Infosys: Vishal Sikka’s Challenges

            

Details


Case Code : CLHR038
Period : 2014
Publication date : 2015
Subject : Human Resource Management
Organization : Infosys Ltd.
Industry : Information / Technology Software
Countries : India
Length : 03 Pages

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Abstract: ICMR India ICMR India ICMR India ICMR India RSS Feed

The case is about Vishal Sikka, CEO of Indian software company Infosys, his background, his beliefs, and the steps he took to revive Infosys within a year of his joining the company. The case first discusses why he was selected for the post of CEO during the leadership crisis at Infosys. It then describes the views of different experts on Sikka’s leadership style and personality. The case discusses the ways and means that Sikka adopted to communicate with stakeholders along with the several initiatives he took to revive Infosys.

Issues:

Vishal Sikka’s leadership styles
Servant, transactional, transformational, situational, expert, and/or charismatic leadership style
Idealized influence
Intellectual Stimulation
Intellectual Stimulation


Introduction

Infosys Ltd., (Infosys), the India-based multinational Indian software company, was founded in 1981. One of the seven founders, Narayana Murthy (Murthy), retired as Chairman in 2011. After his retirement, Infosys experienced slower growth than its peers in the Indian Infotech industry and also lost its second position to Cognizant Technology Solutions in 2012. In 2013, Murthy returned to Infosys as Executive Chairman. His return had analysts wondering why the board had failed to appoint a new leader either from inside the company or from outside. There was also an exodus of senior management personnel in the company, who felt that there was no place for non-founders at the top. ...

INFOSYS UNDER SIKKA

In a letter to all Infosys employees, Sikka praised their talent and said, “I’ve met so many talented people amongst you. Your enthusiasm to learn and create new ways of working is amazing.” At the same time, he also mentioned the need for improvement and transition. He said, “The task before us now is to lay out the way forward. We must continually get better at everything that we do today without disrupting the foundation that has got us to where we are.” He also showcased his commitment to improving the effectiveness of the workforce and working closely with them. He said, “By laying greater emphasis on improving our ability to learn and to identify opportunities of the future, we will build a sustainable business.” In a face-to-face with the media, Sikka said, “I am told Infoscions have lost the can-do spirit. I will bring it back.” ...

Key words:
Infosys, Leadership, Vishal Sikka, transformational leadership, charismatic leadership,

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