This case is set five years after the Stanford University School of Business case "Infosys Consulting in 2006. Leading a new generation of business consulting and" Since Infosys Consulting (IC) has become very successful in the IT consulting world through its model of remote technology development and implementation of a new method of value which IC profit and reputation, becoming a key differentiator for the company. Method for the quantitative part of the program due IC back to the creation of shareholder value, on the one hand, and the value of the client to another. While the IC brought to zero dollars in revenue in 2004, the fiscal year 2011 direct income was $ 200 million. In addition, IC went another $ 600 million in revenue for its India-based parent company, Infosys Technology Limited (ITL). IC also had an operating margin of 25 percent. The company grew rapidly - by 2011, it counted 700 consultants worldwide and 42 partners. This rapid growth provided both opportunities and challenges for the new company. IC parent ITL has also been growing extremely fast, and the case is IC relationship with the parent company, which has been around the world and had a much more formalized way of working. Unlike the IC described himself as an individualist culture, which he saw as a great asset and helped the company to attract and retain top-notch consultants. "Hide
by Robert A. Burgelman, Debra Shifrin Source: Stanford Graduate School of Business 25 pages. Publication Date: June 1, 2011. Prod. #: SM195-PDF-ENG
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