Developing a Leadership Pipeline at Infosys
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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
The company developed a three-tier pyramid for developing leaders at all levels of employees at Infosys and also established a robust process for identifying and including talents into different leadership tiers. The Infosys Leadership institute designed a "Nine pillar model" to inculcate leadership based on the organization's requirements and the employee's area of interest. The case discusses the various leadership development initiatives at Infosys and also narrates how the company found itself in a leadership crisis in 2007 which further led to the company strengthening its leadership development initiatives. In early 2012, the company found itself with a new management team that had taken over from its more illustrious founders. Many senior leaders of Infosys were expected to retire in a period of ten years from 2011. In addition to reassuring their customers and investors who feared that the Infosys's new leadership might not be able to manage the future uncertain situations, the company had to quickly develop a pool of leaders. This case is meant for MBA/MS-level students as part of their Strategic Human Resource Management/ Training and Development course.
» To understand the importance of developing leaders in the organizations.
Leadership Development, Leadership Crisis, Infosys Leadership Institute (ILI), Succession Planning, Change/ Adversity Leadership, Strategic Leadership, Operational Leadership, Talent Leadership, Leadership competencies , Mentoring, Coaching, Seven Pillar Leadership model, Nine Pillar Leadership Development Process, Leadership Skills Training, Feedback Intensive Programs, System Process Learning, Inventive Reasoning, Bio-Inspiration, Infosys
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