Improving Productivity at Infosys1

At the height of monsoon season in 2000, Nandan Nilekani, chief operating officer of Infosys, reviewed a report from a just-completed custom software development project for a promising new client. The report indicated that Infosys invested more time than planned on the project and, consequently, had lost money. The client was satisfied with the project, but Mr. Nilekani was unhappy with the resultant loss. As Infosys’s rapid growth continued, the importance of reinforcing the company’s process discipline spiraled up. Project teams that invented new ways to get their work done, rather than following the efficient paths of prior teams that solved similar problems, most often would fall short. To prevent this, Mr. Nilekani planned to redouble Infosys’s efforts to strengthen its infrastructure for documenting and promulgating internal best practices. One step Mr. Nilekani took was hiring Satyendra Kumar, a career quality expert. Mr. Kumar elaborated on the need for a robust process documentation system: It is absolutely imperative to document everything in a 50,000-person organization. You can’t just count on people keeping in touch with each other. With the explosive growth we have experienced, it becomes difficult simply to find people who have worked on projects similar to your own. Our objective is to establish a well-defined process for everything that is repeated. By 2006, Mr. Nilekani, by then CEO, and Mr. Kumar had dedicated tremendous effort to expanding the capacity and capabilities of Mr. Kumar’s quality assurance (QA) department. The group standardized, measured, analyzed, and documented work process company-wide and set goals for improvement.

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