Developing a Leadership Pipeline at Infosys
|
|
Case Details:
Case Code: HROB148
Case Length: 19 Pages
Period: 2007-2012
Organization: Infosys Limited
Pub Date: 2012
Teaching Note: Not Available
Countries: India; Global
Industry: Information Technology and Consulting Services
To download Developing a Leadership Pipeline at Infosys case study
(Case Code: HROB148) click on the button below, and select the case from the list of available cases:
Price:
For delivery in electronic format: Rs. 500;
For delivery through courier (within India): Rs. 500 + Rs. 25 for Shipping & Handling Charges
»
Human Resource, Organization Behavior Case Studies
» HRM Short Case Studies
» View Detailed Pricing Info
» How To Order This Case
» Business Case Studies
» Area Specific Case Studies
» Industry Wise Case Studies
» Company Wise Case Studies
Please note:
This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
Chat with us
Please leave your feedback
|
|
<< Previous
"[Infosys] is walking the talk when it comes to investing in developing its leaders…. That’s one reason why Infosys can compete globally. They have a talent pipeline that can feed this growth."
- Jacob Peter, a consultant at Hay Group.1
|
Infosys Limited, a global technology services company headquartered in Bangalore, India, was the second largest IT company in India as of 2011.
Infosys, formerly known as Infosys Technologies Limited, showed exponential growth in its business from 2000 and that coupled with globalization, made the company focus on developing leaders for the future.
NR Narayana Murthy (Murthy), then Chairman of Infosys, decided then that to create a sustainable organization, he had to develop his successors personally. This led to the establishment of the Infosys Leadership Institute (ILI), at Mysore, in Karnataka, arguably the world's largest corporate training facility.
|
> |
It was ILI's responsibility to oversee the development of high-potential leaders identified within the company and enable them to take up the seniormost positions.
Still, for the first time in 2007, Infosys found itself faced with a Leadership Crisis in the organization. The company’s growth had forced people to take up responsibilities for which they had neither the talent nor the experience. This led the company to take up more initiatives to develop leaders in the company.
Infosys was ranked No.10 among the 'Best Companies for Leadership' in a survey by Bloomberg Business Week2 and Hay Group for the year 2010. But the need to develop leaders was felt as many of its eminent leaders were expected to retire over a period of ten years from 2011.
In addition, from August 2011, i.e. after Murthy's retirement on August 19, 2011, a new management team had taken over the responsibilities. The challenge ahead of them was having to reassure customers and investors who feared that the Infosys’s new leadership might not be able to manage the uncertain situations of the future.
About Infosys
- Next Pages >>
|
|
