2023 Vault Rankings
At a Glance
"The firm vision has always been broad and clear."
"Many client opportunities."
"Global exposure, work-life balance."
"Compensation, bonus, and promotions."
"Too many trips."
"Too many operational processes."
"Average consulting firm."
About Infosys Consulting Asia
Created in 2004, Infosys Consulting is an off-shoot of Indian tech outsourcing and business consulting giant Infosys Technologies. Based on the premise of consistently finding ways to increase value for its clients (rather than, say, focusing on its own profits), IC is committed to making its clients more competitive. To do that, the firm is prepared to leverage any and all of the contacts its parent has, even if that means arranging outsourcing deals for clients through it.
A guiding principle of IC's strategy is to offer its consulting services on a global scale, using a similar methodology as Infosys did when helping to pioneer the concept of global outsourcing. If that means that consultants in India take over a project to complete tasks while consultants in the U.S. sleep, so be it. Strategizing and technical analysis can take place anywhere, as long as the results eventually make it back to the client. IC's services are available across a wide range of industries, including telecom, retail, financial services, resources, automotive, hi-tech, industrial manufacturing, oil and gas, utilities, insurance, and more, and focus on successfully defining, designing and delivering business value to global corporations.
From there to here
Infosys Consulting came into being when Infosys, currently a $9 billion a year enterprise, decided to reach beyond the realms of its successful outsourcing concern, and offer its clients consulting services as well. The theory behind the move seems simple enough in retrospect: If a consulting firm can conduct an operational review that identifies a need for a client to use Infosys' business process outsourcing services, why couldn't Infosys do the consulting as well? A tech services firm building a consulting presence, after all, is considerably less labor intensive than a consulting firm building a tech services and outsourcing capability.
It took Infosys a little over two decades to get to the point where it could branch out into the consulting world. Begun in 1981, the firm initially offered IT services to the domestic Indian market, but soon began scoring some lucrative international clients. The first major client was GE, although the likes of American Express, Apple, Boeing and J.C. Penney soon followed. That success drove Infosys beyond the $100 billion revenue barrier in 1999, the same year the firm became the first Indian company listed on the Nasdaq stock exchange. Within five years, that figure had multiplied to $1 billion, as the bursting of the tech bubble in the early 21st century drove more and more companies to outsourcing as a way to reduce costs.
A formula for success
While competitiveness is IC's watchword for both itself and its clients, there's apparently a lot more to it than just hiring the best and letting them get on with it. IC's formula is a two-part equation. The first part involves creating "strategic differentiation" for its clients, a process that showcases both to clients and their potential customers exactly how they differ from the competition. The other portion of the competitiveness equation is in figuring out how to do everything better than those same competitors, something IC calls "operational superiority." Add those two halves together, the company says, and you've got a formula that equals increased competitiveness.
Bengaluru 560 100
Phone: +91 80 2852 0261
Employer Type: Public
Stock Symbol: INFY
Stock Exchange: NYSE
Managing Director: Rajesh Murthy
2015 Employees (All Locations): 190,000
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