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Infosys Technologies
14 сентября 2016, 17:11

Dr Vishal Sikka's Meaning of Inclusive Capitalism

Dr. Vishal Sikka Chief Executive Officer and Managing Director, Infosys Technology as the enabler and amplifier of our uniquely human ability. The single action that I believe will make capitalism more inclusive is to embrace, rather than fear, extreme advances in technology - in particular, advances in areas such as automation and artificial intelligence. This might seem counterintuitive: I often hear questions about these advances creating a larger gap between skilled and unskilled workers or taking jobs away entirely. But the strength of inclusive capitalism is that it recognizes resources and potential beyond those that we traditionally consider (namely capital, raw materials and machines) to enable focus on the things that make us uniquely human. Our most valuable future resource actually lies within us - our passion, creativity and imagination. Only when we open our minds into new areas will we solve the greatest challenges of our time, developing peaceful societies, improving the health of all, creating environments in which all children thrive, enabling stronger connections between us - which ultimately drive our feeling of being responsible for one another. These notions, and the things we need to achieve them, are uniquely human capabilities. We can leave the mundane and routine tasks to artificial intelligence and automation, freeing us to pursue new ideas, new societies, new ways of connecting with each other - the important things, the things no computer program will ever achieve. Embracing technology is precisely what I believe will unleash this human potential. At the same time, I understand the fears. Digital technologies, such as artificial intelligence have their risks - privacy protection and cyber security are pressing issues that need to be tackled by the public and private sectors. And technology, if it is to become an amplifier of our human potential, needs to be accessible to everyone. This will only happen if all people are in a position to exploit and benefit from the incredible opportunities of technology. I believe we can solve these issues - fear, access, knowledge - in two ways. The first is by focusing on lifelong learning, satisfying people's continual hunger to develop, rather than focusing only on formal education systems. Such systems barely scratch the surface of our potential to learn and often fail to encourage or foster that which makes us human, such as a desire to explore. Learning brings deep understanding, and with that we can see the potential in all of us, the potential to use technology as an amplifier. The second is formal education, which must be transformed. There is little disagreement that we must change our education systems and challenge our assumptions around education, but there is much disagreement about how best to do this. I believe a simple but significant thing we can change in the education system is to include computer science as part of the core curriculum. This would give everyone access to fundamental knowledge and skills, removing the elitism around technology and enabling us all to be part of the dialogue. It would reduce the fear of technology and of artificial intelligence taking over the world, and enable a more inclusive and open debate about how to solve challenges around privacy and other areas. These are not easy things to do, but we must do them. We must take away the fear of what is inevitable and create the right framework for us all to benefit. That starts with embracing extreme advances in technology and creating a level playing field around understanding the power of technology. I urge all of us - in business, politics and society - to play our part and ultimately help create a more inclusive capitalism. -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

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16 сентября 2014, 19:50

Will Infosys Regain its Premier Position in IT Industry? - Analyst Blog

On Sep 15, 2014, we issued an updated research report on Infosys Technologies Ltd (INFY), a leading provider of business consulting, technology, engineering and outsourcing services.

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11 июля 2014, 17:10

Infosys Technologies Q1 Earnings and Revenues Beat Estimates - Analyst Blog

Infosys Technologies Ltd (INFY) reported first-quarter fiscal 2015 results. Quarterly earnings per ADS from continuing operations came in at 84 cents, surpassing the Zacks Consensus Estimate of 76 cents by 10.5%.

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07 марта 2014, 18:56

Infosys: A Giant up from Slumber? - Analyst Blog

It seems IT bellwether Infosys Technologies Ltd. is up from its deep slumber after a streak of disappointing results over the last couple of years.

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10 января 2014, 22:07

Infosys Beats 3Q Earnings Estimates - Analyst Blog

Infosys Technologies Ltd reported third quarter fiscal 2014 earnings per ADS from continuing operations of 81 cents, surpassing the Zacks Consensus Estimate of 75 cents by 8.0%.

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12 июля 2013, 03:01

Infosys Technologies Earnings: Your Sneak Peek to the Big Announcement

Here's your Cheat Sheet to earnings...

