Latest news with #Infosys
Time of India
2 hours ago
- Business
- Time of India
Indian IT giants bet big on AI, rewire business DNAs for AI-driven future
Indian IT majors are aggressively repositioning themselves as AI-native firms, focusing on high-margin applications and integration over high-risk, capital-intensive foundational research. A deep dive into the FY25 annual reports from the industry behemoths --- TCS , Infosys , Wipro, and Tech Mahindra -- indicates that in the global AI race, India's tech titans are not competing to invent foundational AI, they are positioning themselves to become premier integrators of it. The shift from general digital transformation to a specific AI focus is captured in the very titles of their annual reports. TCS frames its strategy within "The Perpetually Adaptive Enterprise," driven by a stated "AI-First approach." Infosys takes an even more direct path with its theme, "AI Your Enterprise," while Wipro focuses on its role as an enabler in "Helping Clients Build AI-Powered Future-Ready Businesses." Tech Mahindra joins this chorus with "AI Delivered Right." The IT firms are laying a greater focus on investing in human capital and upskilling their workforce. TCS has reported that over 1 lakh of its employees have acquired "higher order skills in AI/ML and GenAI, while Infosys has said that over 2.70 lakh of its employees are now "AI-Aware". Similar trends are observed in Wipro and Tech Mahindra as well. "The advent of AI with all its possibilities and potential creates another arc of uncertainty. As enterprises look at applying AI to every aspect of the business, some long-standing challenges will become imperative and self-evident to firms," Infosys Chairman Nandan Nilekani said. The need to modernise legacy systems and create a data architecture so that all the firm's data is consumable by AI, in a holistic manner, can no longer be put off, he said and urged enterprises to have an AI foundry and an AI factory to fuel innovation as well as scale. "Let us think of AI as a gifted child prodigy born and brought up in a library. It has access to all the knowledge in the world. It absorbs everything -- information, fact, fiction, truth, untruth, every pattern of human behaviour. Used well, it can create extraordinary value, particularly for businesses like TechM," Mahindra Group Chairman Anand G Mahindra said. The global AI market is projected to skyrocket, reaching an estimated $1.3 trillion over the next decade, according to industry estimates. The IT firms are not building their own large language models (LLMs) to compete with OpenAI or Google. Instead, they are deepening partnerships with hyperscalers (Microsoft, Google, AWS) and chipmakers (Nvidia) to access the latest models and infrastructure. Firms are creating dedicated spaces for co-innovation, TCS is establishing AI Centres of Excellence and AI Labs, while Infosys is building its AI foundry, allowing clients to experiment with AI in a controlled environment. Their bet is that as AI becomes a utility, the most enduring value will be captured not by those who create it, but by those who can expertly wire it into every corner of the enterprise. India's largest IT services company TCS believes that generative artificial intelligence (AI) is not just another tech cycle but a "civilisational shift" which will positively benefit every industry. Tata Sons chairman N Chandrasekaran, who also chairs the TCS board, said the $30 billion IT services company will create a "large pool" of AI agents to work alongside humans and deliver solutions in a "human AI" model in the future. Wipro announced realignment within its Global Business Lines (GBLs) to better align with the changing needs of clients and to capitalise on opportunities in AI, cloud computing, and digital transformation. "This evolution of our business lines will enable us to further sharpen our focus towards client needs with consulting-led and AI-powered solutions. This realignment will allow us to serve our clients better, enabling us to deliver tailored, high-impact transformation," Wipro CEO and MD Srini Pallia had said. PTI
Time of India
6 hours ago
- Business
- Time of India
'Maintain balanced work-life schedule': Infosys sends message to staff even as Narayana Murthy advocates '70-hour work week'
Infosys has sent personalised emails to staff members, requesting them to maintain standard working hours. Even as Infosys founder NR Naryana Murthy calls for Indians to work 70 hours a week, the IT services giant has flagged employees working extended hours, stressing on the need for work-life balance. Infosys has started a campaign to caution staff about extended working hours during remote work periods, highlighting potential health concerns and emphasising the importance of maintaining work-life equilibrium. Infosys has sent personalised emails to staff members, requesting them to maintain standard working hours. "We must work for 9.15 hours a day for five days a week, and if we overshoot this while working remotely, it prompts a trigger," an employee was quoted as saying in an ET report. The email indicates that the employee's monthly average working hours exceeded the company's prescribed duration. Infosys Monitors Work From Home Hours The human resources department monitors remote working hours monthly. When excessive hours are detected, they send detailed notifications to the concerned staff member, including information about remote working days, total hours worked and daily average hours. This monitoring system was implemented following the introduction of hybrid working arrangements. The HR department now tracks the duration each employee spends on official duties whilst working remotely. The financial daily has reviewed several such employee communications. These messages emphasised that prioritising health and work-life balance would benefit both personal well-being and professional success in the long term. Infosys employs approximately 323,500 staff members. Their workplace attendance directive, implemented on November 20, 2023, stipulates that staff must be present in the office for a minimum of 10 days monthly. Also Read | Not just Apple iPhones! Android smartphone makers like Samsung, Motorola step up exports from India to US; move due to Trump's tariff policies This programme from India's second-largest IT services provider emerges amidst concerns about young tech professionals facing health challenges, particularly cardiac issues, attributed to their irregular dietary and rest patterns. