Infosys Quotes

Leaders with principles are less likely to get bullied or pushed around because they can draw clear lines in the sand…The softest pillow is a clear conscience. —Narayana Murthy, founder and CEO, Infosys

IF YOU CAN have such good roads in the Infosys campus, why are the roads outside so terrible?

The gathering of information to control people is fundamental to any ruling power. As resistance to land acquisition and the new economic policies spreads across India, in the shadow of outright war in Central India, as a containment technique, India’s government has embarked on a massive biometrics program, perhaps one of the most ambitious and expensive information gathering projects in the world—the Unique Identification Number (UID). People don’t have clean drinking water, or toilets, or food, or money, but they will have election cards and UID numbers. Is it a coincidence that the UID project run by Nandan Nilekani, former CEO of Infosys, ostensibly meant to “deliver services to the poor,” will inject massive amounts of money into a slightly beleaguered IT industry?50 To digitize a country with such a large population of the illegitimate and “illegible”—people who are for the most part slum dwellers, hawkers, Adivasis without land records—will criminalize them, turning them from illegitimate to illegal. The idea is to pull off a digital version of the Enclosure of the Commons and put huge powers into the hands of an increasingly hardening police state. Nilekani’s technocratic obsession with gathering data is consistent with Bill Gates’s obsession with digital databases, numerical targets, and “scorecards of progress” as though it were a lack of information that is the cause of world hunger, and not colonialism, debt, and skewed profit-oriented corporate policy.51

Ms. Hetal owned shares of Infosys in physical form. She had acquired the shares in February 1997 for Rs. 100,000. She sold the shares outside stock exchange without paying STT to her friend Ms. Dhwani for Rs. 10,000,000 in May 2014. As listed shares were sold after 12 months, the capital gain is a LTCG. However, as STT was not paid, the LTCG would be taxed at a lower of 20% after indexation of Rs. 9,664,242 (10,000,000-335738(100,000*1027/305) i.e. Rs. 1,932,852 or 10% of gain without indexation of Rs. 9,900,000 i.e. Rs. 990,000. Ms. Hetal would pay tax of Rs. 990,000.

I am not a good student to build Infosys, Wipro, TCS or CTS. I am a Bad Student where I am building my own start up.

An unknown software company with fifty plus workers (do I need to call them software engineers or analysts?) would price its issue at a valuation higher than that of Infosys. Even that would be received by the market with both the hands open and chest wide. People

diverse range of asset classes (debt, equity, gold, etc.) as well as in more than one security (Reliance, Tata, Infosys, Hero, etc.) within

In the absence of our voice in the media, the industry and the press portrayed Infosys as a pioneer of the offshore outsourcing concept, which was actually not true. Within TCS our employees began to feel that they were working for a company that was not that well known and it began to affect our ability to recruit the brightest and the best graduates. For example, if somebody was joining TCS, their parents might say, ‘Why are you joining them, why don’t you join Infosys or Wipro, they are better known.

Ratan Tata was already well known in the investment community, but it was a new and interesting experience for me. Inevitably perhaps, on the road show we were always being compared and evaluated against Infosys and a lot of complimentary things were said about Infosys. Although we were competitors, to hear good things said in international forums about an Indian company made us very happy. When Ratan Tata returned from the road show he wrote a leter to Infosys’s management saying, ‘I must tell you that I felt so proud that here is an Indian company which is considered a benchmark in governance and transparency.

Infosys is quite disciplined about its selection of customers, refusing to serve those who do not help the company to develop new sources of value.

Infosys, for instance, is very focused on which types of clients it will serve and which it will not. The company focuses on high-growth industry segments and on the “reference” clients within them.