Developing a Leadership Pipeline at Infosys
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Human Resource, Organization Behavior Case Studies
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.
Infosys's Leadership Development Model
To address the issue of leadership, a planned process based on the values and cultures of Infosys was designed as far back as 2001. According to Kris, leadership development at Infosys was meant to take the company to the next level of growth. Leadership development at Infosys had three implications. The first implication was that growth should happen at all levels of the business and organization, not just at the top level. The second implication was that the growth should stem from a vision that was common across the organization. The third implication was that employees, teams, and individuals needed to go the extra mile to reach their full potential...
Infosys Leadership Institute
The vision of Infosys was to create an organization 'built to last', and that had the agility to manage ambiguity and uncertainty under all circumstances . The training center, built at a cost of US$60 million, was housed in a 270 acre campus at Mysore. It had the ability to train up 12,000 employees every year. Murthy said, "In our business the only constant is change. Training is hugely important as it is the only way one could keep in touch with contemporary issues." In order to gain sustainable growth of Infosys, ILI invested in talent development and management...
Tier Leadership Development Program at ILI
Barney with his seven-member team created a three-tiered pyramid that was intended to identify leaders at all levels of employees at Infosys. Claude Smadja, Chairman of the Remuneration and Nomination Committee, Infosys, said the change in the leadership at Infosys was a demonstration of the company's capability to ensure the quality of team leadership and a process of succession planning for the future of the company...
Process of Identifying and Including Talents into Different Leadership Tiers
Infoscians who thought that they were eligible, could apply for Tier-I. The applicant candidature was decided after extensive evaluation of their performance and intensive interviews by the internal directors. Barney said that Tier-I leaders were fewer and it was easy relatively to find them. Candidates for Tier-II were selected by the Heads of the Business units and the members of the ILI. Tier-III candidates were selected through a computer-adapted assessment tool...
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