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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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Infosys built its business on outsourcing by U.S. business. President Trump's executive order to "Buy American, Hire American" is changing the way it does business. Infosys plans to hire 10,000 software engineers in the U.S. by 2019. 

A big change is also coming from new technologies in computing that require small teams to work side by side with customers. This is best done by having software engineers in U.S. offices and not engineers in offices thousands of miles away. A president of Infosys says this is the new face of computing at Infosys.

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Infosys growth is slowing down significantly. Infosys estimates sales growth of 6-12% for the 12 months April 2013 to April 2014. Infosys gets two thirds of revenue in North America and a quarter of revenues in Europe. Infosys is preparing a strategic plan "Infosys 3.0" to move to higher end consulting and cloud computing.

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

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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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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.