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I don’t understand how resident being in Mumbai instead of banglore could be an issue to day to day operations of Infy? Some people file anything in name of whistleblower complain process.
As a full-time CEO, presence is much required. Yes things can be done virtually also but I think this points to some serious governance lapses without proper oversight.When there has been an agreement that the CEO would work from the place of work and not from a remote location, it should be respected.
 

sridhga

Well-Known Member
Infosys problem is that they have built a strong corporate culture and no leadership chain to pass the baton.

I will explain in detail:

In the book "In Search of Excellence" Tom Peters and Robert Waterman explain that strong corporate culture imbibed with ethics makes the recipe for top companies. In such companies because of inbuilt culture, outsiders do not survive. One classic failure is Carly Fiorina who could not handle HP successfully despite being a great leader and competent decision maker. Infosys built such a culture which is good. But those companies need a steady stream of CEO supply from inside. This is where Infosys failed. Although Narayana Murthy always claimed that his company is not a family enterprise and is a professional company blah blah blah., the founder team never let the next rung leadership grow. The founders are always publicity hungry and media savvy. Since they ran out of managerial talent, they brought in Vishal Sikka. The guy is competent, but Infoscions do not like to report to him because he brings in a different culture. Our publicity hungry Narayana Murthy lent credence to the team with its antics and they booted Vishal Sikka out. Till date they could not prove Vishal Sikka guilty of corruption. A retired founder who is equally publicity hungry steps in to douse the fire. ( This is similar to a national party bringing back an old lady as its president.) Then they hire Salil who comes from a different corporate culture. And the story repeats. Our media savvy promoters invoke God and his capabilities regarding fudging of Infy's accounts. This has become a comedy show with the company. I look at this as a serious leadership problem. If this is not fixed, it could weaken the company and eventually it may get absorbed (merged) in a competitor company and then the moles causing trouble will finally be booted out. Though the promoters will try to see that this does not happen, they are responsible for this situation. Every retired promoter pokes his nose into the corporate affairs of this company emboldening the subordinates to challenge the CEOs. The only way promoters can save their investment in this company is to let it merge with another similar company. Retired guys should step aside and settle down to watching the grass grow.

On a side note, TCS is not so media savvy, and, they do not make tall claims on corporate ethics, and, they are silent performers.
 
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Infosys problem is that they have built a strong corporate culture and no leadership chain to pass the baton.

I will explain in detail:

In the book "In Search of Excellence" Tom Peters and Robert Waterman explain that strong corporate culture imbibed with ethics makes the recipe for top companies. In such companies because of inbuilt culture, outsiders do not survive. One classic failure is Carly Fiorina who could not handle HP successfully despite being a great leader and competent decision maker. Infosys built such a culture which is good. But those companies need a steady stream of CEO supply from inside. This is where Infosys failed. Although Narayana Murthy always claimed that his company is not a family enterprise and is a professional company blah blah blah., the founder team never let the next rung leadership grow. The founders are always publicity hungry and media savvy. Since they ran out of managerial talent, they brought in Vishal Sikka. The guy is competent, but Infoscions do not like to report to him because he brings in a different culture. Our publicity hungry Narayana Murthy lent credence to the team with its antics and they booted Vishal Sikka out. Till date they could not prove Vishal Sikka guilty of corruption. A retired founder who is equally publicity hungry steps in to douse the fire. ( This is similar to a national party bringing back an old lady as its president.) Then they hire Salil who comes from a different corporate culture. And the story repeats. Our media savvy promoters invoke God and his capabilities regarding fudging of Infy's accounts. This has become a comedy show with the company. I look at this as a serious leadership problem. If this is not fixed, it could weaken the company and eventually it may get absorbed (merged) in a competitor company and then the moles causing trouble will finally be booted out. Though the promoters will try to see that this does not happen, they are responsible for this situation, Every retired promoter pokes his nose into the corporate affairs of this company emboldening the subordinates to challenge the CEOs. The only way promoters can save their investment in this company is to let it merge with another similar company. Retired guys should step aside and settle down to watching the grass grow.

On a side note, TCS is not so media savvy, and, they do not make tall claims on corporate ethics, and, they are silent performers.
It was a complete travesty. Invoking God complex points to a hubris and a malaise of sorts.

Edit: stupid auto correct took it as hybrid. It must be read hubris.
 
Infosys problem is that they have built a strong corporate culture and no leadership chain to pass the baton.

I will explain in detail:

In the book "In Search of Excellence" Tom Peters and Robert Waterman explain that strong corporate culture imbibed with ethics makes the recipe for top companies. In such companies because of inbuilt culture, outsiders do not survive. One classic failure is Carly Fiorina who could not handle HP successfully despite being a great leader and competent decision maker. Infosys built such a culture which is good. But those companies need a steady stream of CEO supply from inside. This is where Infosys failed. Although Narayana Murthy always claimed that his company is not a family enterprise and is a professional company blah blah blah., the founder team never let the next rung leadership grow. The founders are always publicity hungry and media savvy. Since they ran out of managerial talent, they brought in Vishal Sikka. The guy is competent, but Infoscions do not like to report to him because he brings in a different culture. Our publicity hungry Narayana Murthy lent credence to the team with its antics and they booted Vishal Sikka out. Till date they could not prove Vishal Sikka guilty of corruption. A retired founder who is equally publicity hungry steps in to douse the fire. ( This is similar to a national party bringing back an old lady as its president.) Then they hire Salil who comes from a different corporate culture. And the story repeats. Our media savvy promoters invoke God and his capabilities regarding fudging of Infy's accounts. This has become a comedy show with the company. I look at this as a serious leadership problem. If this is not fixed, it could weaken the company and eventually it may get absorbed (merged) in a competitor company and then the moles causing trouble will finally be booted out. Though the promoters will try to see that this does not happen, they are responsible for this situation, Every retired promoter pokes his nose into the corporate affairs of this company emboldening the subordinates to challenge the CEOs. The only way promoters can save their investment in this company is to let it merge with another similar company. Retired guys should step aside and settle down to watching the grass grow.

On a side note, TCS is not so media savvy, and, they do not make tall claims on corporate ethics, and, they are silent performers.
I'm also reminded of this game of thrones quote by Lord Tywin. With reference to a younger puppet he is controlling, that is Joffrey in this case, he says "any King that must say he is the King is no King at all". Applies everywhere and to the hubris on display.
 

siddhant4u

Well-Unknown Member
As a full-time CEO, presence is much required. Yes things can be done virtually also but I think this points to some serious governance lapses without proper oversight.When there has been an agreement that the CEO would work from the place of work and not from a remote location, it should be respected.
he could be working from Mumbai office.. CEO's are always travelling (in my 20 yrs of work experience). Just bcos all previous CEO's were sitting in Bangalore office does not mean new one should also glued to the chair. He is indeed travelling for important meetings and all. which constituent as unwarranted expenses not as serious lapse of judgement or failure of any kind. On other hand, complain about him ignoring financial issues are serious ones.
and completely agree with @sridhga on corporate culture playing major part in company.
 

sridhga

Well-Known Member
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