Having placed itself from the beginning as a worldwide business in information technology, Infosys benchmarked its government practices with the greatest in the world right from the start, focusing on the significance of performance appraisal in the least levels, including that of the board. Indeed, Infosys broke fresh ground wherein each board member would annually review the performance of every other individual member of the board when it introduced a version of Peer Review in the board level. Established as the personal initiative of the chairman of the board and chief mentor - who also designed its process framework - the Peer Review was meant to increase the prominence of corporate governance at Infosys.
More than seven years later, a more prevalent type of performance appraisal, Board Review was started by Infosys each individual member of the board would annually review the performance of the board as a whole during the last year. As he re-examined Peer Review in light of this new version of evaluation, the chairman of the board needed to decide if Peer Review was serving its purpose, if it was damaging to boardroom collegiality, and the best way to institutionalize performance appraisal procedures before he retired.
PUBLICATION DATE: February 21, 2014 PRODUCT #: W14015-PDF-ENG
This is just an excerpt. This case is about LEADERSHIP
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