Endless sessions of yoga, meditation or spiritual advice would be all in vain. If you want long lasting success for your organization, worry, by all means. Worry, even if your doctor gets on your nerves! That’s not us, that was Andrew S. Grove, Senior Advisor Intel Corporation in his bestseller book on management and strategy – Only The Paranoid Survive. If you go by his logic, paranoia is a necessary trait for a leader; a trait which he must inculcate in his people too.
If we were to speculate on the name of the one Indian IT company where Andy Grove would feel quite well at home, we would suggest – Infosys. The company has traditionally been a believer in traits like conservativeness, ethics, succession planning, exceptional customer orientation, et al. And, although badly hit, they are fighting the recession better than their ilk.
September 15, 2008, the day Lehmann Brothers fell, Infosys realised some bitter truths. As Kris points out in an exclusive to B&E, “The first lesson we learned was that the world has become very unpredictable. The second was that when even large companies fail, you do become more paranoid.” According to him, speed is very critical now w.r.t. anything you do, so is the manner in which you manage risk.
Strategically, there was obviously little room for manoeuvre. And the biggest problem was that the failing of financial institutions was like a body blow for them, as that is their main bread and butter business. Within this backdrop, the company did credibly well by posting net profits of Rs.58.19 billion for the year ending March 2008-09, a stellar growth of 30.2%, with revenues at Rs.216.93 billion.
If we were to speculate on the name of the one Indian IT company where Andy Grove would feel quite well at home, we would suggest – Infosys. The company has traditionally been a believer in traits like conservativeness, ethics, succession planning, exceptional customer orientation, et al. And, although badly hit, they are fighting the recession better than their ilk.
September 15, 2008, the day Lehmann Brothers fell, Infosys realised some bitter truths. As Kris points out in an exclusive to B&E, “The first lesson we learned was that the world has become very unpredictable. The second was that when even large companies fail, you do become more paranoid.” According to him, speed is very critical now w.r.t. anything you do, so is the manner in which you manage risk.
Strategically, there was obviously little room for manoeuvre. And the biggest problem was that the failing of financial institutions was like a body blow for them, as that is their main bread and butter business. Within this backdrop, the company did credibly well by posting net profits of Rs.58.19 billion for the year ending March 2008-09, a stellar growth of 30.2%, with revenues at Rs.216.93 billion.
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