, the result is chaos or stagnation. A majority of today's corporations are over-managed and under-led. They are lacking in leadership.

So a leader has to raise the confidence of followers. He should make them understand that tough times are part of life and that they will come out better at the end of it. He has to sustain their hope, and their energy levels to handle the difficult days


A leader is an agent of change and leadership is often considered a mysterious quality, often linked with charisma and other exotic personality traits. It is considered more inspiring than management. So a leader can be more helpful in successful organization.

The leader has to create hope. He has to create a plausible story about a better future for the organization: everyone should be able to see the rainbow and catch a part of it.

Trust and confidence can only exist where there is a premium on transparency. The leader has to create an environment where each person feels secure enough to be able to disclose his or her mistakes, and resolves to improve.

Transparency about the organization's operations should be accompanied by an open environment inside the organization.