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like They Were So Beautiful Before; Now Look At Them; Number 10 Will Shock You Reportingly Undo "While we appreciate your commitment, we also believe that maintaining a healthy work-life balance is crucial for both your well-being and long-term professional success," says the HR communication. "We understand that work demands and deadlines can sometimes lead to longer hours. However, it is important to maintain the balanced work-life schedule to enhance productivity and overall happiness." The correspondence further adds, "Take regular breaks during your workday; Let your manager know if you are feeling overwhelmed or need support with reviewing priorities. Speak to your manager about delegating tasks or redistributing some responsibilities as appropriate; Take time to recharge during off hours, minimising work-related interactions whenever possible." In recent years, discussions surrounding occupational stress and its impact on workers' wellbeing have sparked widespread conversations about maintaining equilibrium between professional and personal life. This discourse has gained attention both nationally and internationally, as increasing instances of workplace-related pressure have resulted in various health complications, with some cases unfortunately leading to fatalities. Also Read | Tata Electronics builds India's 1st semiconductor fabrication unit: Gujarat enables 1,500 residential units; mainly for Tata Group staff, suppliers Stay informed with the latest business news, updates on bank holidays and public holidays . AI Masterclass for Students. Upskill Young Ones Today!– Join Now
Time of India
8 hours ago
- Automotive
- Time of India
‘Future CEO must be master gardener, growing talent, leaders'
With nearly 30 years in the corner office, R Seshasayee is one of the longest serving CEOs in TN Inc. Apart from a long stint at the helm of truck and bus major Ashok Leyland , he has held non-executive roles in Infosys, IndusInd Bank and Asian Paints and watched the business environment in India and Tamil Nadu change over the years. In a freewheeling interview, he talks about how the CEO's role itself has transformed and what TN can look forward to in the future. Excerpts: As former CEO of Ashok Leyland, and one of India Inc's senior leaders, you've seen tumultuous changes in the corporate world. What do you see in the rear-view mirror? Truly exciting times! When the economy was opened up, every company had to fast forward itself to become globally competitive. To the credit of Indian industry, we rose to the challenge. If you see the commercial vehicle industry, 30 years after liberalisation, the dominant players are Indian companies, not the MNCs. To get here, during the 2000s, we had to fight our battles on three fronts simultaneously: Technology, product quality and industrial relations. You Can Also Check: Chennai AQI | Weather in Chennai | Bank Holidays in Chennai | Public Holidays in Chennai Ashok Leyland was critically dependent on foreign technology, which was not contemporary. We had to get out of that trap. Ashok Leyland terminated its overseas technology arrangement, as did many others in the auto sector. But India had no experienced manpower in technology development to quickly become self reliant. Fortunately, that was when Detroit was facing headwinds from imports. I camped in Detroit, persuading Tamil Nadu-origin engineers to come back home. Other leaders from the auto industry did the same, and it eventually transformed the industry. We also launched aggressive quality journeys, signing up with Japanese gurus. The most challenging battle was to correct the confrontational equation between management and trade unions. When we learned to work together, jumps in productivity and quality followed. How did the role of a CEO change in the go-go years of the 2000s? In the late 1990s, after decades of shackled existence, we found ourselves released suddenly into a jungle, where we needed to learn to survive and then to succeed. But India had arrived on the world stage. I remember the excitement of the very successful 'India Everywhere campaign' at Davos in 2005. The world began to look at India with interest. Indian auto ancillaries looked at exports aggressively. Some Indian entrepreneurs were lured into buying global companies indiscriminately, some of which turned out to be disastrous. It was also an inflexion point in the evolution of the role of a CEO. We, as professional CEOs, had to be more entrepreneurs and less managers. After decades in auto, you moved on to diverse roles, from Infosys to IndusInd bank and now Asian Paints. How did you manage the transitions? While I held executive positions in the auto industry, the rest are non-executive governance roles. Although the roles are different, you can't be an effective chairman, unless you know the business thoroughly. I've always been and continue to be curious about learning new things. In Ashok Leyland, I joined as an internal auditor, but my curiosity led me to tech and engineering. What qualities will define the CEO of the future? The clock-speed of businesses has increased dramatically. The world is far more unpredictable and complex. The future CEO will need extraordinary skills to detect the spark that will ignite the future and to move with speed, anchored in customer centricity. They must be a master gardener, growing talent and leaders. What will Tamil Nadu's industrial landscape be like in the future? As income levels rise, services will be consumed exponentially more than manufactured goods. Value creation will happen predominantly through knowledge enhancements, whether in manufacturing or service. Innovative knowledge is best created in small groups, unburdened by bureaucracy. Organisations will become smaller and nimbler with contracted services and collaborative arrangements, supporting innovative, small knowledge creators. Tamil Nadu is well-placed to provide the environment for thousands of knowledge value creators. The state needs to move fast to strengthen higher education that leads into entrepreneurial parks. We will need 50 research parks like the one at IIT Madras in the next decade. I also envisage a meteoric growth for the digital entertainment industry backed by technology innovators and content creators. Tamil Nadu has huge creative talent, that needs to be strengthened and coaxed into digital space.
