INFOSYS

Infosys Limited, formerly Infosys Technologies Limited. Is a global technology services company headquartered in Bangalore, India. It has offices in 29 countries and development centers in India, US, China, Australia, UK, Canada, Japan and many other countries. Infosys has over 145,088 employees of 85 nationalities. Infosys provides business consulting, technology, engineering and outsourcing services to help clients in over 30 countries. Infosys was founded in 1981 by N. R. Narayana Murthy, Nandan Nilekani, N. S. Raghavan, S. Gopalakrishnan, S. D. Shibulal, K. Dinesh and Ashok Arora. Infosys has revenues of US$ 6.825 billion. Infosys delivers IT-enabled business solutions to enable Global 2000 companies to build their enterprises of tomorrow. Infosys ranked among the most innovative companies in a Forbes survey leading technology companies in a report by The Boston Consulting Group and top ten green companies in Newsweek's Green Rankings. Infosys was voted India's most admired company in The Wall Street Journal Asia 200 every year since 2000. The corporate governance practices were recognized by The Asset Platinum award and the IR Global Rankings.

In 2001, it was rated the by Business Today. Infosys was rated best employer to work for in 2000, 2001, and 2002 by Hewitt Associates. In 2007, Infosys received over 1.3 million applications and hired fewer than 3% of applicants. Infosys won the Global MAKE (Most Admired Knowledge Enterprises) award for the years 2003, 2004 and 2005, and is inducted into the Global Hall of Fame for the same.

Infosys' Vision:
"To be a globally respected corporation that provides best-of-breed business solutions, leveraging technology, delivered by best-in-class people." To help our clients meet their goals through our people, services and solutions

Our Mission
Infosys International Inc. is dedicated to providing the people, services and solutions our clients need to meet their information technology challenges and business goals.
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Work to understand the needs and requirements of our clients before proposing a solution Develop responsive proposals that provide cost-effective solutions to our clients needs Deploy the right mix of people and products to deliver value-added services and solutions to our clients Follow-up on the quality of our services and solutions to our clients Appreciate the trust that our clients put in us as we work with them to improve their business and information technology.

Roles Played by Mission and Vision

Mission and vision statements play three critical roles: (1) communicate the purpose of the organization to stakeholders, (2) inform strategy development, and (3) develop the measurable goals and objectives by which to gauge the success of the organization s strategy. These interdependent, cascading roles, and the relationships among them, are summarized in the figure. Figure 4.4. Key Roles of Mission and Vision

First, mission and vision provide a vehicle for communicating an organization s purpose and values to all key stakeholders. Stakeholders are those key parties who have some influence over the organization or stake in its future. You will learn more about stakeholders and stakeholder analysis later in this chapter; however, for now, suffice it to say that some key stakeholders are employees, customers, investors, suppliers, and institutions such as governments. Typically, these statements would be widely circulated and discussed often so that their meaning is widely understood, shared, and internalized. The better employees understand an organization s purpose, through its mission and vision, the better able they will be to understand the strategy and its implementation.

Second, mission and vision create a target for strategy development. That is, one criterion of a good strategy is how well it helps the firm achieve its mission and vision. To better understand the relationship among mission, vision, and strategy, it is sometimes helpful to visualize them collectively as a funnel. At the broadest part of the funnel, you find the inputs into the mission statement. Toward the narrower part of the funnel, you find the vision statement, which has distilled down the mission in a way that it can guide the development of the strategy. In the narrowest part of the funnel you find the strategy it is clear and explicit about what the firm will do, and not do, to achieve the vision. Vision statements also provide a bridge between the mission and the strategy. In that sense the best vision statements create a tension and restlessness with regard to the status quo that is, they should foster a spirit of continuous innovation and improvement. For instance, in the case of Toyota, its moving forward vision urges managers to find newer and more environmentally friendly ways of delighting the purchaser of their cars. London Business School professors Gary Hamel and C. K. Prahalad describe this tense relationship between vision and strategy as stretch and ambition. Indeed, in a study of such able competitors as CNN, British Airways, and Sony, they found that these firms displaced competitors with stronger reputations and deeper pockets through their ambition to stretch their organizations in more innovative ways.[168] Third, mission and vision provide a high-level guide, and the strategy provides a specific guide, to the goals and objectives showing success or failure of the strategy and satisfaction of the larger set of objectives stated in the mission. In the cases of both Starbucks and Toyota, you would expect to see profitability goals, in addition to metrics on customer and employee satisfaction, and social and environmental responsibility