Managing outsourcing with a clear conscience
Published: 13 Dec 2004 16:50 GMT
What is the biggest challenge you face when expanding overseas?
As we expand into new geographies, we face a whole new set of challenges. The first is the increase in the competitive intensity of the marketplace. When we began, we were a niche player, below the radar screen.
Our offering was seen as another service, to be used as an alternative way of doing the existing work. Moreover, the huge investment boom of the bubble era, masked the inherently disruptive nature of our offering. At that time there was enough business for all.
Today, in a far more difficult scenario, where our global customers are unable to raise volumes or prices, the 'offshore' model has gone mainstream.
The second challenge is, conversely, to get more local. As we morph from being merely global to a true multinational, we need to plant more local roots. This includes more local hiring and becoming a more embedded part of the countries and communities where we operate.
Infosys, today, has employees of 38 nationalities. Creating a multicultural outlook is part of our effort to truly leverage the power of globalisation and achieve long-term survival.
The third challenge is to become a company that is seen by customers as a trusted advisor and strategic partner. We have to learn to be more consultative, to be proactive with business solutions that meet the customer's challenges, and to interact with felicity with our counterparts in the boardroom.
Our whole effort today, be it changes in the organisation structure, investments in business solutions, alliances and acquisitions, or training of client-facing people, is geared towards this change.
An important part of this is to define a new model of outsourcing that resonates with our customers' needs, protects their strategic interests, and is based on the global delivery model we pioneered.
As the size, scale, complexity and footprint of our business changes, and as we become larger and more strategic for the customers and the countries we operate in, we will encounter new forms of risk. We have to put in place advanced and sophisticated forms of risk management and mitigation.
What do you hope to be remembered for when you leave the company?
I hope to be remembered as a fair, honest leader who raised the aspirations of others and encouraged people to believe in themselves
Who do you look to for inspiration?
Nelson Mandela's life has been a great source of inspiration for me. His determination and perseverance in the midst of extreme adversity is truly motivating.
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