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Infosys CEO Vishal Sikka resigned saying he was responding to criticism which he called "a continuous drumbeat of distractions and negativity." The company's founders including Narayana Murthy had serious differences with the new CEO. Vishal Sikka was hired by the founders in 2014, bringing in an outsider for the first time in the company's history. Sikka worked for SAP before joining Infosys, and was in charge of innovation and development at SAP. Issues of concern to the founders including Murthy were the size of executive pay and the culture changes at the company under Sikka. A similar situation happened at the Tata Group when long time CEO Ratan Tata selected Cyrus Mistry to succeed him. Serious differences about the culture and the changes made by Mistry led to Ratan Tata moving to oust Mr. Mistry from the Tata Group. Narayana Murthy's response to Sikka's statement was that he was concerned "by the deteriorating standard of corporate governance at Infosys." Having an element of public service is part of the tradition at Infosys, and a focus simply on executive pay and shareholder returns to the exclusion of other values may have troubled the founders. In 2009 co-founder Nandan Nilekhani left Infosys to lead the Unique Identification Authority of India at the request of prime minister Manmohan Singh.  Both Ratan Tata and Narayana Murthy are leaders in the business community in India and may have misjudged in their selection of a successor, putting other factors ahead of tradition, governance and culture, leading to this separation in a short time of 2-3 years. This may become part of the broader debate about culture in Indian companies as the country modernizes and moves forward, what aspects from outside to adopt and what aspects of the culture of the founders that are valued to retain and preserve. In the case of Tata the culture goes back from Ratan Tata to legendary figures JRD Tata during the post independence period, and Jamshedji Tata under the British, and is taken seriously. Ratan Tata even considered joining the Quit India Movement during the British Raj , according to biographer R. M. Lala. ...

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K.V. Kamath, former CEO of ICICI Bank, will become the new nonexecutive chairman of Infosys. S.D. Shibulal, the chief operating officer, will be the new CEO of Infosys. Mr Shibulal said he will pursue a new strategy that will align the company's businesses on the basis of industries, service lines and geographies. Infosys stock is down 16%, and it is experiencing weak growth. This follows a period when the founders of the company, including Mr. Narayana Murthy, played a dominant role in management.

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Lessons Murthy learned along the way to making Infosys what it is. First, be the company you aspire to be. For Infosys this meant contributing to clients and to society around it in India. Second, transparency. Third, 5 lessons for winning markets. First lesson is listen to ideas, open to the young minds especially. Second lesson is meritocracy, decide objectively based on data. Third lesson is benchmark best practice and competitors. Fourth lesson is continuous improvement and maintaining pressure to do better always. Fifth lesson, build aspirations, raise aspirations, this changes ordinary people into extraordinary achievers.

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Adam Bryant's interview with S.D. Shibulal, CEO of Infosys in April 2014.

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Declining hiring plans for Infosys, TCS and other IT companies in India reflects slowing growth in 2012-2013.

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The impact of the global financial downturn of 2011 on business in India's IT sector. With 80% of the sales of India's tech companies coming from markets in Europe and the U.S. firms such as Infosys are taking a cautious approach.

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Rajneesh Goel, Bangalore's chief civil servant, says the city never followed scientific landfill practices. Instead as Bangalore expanded with new business campuses for Infosys and other companies, the garbage was trucked out to sites with little planning and no interest on the part of companies on where this was ending up. Most of the landfill sites outside the city are now filled and the city is running out of places to dump the garbage. About 4000 tons of garbage needs disposal every day, over a millon tons a year now that the city is no longer the smaller garden city it used to be, a place where people looked to go for retirement years in the early post 1947 period. A new effort is being made in crisis conditions by NGO's and business to come up with better disposal practices that are good for the environmental air quality and water quality.

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Knowing the thinking and mood of the younger generation of engineers programmers and other staff is critical. They are more optimistic and impatient about things so companies have to move quickly to change things to retain talent. The other major change is the number of young women that are joining. Nasscom the software industry association in India says that last year this was 35% and will rise to 45% by 2010. This is amazing rise considering that it started from very low numbers and these young women are more vocal than the men. It means companies have to keep their minds open to gender issues and respond. Giving young people a voice in the affairs of the company, giving them achance to be not lost in the crowd, a shot at challenging assignments for the talented, some kind of inhouse training program in management and in other areas so that they can keep upgrading their education and value to the company, some peers and superiors assigned to mentor new employees, hiring from smaller cities so that those who want to be near family can do so and have higher loyalty than with chasing high level talent in bigger cities and supplementing with good inhouse training , are a list of some of the things being tried by companies. ...

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About the reorganization of IBM under Sr. Vice President Robert Moffat Jr. that is underway. The idea is to make IBM more efficient by increasing the productivity of its people and reduce costs. There are over 200,000 people in the IBM services business. Operating margins increased by 2.3% to 10.3% with productivity improvements in the 1st quarter of 2006. IBM's revenues declined by 1.2% in the 1st quarter to $11.6 billion. This IBM Tech services restructuring will be watched closely by Indian IT and IBM's competitors. Moffat hopes to attack the IT tech services business with a new format to improve productivity and reduce costs, and bring IBM' strengths such as research capabilities to bear. The format is being a virtual factory with competency centres of excellence across the globe. The question is can Moffatt pull this off and convince a bureaucratic large organization to overcome inertia and do things differently. Especially as Indian IT is smaller and not yet affected by Big Company Syndrome. What Moffatt is attempting to do is to create a virtual global factory with specialized centres of compency in different global locations so that work can be transferred from one location to another- much as we see in the automobile industry- based on who does best what at what cost. Nilekani of Infosys, says American competiitors are "seeing it as a compelling threat after years of putting their head in the sand." They are responding to megatrends but not fast enough, according to Business Week. This may be attributable to the fact that Indian IT is younger, smaller, faces more competition inside India, and is more agile for these reasons compared to an IBM or an EDS. Hamm points out that IBM is shifting to a new posture as a globalized business, one that puts behind it its days as a multinational company or MNC, no more MNC geographically based independent country businesses, not an outsourcer as frequently assumed when IBM shifted some jobs overseas recently. The new IBM is an organization that builds on competency centers across the globe with concentration of skills and talent in different locations worldwide. It uses the competency centres to pull together the best people and sequence of operations to meet customer needs. ...

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About Azim Premji who leads one of India's largest software and outsourcing companies. He was educated at St Marys school in Bombay and later at Stanford as an undergraduate, has roots going back to the 1940's in Bombay, and has run WIPRO from Bangalore in southern Indian state of Karnataka which does not have much of a religious orientation of Hindus and Muslims that is found in northern India. So it may not be so unnatural for him to keep aside religion from the rest of his life and in doing business and also for him to embrace the secularist basis of India's constitutional and moral fabric. Just as a Nehru who was one of the founders of the Indian Republic and one of the people involved in drafting its constitution and governmental structures remained aloof from religion Hindu or Muslim even though he was born in a Kashmiri Hindu family that settled in Allahabad. Nehru was widely described as agnostic and was educated at Harrow an English school and went to Cambridge for his undergraduate education. Upbringing and education from school days can have a significant influence and Premji's success may be due to the fact that he must be a very well educated, sharp and mature person just like Narayan Murthy of Infosys, so much so that he would stay out of the political and religious quarrels that plague any region and because of the depth of ignorance and hostility brought about by religious groups stay completely aloof from them....