NM has attitude issues. This should have been reflected with or without performance. If Sikka was too off from the projections, are the promoters and board equally responsible for accepting and agreeing to set such targets? Sikka should have taken a current base and then looked at additional accounts that he can bring in within two to three years and then looked at a consistent CAGR over the years to achieve 20 bn USD. It was not a joke to move from 7.3 bn to 10 bn in three years given the support and guidance that the minority but promoter group has extended. Infosys lost a great opportunity and will be an 11-12 bn US company by 2020 if luck is with it. My fear is, it might lose existing accounts and will remain a 10 bn company by 2020 in the bargain. NM and promoters should change their attitude and be in the board to guide and support and professional new find CEO like Sikka to reverse its current fortunes. Hope to see Infosys perform better in the coming years.
has to be consistently and relevantly guided relentlessly in the best interests of the passengers, i.e. the workforce, the clients and the shareholders with the highest ethical standards and transparency.
CEOs in general often strive to enhance their own image forgetting the priorities for his/her tenor.
The founders and stakeholders find this situation unacceptable however yummy a CEO may be.
One more lesson is to refrain from importing one.
After the incidents of firing Carly, Cyrus and Vishal very many CEOs will prefer to disrobe their halos before occupying the CEO chair.
Problems start when their attitude becomes one of an Owner rather than just the captain of a ship.
That was an interesting reading. Basically, Infosys had developed a culture of their own; a culture of an employee becoming the employer & grooming the company from an employee's perspective. Founders were all employees who brought up the company.In a massive employee oriented company, they had nurtured a culture which made the employees extremely confident of the company they worked for. Also, whether they acknowledge or not, the company was more built on English & French culture where company comes first & profits afterwards! This is an ideology diagonally opposite to American culture where financial considerations outweigh other priorities. This is where, they should have groomed a man from within, rather than an outsider; This is where TATAs score over others. Except Mr Mistry (an outsider, though a majority stake holder), all other appointments are from within the company. Even there, exception got backfired! One more point that could be pondered over is: the chairman though with an impeccable CV was a man from the manufacturing rather than services sector. I strongly believe with Homecoming of Mr. Nandan will definitely boost the employee morale & the understanding between board, employes & share holders