21 марта 2013, 20:02

Schumpeter: New rules for schools

THE Bhandari Modern Public School can be approached only by technological downshifting. Full-sized taxis cannot penetrate the narrow, crowded streets, so you have to switch to a tuk-tuk. Soon the streets become alleyways, so you switch to a bicycle-rickshaw.The Brahmpuri slum in New Delhi is an energetic place, home to migrants, Muslims and other marginals. A barber with a cut-throat razor and a bucket of dirty water shaves clients on the pavement. Factories hum in people’s front rooms. Animals and children are everywhere: buffaloes pulling carts, white ponies doing nothing in particular (they are popular for wedding ceremonies), children hawking bicycle pumps and washing powder.The school, despite its name, is private, and it is a miracle of compression: floor upon floor of children, 25 to a class, crowded into a narrow concrete block. It is also a miracle of order: the children wear uniforms and stand up to greet visitors. One classroom is decorated with bright pictures and perky slogans such as: “We will get more than 80% in maths.” The teacher worked for Infosys, a giant IT firm, before finding her vocation. Other classrooms are drabber. Dr Bhandari, the school’s...

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14 марта 2013, 20:06

Indian technology: The screen revolution

UK Only Article:  standard article Issue:  The America that works Fly Title:  Indian technology Rubric:  Meet the next generation of Indian technology firms—and the obstacles they face Location:  MUMBAI Main image:  20130316_WBP002_1.jpg SIGNS of middle age were obvious at a recent gathering of Nasscom, the club for India’s giant IT industry, which now has sales of $100 billion and is dominated by outsourcing firms. The venue was a hotel in Mumbai, a five-star fortress of foyers and finger food. The guests of honour were politicians. Grey-haired, well-fed executives sat and talked in jargon. It was hard to spot anyone close to India’s median age of 26. Things have come a long way since 1981 when Infosys, a bellwether Indian IT firm, was founded in a flat by seven hungry engineers with $250. Yet if you walk to the exit of that hotel and reject the option of an expensive limousine, or of hailing a bashed-up street taxi, and instead ...

14 марта 2013, 20:06

Indian technology: The screen revolution

SIGNS of middle age were obvious at a recent gathering of Nasscom, the club for India’s giant IT industry, which now has sales of $100 billion and is dominated by outsourcing firms. The venue was a hotel in Mumbai, a five-star fortress of foyers and finger food. The guests of honour were politicians. Grey-haired, well-fed executives sat and talked in jargon. It was hard to spot anyone close to India’s median age of 26. Things have come a long way since 1981 when Infosys, a bellwether Indian IT firm, was founded in a flat by seven hungry engineers with $250.Yet if you walk to the exit of that hotel and reject the option of an expensive limousine, or of hailing a bashed-up street taxi, and instead press “Book now” on your phone screen, another Indian tech scene appears. The application links a network of taxis using satellite positioning, cheap Chinese-made smartphones, souped-up Google maps and credit cards. A 6km (4-mile) drive north in a modern car will deliver you to a snack shop, above which is the firm that runs the system. Olacabs was set up in 2010. Its co-founder, Bhavish Aggarwal, is a 26-year-old engineer who has worked for Microsoft in Seattle. He has raised a...

26 февраля 2013, 19:09

What's Wrong With Today's Business Schools?

Harvard Business School professor Rakesh Khurana offers a scathing critique of business schools in an article in January strategy + business. Among other things, he says: Business schools are facing “a crisis of irrelevance”. As a result, they are facing declining enrollments. One reason for this is that business schools don’t teach rules of engagement in developing markets. Business schools are “in an incredible race to the bottom”, with around 900 business schools in the US compared to around 180 law schools and around 130 medical schools. It’s “not even clear what an MBA consists of anymore”. There is a “lack of quality and consistency in the development of general management knowledge”. Business schools have sought academic legitimacy by “aping the arts and sciences faculties”, but social scientists hired into business schools “don’t produce general management knowledge”. Economists hired into business schools “act even more like economists once they are there... The same goes for sociologists and psychologists” The incentives are based on "research & academic credibility, not producing management knowledge." As a result, "very little general management knowledge" has been produced by biz schools. As a result, “business schools have lost the place where we could be turned to as a source of basic research and basic knowledge. Very few businesses turn to us. They turn to other sources of knowledge, such as consulting firms, instead.” An MBA is now “a highly valued credential, but you’re not going to learn much along the way." What to do? Professor Khurana suggests. “U.S. corporations are historically imprinted with a hierarchical model—you develop something at headquarters, you scale it, and then you diffuse it. The challenge we face is how do we re-legitimate ourselves as a source of foundational knowledge. We have to have a more innovative and experimental mind-set. I don’t think anybody has figured it out yet. Adopting that has got to be the heart of our repertoire.” Professor Khurana’s main hope seems to be look outside the US: “Today, some of the most innovative business practices are happening outside the United States. These include some of the interesting management practices at technology-services companies like Infosys, the bottom-of-the-pyramid strategies like those that Tata is pursuing with the Nano car, or the rapid innovation of some Chinese companies. We’re living in a multipolar world, at least as far as capitalism is concerned.” One does wonder however whether there aren’t excellent sources of general management knowledge inside the US and Europe, if only business school professors would look.

