When founder N.R. Narayana Murthy started Infosys in 1981, he had one simple aim for the business: to become India’s most respected company. Gerard McManus speaks to the man behind the IT giant.
Education and professional development are so embedded in the ethos of Infosys that its founder N.R. Narayana Murthy puts the teacher on a special pedestal.
“In my world the following are all gods: mother, father, teacher and guest,” Murthy explained to Mt during a recent visit to the company’s headquarters in India.
In many ways, Infosys both symbolises the high-tech juggernaut that is India today, but has also paved the way for it to happen.
The company pioneered the “Global Delivery Model” which so many Australian businesses now take advantage of, whereby IT backroom or support tasks are sent to India overnight and a solution is provided the following day at a marginal cost. Today, Infosys is at the apex of the Global Delivery Model, providing hundreds of companies a range of sophisticated and innovative IT and consultancy
By Gerard McManus
When Infosys Australia and New Zealand’s Managing Director and CEO Jackie Korhonen was a teenager she was a budding Australian sports star, crisscrossing the European satellite circuit in pursuit of elusive tennis titles.
While she never quite made it to the Wimbledon finals, Korhonen describes the period modestly as a “growing- up experience” but one that gave her valuable life lessons in self-discipline, self-organisation and resilience.
Now head of the Infosys Australia and New Zealand division, Korhonen still values the importance of goal-oriented drivers in the careers of people under her charge.
“Sport is great for teaching resilience – all sportsmen and women lose and have their bad days and bad seasons, but are then able to regroup,” she says.
“In business you win bids, you lose bids, clients sometimes leave, so you’ve got to be able to rally yourself and not get despondent.”I try to encourage younger people in this situation to look beyond just today, and the occasional se
Used wisely, social networking can help get you noticed. By Victor Violante.
The growth of professional social networking sites LinkedIn and Facebook’s Branch Out have made it easier to engage potential employers, clients and recruits on a global scale, but only if used smartly.
Strategic and informed use of the features these social media platforms have to offer could mean that as little as an hour a week of activity could be enough to get you noticed by the right people, according to networking organisation Schmooze’s founder, Phillip Jones. Jones discussed some of the following tips on how to maximise your time on these sites during a recent seminar he presented in Canberra:
There are no prizes for collecting “connections”
It’s annoying on Facebook, but it could even reflect poorly on your character on these platforms to connect with or follow complete strangers who have little or no relevance to you. Your activity reflects your personality, and in this case authenticity is best, and it may mean those you do connect wit
Many mums aspiring to a better work-life balance are turning their backs on everyday companies and setting up their own businesses. By Amy Birchall
Open a 2012 Collins English Dictionary to the letter “M”, and you’ll discover “mumpreneur” is an official word in the English language. Flick through business reports about mums and microbusinesses and you may also realise mumpreneurs are not just part of our everyday vocabulary: they are also big business.
With BankWest research revealing women are starting businesses at twice the rate of men, while online marketplaces such as US-founded Etsy targeted at women thrive, mumpreneurs are redefining the way women work. Even big corporations are behind the phenomenon – Huggies recently ran a “Mumspired” competition, which gave five mums $20,000 each to help fund their business idea.
Emma Welsh knows what it is like to be a mumpreneur better than most. The former head of consumer marketing at NAB and mum-of-one abandoned her corporate career to start premium juice company E
Once a key player on Wall Street, ASIC chairman Greg Medcraft is now reining in Australia’s corporate cowboys, writes Tom Skotnicki
To the shock of his friends, the first time Greg Medcraft went to New York in the mid-1980s he stayed at the YMCA, then located in one of the worst neighbourhoods of one of the most violent cities in the world.
“I heard shotguns at night and I was genuinely scared, but it was cheap,” Medcraft said. “That part of the trip was on my personal account so I went from staying in the YMCA to staying at the Waldorf Astoria (for the business component of his trip).”
Medcraft may now be a millionaire, but his sensibility will always be more akin to the average investor than a silvertail.
A little more than a year into his tenure as chairman of the Australian Securities and Investment Commission, Medcraft has been busy reshaping our key corporate watchdog.
