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Prize winner
Published by: Stanford Business School
Originally published in: 2006
Version: 16 May 2006
Length: 29 pages
Data source: Field research

Abstract

This case describes Infosys Technologies'' approach to growing the company by: (1) expanding its service offerings; (2) moving up the value chain to offer higher-end consulting services; (3) improving its brand equity and recognition as a global company; (4) increasing revenue through repeat business from the company''s client base; and (5) entering client relationships earlier in the lifecycle by defining problems and identifying solutions before implementation. This case considers whether Infosys Technologies - through the creation of a wholly owned US-based subsidiary, Infosys Consulting - has created disruptive change in the IT consulting industry by leveraging its competency in global delivery to create a new model that shortens the lifecycle from business consulting to implementation, reduces the costs of a typical client engagement, and delivers measurable benefits to clients. The case is set in early 2006. An overview of the IT services landscape is provided for this period. The case profiles leading onshore (US) and offshore (Indian) competitors and describes their different approaches to global delivery in the IT consulting industry.
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Abstract

This case describes Infosys Technologies'' approach to growing the company by: (1) expanding its service offerings; (2) moving up the value chain to offer higher-end consulting services; (3) improving its brand equity and recognition as a global company; (4) increasing revenue through repeat business from the company''s client base; and (5) entering client relationships earlier in the lifecycle by defining problems and identifying solutions before implementation. This case considers whether Infosys Technologies - through the creation of a wholly owned US-based subsidiary, Infosys Consulting - has created disruptive change in the IT consulting industry by leveraging its competency in global delivery to create a new model that shortens the lifecycle from business consulting to implementation, reduces the costs of a typical client engagement, and delivers measurable benefits to clients. The case is set in early 2006. An overview of the IT services landscape is provided for this period. The case profiles leading onshore (US) and offshore (Indian) competitors and describes their different approaches to global delivery in the IT consulting industry.

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