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19 февраля 2013, 14:07

Indian shares gain for second day; tech, defensives lead

MUMBAI, Feb 19 (Reuters) - Indian shares ended higher on Tuesday after sinking to the lowest in 2013 last week, as technology shares such as Infosys extended gains on hopes of stronger earnings while buying spurred defensive sectors such as consumer goods and pharmaceuticals. Tata Consultancy Services Ltd ended 1.4 percent higher while Infosys Ltd gained 1.47 percent. Defensives such as Hindustan Unilever rose 1.35 percent and pharma companies such as Cipla Ltd ended 2.22 percent higher

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17 января 2013, 20:04

Services: The next big thing

UK Only Article:  standard article Issue:  Here, there and everywhere Fly Title:  Services Rubric:  Developed countries are beginning to take back service-industry jobs too HARLEY DAVIDSON, A motorcycle-maker, had a difficult time after the financial crisis and nearly took the road out of Milwaukee, Wisconsin, its home town since 1901, to go in search of cheaper labour. It stayed in the end, but had to prune other costs. Last summer it announced it would outsource 70 information-technology and other back-office jobs to India’s Infosys. “Just more and more of our great motorcycle company being done by other countries,” lamented one hog-owner from Pennsylvania in an online forum on hearing the news. In fact, Infosys will be serving Harley and other firms from a new office full of Americans in Milwaukee. This is the 18th new office Infosys has opened in America in recent years. The company will hire a total of around 2,000 locals in the year to March 2013, up on last year’s 1,200. Other big firms are hiring at a similar level. According to NASSCOM, the trade body for ...

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17 января 2013, 07:10

India's HCL Tech profit rises 68.4 percent, beats estimate

BANGALORE, Jan 17 (Reuters) - HCL Technologies, India's fourth-largest software services provider, beat estimates with a 68.4 percent jump in quarterly profits joining Infosys and Tata Consultancy Services in signalling an outsourcing pickup.

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14 января 2013, 16:19

UPDATE 2-TCS adds clients to beat profit forecast

* Reiterates will top industry growth estimate by Nasscom

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12 января 2013, 02:42

Infosys Technologies Earnings: Here’s Why the Stock is Skyrocketing

Here's what you need to know now...

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26 ноября 2012, 15:35

Indian shares end up; technology, airline shares gain

* BSE ends up 0.16 pct; NSE adds 0.17 pct * Jet Airways, SpiceJet shares rally on stake sale talks * M&M shares fall on reports of Aston Martin bid By Manoj Dharra MUMBAI, Nov 26 (Reuters) - India's main indexes ended higher on Monday, led by gains in export-driven technology shares such as Infosys due to rupee's weakness versus dollar, while reports of a stake sale to Etihad Airways buoyed Jet Airways stocks. However, the market is still cautious and focusing on the outcome

08 ноября 2012, 14:17

India 2012 - India's Paradox: Thriving Press, Stifling Internet?

http://weforum.org/ How can the world's largest democracy protect Internet freedom? The World Economic Forum hosts this session in partnership with NDTV. - Vikas Bajaj, Correspondent, New York Times, USA - Kris Gopalakrishnan, Executive Co-Chairman, Infosys, India; Co-Chair of the World Economic Forum on India - Chhavi Rajawat, Sarpanch of Soda, Village Council of Soda, India; Co-Chair of the World Economic Forum on India; Young Global Leader - Kapil Sibal, Minister of Communications and Information Technology of India - Madhu Trehan, Content Director, Newslaundry.com, India Moderated by - Vikram Chandra, Presenter and Editor, NDTV, India

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12 октября 2012, 08:11

Infosys Technologies (INFY): FQ2 EPS of $0.75 in-line. Revenue of $1.80B (+2.9% Y/Y) misses by $100M. (PR)

Infosys Technologies (INFY): FQ2 EPS of $0.75 in-line. Revenue of $1.80B (+2.9% Y/Y) misses by $100M. (PR) Post your comment!