He has been so prominent in the media in other ways that many in business may not realise he has been transforming and consolidating the operati
Many Australian businesses will have to change their game plan if they are to survive a slow-growth domestic and global environment, says Leon Gettler
Australian managers are entering virtually uncharted waters. The prospect of prolonged low growth and possibility of a global recession are creating new challenges. Most of today’s managers are downturn novices. Few managers have had to guide their operations through a low-growth environment.
Apart from a brief period during the recession of the early 1990s, and stagflation of the late ’70s and early ’80s, managers have had a good run. The past 20 years leading to the financial crisis was a bubble. It was a win-win world where the constraints on capital were masked by free credit, deregulated global markets and bigger markets with the rise of the internet consumer. It was a system that was blind to the signs of a crisis that first emerged in late 2007 and could intensify with the United States and most of Europe dealing with high levels of bank and sovereign debt. The collaboration emerging in Europe,
Despite growing competition, Telstra’s Will Irving is confident the giant telco can continue to redefine its place in the Australian telecommunications arena. By Hannah Flannery.
Telstra’s business division head Will Irving is convinced the telco’s core business will withstand the ravages of the rapid decline in the use of landlines.
The company’s former legal counsel, Irving was appointed group managing director of Telstra business in August 2011 and is responsible for maintaining Telstra’s business revenue.
Irving joined Telstra in 1997 and progressively headed legal services in a number of business units. After only four years with the organisation, Irving was appointed deputy group general counsel. In January 2005, he was promoted to group general counsel.
Irving said his recent transition from group general counsel to executive responsible for business was relatively smooth because he has found the roles not dissimilar. In his new position, Irving is responsible for Telstra’s relationships with more than one mill
Few products are as symbolically Australian as the meat pie. Gerard McManus looks at the key ingredients behind Four’N Twenty’s success
Great Australian iconic brands seem to go mostly in one direction these days – overseas. Vegemite, Arnott’s, Victa and, more recently, VB and Foster’s, are among dozens of cherished native brands that have fallen into foreign hands.
So it is reassuring in a globalised economy dominated by transnational behemoths when one brand comes back the other way.
Greg Bourke, CEO of Patties Foods, which now owns the Four’N Twenty pie brand, attributes the company’s underlying success to the values that were instilled in the days of its origins as a family-owned country town bakery.
“I believe there has been a continuation of a culture that was embedded into the company before I arrived,” he says.
“We’ve worked hard to remain true to that culture as a publicly listed company.
“I quickly discovered there was a ‘can do’ focus and that wa
A former encyclopedia salesman is showing the world how to succeed in business. And it all starts with a dream, says Gerard McManus
Walk down any shopping strip or visit any mall in any major city in the world and you will find businesses trying to adopt a way of operating and growing based on concepts devised by entrepreneurial guru Michael E. Gerber.
Some do it well, many others do it badly. Some are copying a concept they don’t fully understand, but the Gerber theory of the turnkey business is revolutionising the way capitalism operates in many places and making many people very wealthy in the process.
The best example of the concept of the turnkey business is McDonald’s, where nothing is left to chance and where every action and effort of every person in the business is part of a much bigger goal of achieving a multi-continent fast-food chain. It is a “system of systems” anchored in a dream of being a world-class business.
But Gerber’s ideas are not restricted to the retail and restaurant sectors. His “entrepreneu
Women in business need to recognise their own talents to climb the corporate ladder; being too modest is not a good career move. By Hannah Flannery
Three years ago only 5 per cent of new directors appointed to the boards of ASX 200 companies were women, a statistic that has improved to 27 per cent this year in the wake of the publication of the Equal Opportunity for Women in the Workplace Agency census in 2010.
Gender equality on boards will be a key issue at the annual Women, Management and Work Conference, to be held in Sydney this month. According to conference director and CEO of The Morawska Group, Jenny Morawska, women still represent an under-used talent pool in Australia.
“Women need to be empowered to acknowledge their capacity to be great leaders.”
Morawska says the conference (presented by Macquarie University) will be an excellent opportunity for women of all ages to be inspired by other women.
Why do some women fail to step up?
Suzanne Mercier, managing director of Liberate Leadership, will address the conference o