Product details

This case is set five years after the Stanford Graduate School of Business case 'Infosys Consulting in 2006: Leading the Next Generation of Business and Information Technology Consulting.' Since then Infosys Consulting (IC) had become quite successful in the IT consulting world through its model of offsite technology development and its new Value Realization Method, which had driven IC’s profits and reputation while becoming the company’s key differentiator. The method involved quantitatively linking IC programs back to the creation of shareholder value on one side and to customer value on the other. While IC brought in zero dollars of revenue in 2004, in fiscal year 2011 direct revenue hit $200 million. In addition, IC drove another $600 million in revenue for its India-based parent company, Infosys Technology Limited (ITL). IC also had an operating margin of 25 percent. The company had grown very rapidly - by 2011 it counted 700 consultants worldwide and 42 partners. This quick growth provided both opportunities and challenges for the new company. IC’s parent company ITL was also growing extremely rapidly, and the case discusses IC relationship with its parent company, which was across the world and had a much more formalized method of operation. By contrast, IC described itself as a maverick culture, which it saw as a great asset and helped the company attract and retain top-notch consultants.