Internet- and Web-Based Software Projects (and Project Failures)
Tuesday, 15 April 2008 16:23
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 With the collapse of a significant number of e-commerce Internet- and Web-based companies in 2000 and 2001, there has been a general perception, often erroneous, that the failure of the companies can perhaps be blamed on the technology. This misperception is unjustified because, as growing evidence reveals, the failure of the companies was due more to the failure of the underlying business models on which the entire future and competitive strategies of the companies rested. Indeed, as Berghel (2001, 17) has argued, "The problem that caused the Y2K e-commerce meltdown is … an over-reliance on technology to overcome the weakness of a bad business model." Clearly, the often-irrational foundation on which the companies derived their wealth based on capitalization of their stock-market shares even when they were freguently operating in debt was not a failure of the technology. In fact, it was the promise and capabilities of the Internet- and Web-based technologies that tended to sustain what in a normal business environment would have been untenable business practices. The lure of the Internet and the Web, fueled by speculations in the financial markets, gave free reign to the rise of the companies' stock value until investors realized that the trend of ever-increasing share prices could not be sustained forever. For example, a company like Amazon.com had a share price of $427.12 at its peak market valuation on April 27, 1999, and three years later a share price of $13.96 on April 23, 2002 (<Yahoo.finance.com>), even though it had never turned a profit, because investors were led to believe that the revolutionary nature of the underlying Internet- and Web-based technologies was the wave of the future. And so despite evidence to the contrary, investors continued to invest heavily in the company's future. Amazon's operating business paradigm was widely replicated in other e-commerce companies; these eventually collapsed because the business models were not sustainable, notwithstanding the capabilities of the Internet- and Web-based technologies.
Last Updated ( Tuesday, 15 April 2008 16:27 )
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Success must be measured by customer delight: Infosys CFO
Monday, 07 April 2008 12:19
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Infosys CFO V. Balakrishnan believes that the role of finance in the Flat World transcends cost structures. To achieve success, global companies must focus on customer delight and leverage local talent. Speaking on ‘The Role of Finance in Supporting Globalization’ at the Oracle CFO summit, he discussed how finance can rise to the challenges and opportunities of globalization. Download
Customer delight, a measure of success
According to Balakrishnan, the success of a globalization strategy needs to be viewed from a customer perspective. Infosys measures “success in terms of how well we address the local needs of our customers... We want people with local expertise and industry knowledge who can go and make a difference to our customers.”
Last Updated ( Monday, 07 April 2008 13:01 )
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Infosys teaches us how to anticipate the future': Prof. Georges Haour
Sunday, 06 April 2008 19:49
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"As we look for models of corporate success, European and North American ethnocentric ways need to rapidly yield to being much more curious and knowledgeable about Asia's ascending actors. The IT services company Infosys is a striking example of successful, profitable growth."
In his case study on orchestrating winning performance, Professor Georges Haour of IMD, the acclaimed Swiss management finishing school for executives, observes that Infosys' Global Delivery Model and customer satisfaction indices are two critical contributors to its "breakneck rate of profitable growth".
Last Updated ( Monday, 07 April 2008 08:53 )
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Globalization is not a recent phenomenon: Kris Gopalakrishnan, CEO, Infosys
Sunday, 06 April 2008 19:34
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In the latest of a series of interviews for the Kaplan-Newsweek MBA program, Richard M. Smith, Chairman, Newsweek, spoke with Kris Gopalakrishnan, CEO, Infosys.
To support his contention that globalization has always existed, Kris noted that there have always been waves of people moving and work moving. He pointed out that access to talent is fast becoming the biggest challenge for any company, and that rather than taking away jobs, globalization was throwing up several job opportunities - for overseas talent as well as locals.
."Access to talent is going to be the biggest challenge for any company," Kris told Newsweek. "Even though India has a billion people, we only produce about 450,000 engineers, and for IT services we primarily recruit engineers. India is also a fast-growing economy -it's growing at around 8 to 10 percent annually-which means there is tremendous demand for these engineers from other sectors of industry. There are multiple things we're doing to manage this challenge. We want to be sure that we're a company of choice."
Resource : http://www.infosys.com/about/global-positive.asp
Last Updated ( Monday, 07 April 2008 11:49 )
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