Infosys Case Study

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At this juncture, while a new proposal has not been set out, a new name should be attributed to it whether it be a whole new system from the ground up, an initiative for restructure, or a new business venture added on to the current organization. This new proposal from here on will be named Syster.

Syster should allow end users to personalize the system to their specifications. Collaboration and communication between Infosys and end users should allow for real-time interactions. The system integration should allow for both internal and external users to create, store, and effortlessly share knowledge (Greco, Grimaldi, Hanadni, 2013). This new product will allow for increased innovation between Infosys and all clients utilizing it.

Finally when measuring the success of its new system, Infosys needs to ensure stakeholder satisfaction. Clients, employees, and shareholders should all benefit from the implementation of the new system (Greco, Grimaldi, Hanadni, 2013). Client expectations should be surpassed when assessing their feedback on the system. Client value is a driver of success at Infosys. The new product must provide all current and new clients with added value. Infosys prides itself on long-term client relationships (Chari and Gill, 2015). With that being said, the new product must be suitable for current clients and creates an added interest for new clients with the hopes of them becoming long-term clients. Employees should benefit by developing new skills and utilizing a more efficient system. Stockholders should also see a benefit in the implementation of a new proposal through an increase in stock price.

Consider all Alternatives:

There are many different approaches that Infosys could take to alleviate their current situation. Partnering with another similar and reputable organization that demonstrates success in a separate market could be this solution and has proven to lessen the cost of implementation of new project and merge workforce to capture and improve overall performance (Kramer, 2013). Merging of companies could reduce expenses, increase access to more customers and offer greater range of products or features such as the bi-directional communication system (Kramer, 2013). As mentioned in the case study, a partnership could make use of the most elite staff from multiple companies and make up for shortfalls in the individual companies' skill-sets to address the need for Subject Matter Experts and Knowledge Manager Champions. Not only would a merger benefit the company but also it would benefit the end users by providing a range of different services.

Second, Infosys might search within itself for a solution. Invest in the current staff of 150,000 plus employees to identify key players who are innovative and talented to improve the current system or develop a new system to turnaround the company and/or save money is critical during the implementation process (Successfully, 2016). It is imperative that Dr. J.K. Suresh and the management team be able to convince the staff they can make a significant difference in the success of the company. The company could invest in current employees to create new KM Champions and SME’s. While this approach has been unsuccessful in recent memory, this may be attributed to insufficient selection of these candidates. Maybe the company needs a more thorough funnel when selecting candidates for KM Champions and SME’s.

On the flip side, the company should consider getting rid of nonessential costly employees and other company's expenses to save money. Now is the time to identify excess and redundancy within the organization. A proper balance needs to be facilitated in order reduce the expense without causing client dissatisfaction. This action will allow one of two alternatives; it will either allow extra funds to be allocated to improving current system or in absence of this keep the company afloat until more favorable deals are available and affordable. Being strategic about getting rid of redundancy and excess is a must to avoid loss of good employees and the stay of unwanted employees.

Finally, when considering Infosys’ problem of knowledge management, the firm must consider whether a total restructure may be necessary. Just as companies may find a particular IT solution is limited once put into practice, Infosys’ has allowed it structure to be set and concrete. While the company was designed to create and invite new ideas, the reality is there is no incentive for individuals to add to the current knowledge management base. In this case, it might be beneficial for Infosys to consider a total restructure of staff and facilities to jump into a new realm of existence.

If one were to ask a current teenager to describe a particular company or game their first response might be, “Is there an app for that?” This question now needs to be posed to Infosys’. “Should we get an app for this problem?” While this sounds very simplistic, maybe that should be the point of this. Infosys currently employs more than 150,000 employees across many nations and continents and yet the company is having a more difficult time finding KM Champions and SME’s. With 150,000, that should not be a problem. Maybe a simpler solution should be considered. A new platform utilizing the creative and explosive power of start up IT and IS companies should be heavily considered.

No what alternative is selected, the support of Dr. Suresh and all upper level is paramount to success. Without such support, the path to success will be filled with potholes and speed bumps. This support should include but not be limited to financial, staffing, and infrastructure needs.

Identify the Best Alternative:

Currently Infosys’ focus has almost exclusively been inward facing. However this approach does not allow Infosys to effectively meet current market demands. The most significant gains and innovation come from startup companies, taking risks and developing new technologies.

One of the most important developments in KM is recognizing that knowledge is an access that can be leveraged for competitive advantage. Startups often fail because they run out of funding before they complete their research. Many cutting edge technologies are aborted due to funding before development begins. Infosys will offer a KM solution that will be both a development and storage platform that IT and IS startups can use.

In essence, Syster will give customers and stakeholders internal access to external knowledge. Infosys will have the ability to control how the knowledge is stored and accessed. Market intelligence, awareness of technology shifts, knowing customer preferences, and