Twelve top guns have quit Infosys in roughly the last one year. Some of prominent ones:
Is the promised revival of IT bellwether Infosys coming soon? That’s the big question on everybody’s mind as India’s second largest software service firm loses top executives with unbelievable regularity. In just about a year and a half, 12 top Infoscions have bowed out, with B.G. Srinivas, a key president at Infy, one of the latest to leave the company. Like many of the others, he too is set to join “a small company”, one of his former colleagues informs rather unkindly.
Indeed, since the moment N.R. Narayanamurthy rose like the Phoenix to take back charge a year ago, it’s been gloves off rough-and-tumble action at Infosys. The blowback for turning his back on Infy’s ideal—meritocracy—and reappearing with son Rohan in tow didn’t help Murthy personally. But if you thought the war of personalities settled with Murthy’s staying on and his critics quitting, you were wrong. Now the consternation is deteriorating into a general air of hopelessness around Infosys itself. The apparently poor man-management only sticks out like a sore thumb within the larger picture of Infosys failing to send clear signals of a turnaround.
“An 18 per cent attrition rate shows that the rank and file is also moving out,” says a former top executive, among the many who left in a huff last year. To make a point, he underlines that it’s the “good employees” who always leave first. The fact that all is not well in this showcase company is clear from the fact that despite two salary hikes last year, there was little impact on employee morale. “Leaders are being questioned at the company. Younger people lose faith when this happens,” says the former executive, who held several key positions at Infosys for over a decade. He pauses a moment to reflect, sadly, on how Narayanamurthy has “changed”. “Everybody has weaknesses and Murthy’s seem to be family and founders,” he says, indicating the unease with young Rohan Murthy and current CEO S.D. Shibulal’s efforts, especially his much touted Infosys 3.0, unveiled a couple of years ago. Planned as a vision strategy for future growth, it yielded no results and was one of the key reasons for nrn’s return.
Two distinct camps have emerged since last June at Infosys, both demonstrating what’s at stake for the company. One, consisting of professionals current and former, resoundingly criticises Murthy for returning and blames him for Infosys’s lacklustre performance. The camp’s protagonists argue that a series of warnings by analysts since the second year of Shibulal’s term went ignored. The other camp, largely voices within Infosys, says the company is being “attacked unfairly”: Infy made improvements and is “trying to change”, which is never easy, they say.
There is also the issue that unlike his predecessors, Shibulal was never a Narayanamurthy favourite. Already, Shibulal has demonstrated a willingness to give up his position before his January 2015 retirement, a clear concession to critics. A crack team of professionals is working on finding a new CEO, though it seems unlikely it’ll happen anytime soon.
Also, within the company, there is an argument that the Infosys culture of full-disclosure is going against it. “This step-wise disclosure of every possible move in the appointment of a CEO is contributing to the bad news...it’s very unfair,” says one official. Kiran Mazumdar Shaw, an independent director at Infosys, declined to comment other than saying the company is following due process in the appointment of a new CEO.
Rohan Murthy’s entry in nrn’s office has also not gone well with Infy’s power centres. “Infosys is entering a phase of intense restructuring. Among the professionals at the company, there are misgivings that it is turning into a typical family managed concern,” says Prof A.K. Jain, a specialist in corporate governance who teaches at IIM Lucknow. He says miscommunication appears to be one bugbear but the larger problem is Infosys’s inability to declare its new business model. “That uncertainty has a more emphatic role in fuelling the unease,” says Jain.
Both sides agree that Infosys needs “something new” to revive its fortunes but a $7 billion revenue giant facing slow demand after the global financial crisis and weak client spending isn’t easily turned around. Infosys has slowed compared to rivals tcs and hcl in recent quarters and that hurts Infoscions’ pride, not to mention investors.
Amidst the hoopla, Murthy’s whip-cracking statement at a recent analysts’ conference betrayed his anger against his own people, including those who resigned. “We had to take tough decisions as most of them were drawing high salaries and not adding value,” Murthy said.
The bitterness is inexplicable unless, as one leading industry expert and ex-Infosys hand points out, “they ignored problems for many years and started addressing them since revenues are now at stake”. The executive says succession-planning was never a priority, even in the mid-2000s. “This explains the top level exits better than personality clashes or global financial troubles,” he says.
Another source involved in the re-configuring of Infosys agrees with Murthy’s diagnosis at the investors’ meet. “It’s true that a large number of people are leaving, but look where they’ve gone. They’ve all moved to lower positions. It tells you something, doesn’t it?”
If anything, the remarks and counter- remarks show how awful things are at Infosys now. Once the middle-class dream, the company is meandering towards an uncertain future, banking on that favourite of all corporate strokes of genius—outside talent. Names like Vishal Sikka, former sap honcho, are doing the rounds, as is Nandan Nilekani, regarded as the “quintessential” Infosys boss (he declined comment on the issue).
