This case examines the innovative approach of the company Infosys to measure performance in customer relations. Infosys' strategy developed to build partnerships transformation from its original position as the outsourcer's end-to-end IT projects. Transformational partner helps clients develop and implement strategies that will enable them to gain a competitive advantage. Traditional paradigm of service-level agreements (SLA), while adequate for the needs of the company Infosys in the early stages, can not reach the level of understanding of what transformational partnership requires. Infosys applies the principles of Balanced Scorecard (BSC) for a feedback mechanism, which allows for the growth partnership for both parties. "Hide
by Katherine Miller, Robert S. Kaplan, F. Asis Martinez-Jerez Source: Harvard Business School 34 pages. Publication Date: July 9, 2008. Prod. #: 109006-PDF-ENG
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