18 сентября 2012, 16:00

Social Pressure Is a Better Motivator Than Money

Upton Sinclair once wrote, "It is difficult to get a man to understand something if his salary depends upon him not understanding it." If your business objectives aren't linked to employee compensation, it sends a strong message that they aren't a real priority, and motivation is adversely affected. The flip-side, however, isn't true. When business objectives are linked to compensation, motivation to drive for results is rarely meaningfully enhanced. The reason for this is as practical as it is psychological in nature. Most executives' annual compensation plans are so full of key performance indicators that the weighting of any one objective becomes largely meaningless in the grand scheme of things. Furthermore, variables in most compensation plans typically emphasize financial metrics whose results depend on a myriad of variables — many of which are uncontrollable. Finally, most companies don't have deep enough pockets to significantly increase overall compensation for employees to the extent it will make them take significant notice. Given all of this, the reality is that in the vast majority of companies are unable to depend upon compensation as a significant motivator. So if financial incentives aren't a big lever, where can leaders look to increase motivation? In our research for Beyond Performance we found there is a simple one that is often overlooked: Moving beyond the 'market contract' with employees and forging a stronger 'social contract'. Those of you who have read Dan Ariely's Predictable Irrationality will recall the difference between a market and social contract being illustrated by imagining you are invited to your mother-in-law's house for a special dinner. She has spent weeks planning the meal, and all day cooking. After dinner you say thank you and ask how much you owe her. How would she react? Chances are she'd be mortified. The offer of money changes the experience from a social interaction built around a reciprocal long-term relationship to a market transaction that is financially based, shallow, and short-lived. But what if you had brought your mother-in-law a bottle of wine as a contribution to the feast? She'd probably have accepted it graciously. The offer of a gift rather than payment indicates that social and not market norms are in play. Consider another example made famous in Levitt and Dubner's Freakonomics. A daycare center decided to impose a $3 fine when parents were late picking up their children. Instead of encouraging them to be punctual, it had the opposite effect. Late pickups went through the roof. Why? Before the fine was imposed, there was a social contract between daycare staff and parents, who tried hard to be prompt and felt guilty if they weren't. By imposing a fine, the center had inadvertently replaced social norms with market norms. Freed from feelings of guilt, parents frequently chose to be late and pay the fine — which was certainly not what the center had intended. When it comes to creating motivation in the workplace, leaders consistently underuse social norms to shape behavior. Social norms are not only cheaper and more practical but often more effective. The American Association of Retired Persons once asked some lawyers if they would offer their services to needy retirees at a cut-rate price of around $30 an hour. The lawyers declined. Then the AARP asked if they would offer their services for free. Most of the lawyers agreed. When compensation was mentioned, the lawyers applied market norms and found the offer lacking. When no compensation was mentioned, they used social norms and were willing to volunteer their time. In the workplace there are many ways to invoke social versus market norms in order to more deeply connect to employees' sense of meaning. The CEO of Wells Fargo, John Stumpf, marked the first anniversary of its change program by sending out personal thank-you notes to all the employees who had been involved. Indra Nooyi, CEO of PepsiCo, goes so far as to send the spouses of her top team handwritten thank-you letters. After seeing the impact of her success on her mother during a visit to India, she began sending letters to the parents of her top team as well. John McFarlane of ANZ Bank sent a bottle of champagne to every employee for Christmas with a card thanking them for their work on the company's "Perform, Grow and Breakout" change program. Some managers might dismiss these as token gestures with at best a limited impact. In keeping with the significant body of evidence from the social sciences, employees on the receiving end would beg to differ. They say that the resulting boost in motivation and connection to the leader and the company can last for months if not years. In its simplest form, social contracts are invoked by recognition by peers and superiors. When Infosys Technologies hands out awards to recognize exceptional performance, it invites the nominees to present their work to a big audience that includes management council members and employees from all locations. This not only gives the award winners senior exposure and peer recognition, but serves as a role-modeling exercise and a demonstration of the value placed on behaviors such as collaboration and teamwork. Perhaps the most simple application is to not forget that words can be the most persuasive motivators of all. As Sam Walton, founder of Walmart, put it, "Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They're absolutely free — and worth a fortune."