In truth, most Info executives who have quit are now either entrepreneurs or VCs in their own right. Others are working, a little ironically, in fields Infosys itself wants to flourish in. Like Ashok Vemuri, who headed Infosys America, is now iGate CEO. Basab Pradhan headed Infy’s sales globally and is now CEO and MD of Cliqr, a cloud-focussed company. Though the company has demurred a little, signalling ‘bread-and-butter’ of late, it is clear to analysts that the behemoth will soon have to update its two decades old business model.
“The exits don’t shake the fact that we have improved margins and bagged large contracts recently,” an Infosys source says. This is also true, as is the fact that a 1.6 lakh-employee giant has a massive pool of professionals to pick from.
Apropos the article The Code’s Gone Red (June 16), the performance review system at Infosys is one of the crappiest I’ve ever seen. Regardless of how well one performs, the comparison with others may put you in the bottommost rung even if you have performed well in your individual capacity. I know of at least two such cases. The period I worked in Infosys was the worst. There is more politics in the company than in real politics.
Akash Verma, Chennai
The seeds of problems in countries are usually sown, mostly inadvertently and unknowingly, precisely in times of success (when almost everything seems hunky-dory, and you seem unable to take anything but the right steps). Those who can kill these seeds at the very start prosper and become truly great companies (ibm is one such; its obituary has been written many a time, but it keeps growing). Those that can’t end up moribund or dead. Time will tell which way Infosys will go. Of course, nrn has proved to be a smart and astute leader and he has finally rid himself of that Congress 'family' problem that afflicted him by getting in Vishal Sikka.
Arun Maheshwari, Bangalore
Thank you to all those who have taken the trouble to read the article and share their thoughts. Out of the arguments made here, there are two that perhaps need answering. So here they go.
1. The first part of the article compares outcomes (relative percentages of population of the religions concerned) irrespective of the process that led to those outcomes - whether immigration, relatively faster population growth or conversions. This was for two reasons. One, to put the figure of 2.3 per cent in "numerical perspective", as the article itself explained. The second reason was that outcomes are ultimately what the crux of debate is about. The rest of the article in any case dealt with process - or conversions in this case, from both a contemporary and historical perspective.
2. Some commenters have tried to cast doubts on the reliability of Census 2001. Those who do this should bear in mind that Census 2001 was conducted by a BJP government. Considering the extreme importance that BJP gives to this issue, it would be reasonable to expect that IF it had perceived a problem with the methodology that was distorting the numbers, it would have fixed it. As the article mentioned, BJP or BJP-supported governments have been in power for 10 of the last 40 years, or about a quarter of the time, and the only reasonable conclusion one can arrive at is that any misreporting of numbers, real or perceived, would be marginal and hence, not of importance.
To all other arguments made, my answer is the following: Please read the article again, with particular focus on the quotations of Vivekananda and Monier Williams, and the history of the missionary efforts in Bengal and their outcome.
Sometimes wonder - as an Indian and a shareholder of Infosys - if Nandan Nilekani would not have done a lot more good in Bangalore than he did in Delhi.
Indian businessmen usually thrive on corruption and the resultant government largesse.
NRN was a striking exception to the business atmosphere, and must be applauded. If his most recent strategy of inducting family members to ensure that the wealth he created stays within the family has upset 'senior' employees who were hoping to usurp the company, so be it. Only when they become VCs on their own, would they realise how easy it is, to fail as 'honest' entrepreneurs in Indian politics.
Info was NRNs creation after all, and who better to guide its destiny? The media should refrain from dictating morals.
The performance review system Infosys has is one of the crappiest system I have seen. Regardless of how well one performs, because of comparison with others, some people will forcibly be put in the bottommost rung-even though they might have performed well in their individual capacity. I know two cases like this.
The period I worked in Infosys was the worst. There is more politics in the company than in real politics.
The seeds of problems in companies are usually sown, mostly inadvertently and unknowingly, at the time of success (especially at the zenith when all is going gangbusters and nothing seems wrong with the world and you seem to be unable to take anything but the right steps). Those that either don't let the seeds germinate or more likely stop these seeds growing early, become truly great ones that last and morph themselves with the times (I have always envied IBM as such a company whose obituaries have been predicted many times yet it keeps going and growing). Those that can't end up moribund or dead. Time will tell which side Infosys will fall. Of course, NRN is a smart astute leader of men/women and business, so hopefully Infosys will be on the right side of greatness. Anyways, new blood might be what the doctor ordered - otherwise sometimes you become full of deadwood. Though in some ways NRN's problem is the same as Congress (and kind of Indian in many ways) - same problem as how does Rahul make it a non-family party of merit being the quintessential representation of "family above all else". A hard catch-22 to break.
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