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Infosys (A): Strategic Human Resource Management

As the team walked back from the meeting, they were reminded of the painful and humbling experience in 2003 that had made Infosys sharply aware of the difficulties ahead as it transitioned from a small to a large company. The decade since Ravichandar joined Infosys in 1992 had been a heady one for both the Indian software industry and Infosys. From March 1993 to March 2003, Infosys had a compound annual growth rate of 65%, and its revenues had jumped from US$5 million to US$754 million (Exhibit 1). As it had grown, it had added people at an equally impressive rate, from 250 employees in 1992 to over 15,000 in 2002. Infosys had always recognized that its employees, or “Infoscions,” were at the heart of its impressive success. It had been one of the first Indian companies to grant stock options to its employees—making, the legend goes, millionaires out of peons during the dot-com stock market boom. It had been ranked No. 1 in the Business Today Best Employer Survey both in 2001 and 2002.




Professor Thomas J. DeLong, Jaya Tandon (MBA 2005) and Ganesh Rengaswamy (MBA 2006) prepared this case. HBS cases are developed solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management.

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