Time of India
a day ago
- Business
- Time of India
Infosys files fresh charges against Cognizant in the US court, report names two senior Cognizant employees
Representative Image The ongoing legal battle between Indian IT giant Infosys Ltd and US-based Cognizant Technology Solutions has intensified, with Infosys now accusing two senior Cognizant executives of orchestrating a deliberate effort to poach key personnel critical to its healthcare platform, Helix, according to a report by Mint. Infosys has named Cognizant's Chief People Officer Kathryn Diaz and Surya Gummadi, president of Cognizant's Americas division, as being allegedly involved in targeting and hiring key Infosys executives, hampering the development of Helix, a platform positioned as a rival to Cognizant's TriZetto . The accusations follow earlier claims against Cognizant CEO Ravi Kumar S , a former Infosys president, whom Infosys accused in a January 9 court filing of stalling Helix's rollout while negotiating his move to Cognizant in 2022. The report said that in a June 13 joint filing to a Dallas court, Infosys alleged that Kumar, after becoming Cognizant's CEO in January 2023, appointed Diaz as Chief People Officer. During her tenure, Cognizant allegedly targeted Infosys' Helix platform by hiring Shveta Arora, now Cognizant's consulting head, between October and December 2023, and Ravi Kuchibhotla, currently Cognizant's chief strategy officer, in August 2024. Both executives previously worked on Helix at Infosys. Cognizant rejects Infosys charges by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Sua próxima viagem te espera Azul Linhas Aéreas Saiba Mais Undo 'Cognizant targeted our key executives involved in the Helix platform, which has significantly disrupted its development,' Infosys stated in its filing, as cited by the report. The company further claimed that both Diaz and Gummadi possess documents relevant to the case, reinforcing allegations of targeted interference. Cognizant swiftly rejected the accusations, reportedly saying that 'Infosys' continued attempts to mislead do not change the fact that it has been caught red-handed stealing Cognizant's intellectual property.' The company also clarified that Diaz was appointed well after Kumar joined Cognizant, dismissing the poaching claims. The dispute traces back to August 2024, when Cognizant accused Infosys of misappropriating trade secrets related to its healthcare software. Infosys denied the allegations and filed counterclaims, arguing Cognizant failed to specify the stolen information. The escalating feud underscores tensions between the two IT giants as they compete in the lucrative healthcare technology market. AI Masterclass for Students. Upskill Young Ones Today!– Join Now
New Indian Express
a day ago
- Business
- New Indian Express
'Freshers are integral to our workforce'
IT services firm Infosys' Global Education Centre (CEC) in Mysuru, which is one of the largest corporate training campuses globally, is central to onboarding and upskilling fresh talent. In an interaction with Uma Kannan, Shaji Mathew, Chief Human Resources Officer at Infosys talks about the company's AI talent, inclusive leadership programme and hybrid work policies. Excerpts: How many of your employees are being trained in AI? Can you tell us about your upskilling programme and how it is benefiting your employees as well as clients? At Infosys, we are committed to preparing our workforce for the future. Over the last two years, we have significantly upgraded both our physical and digital training infrastructure. Our Lex platform now offers over 36,000 curated courses, engaging more than 320,000 employees who dedicate an average of 40 minutes per day to learning. Additionally, through our InfyTQ app, we have extended Lex to over 500,000 college students across India. Reskilling remains a cornerstone of our strategy. We have trained over 275,000 employees in AI and generative AI, while promoting cross-functional mobility through initiatives like Bridge and incentivising upskilling efforts. Over the past 18 months, many of our senior leaders completed an AI certification programme on business applications with Kellogg. In addition, external faculty and industry experts have led sessions covering various aspects of AI for our leadership team. What kind of training/skilling programmes do freshers undergo at Infosys? Freshers are integral to our workforce, and we ensure their seamless integration into projects through robust, structured training programmes. Our Global Education Centre (GEC) in Mysuru is central to onboarding and upskilling fresh talent, combining technical expertise with professional development. The Foundation Program enables fresh graduates to become corporate professionals. The programme curriculum covers over 45 variants of new technology streams alongside traditional streams like Mainframe, Open Systems, Java, and Microsoft. It also includes behavioural competencies and niche skills designed to prepare employees for dynamic business needs. We also leverage AI-powered tools like Navi and Zoiee to enhance the learning experience. Navi acts as a virtual mentor, supporting employees in career growth and well-being, while Zoiee personalises learning journeys and develops critical soft skills through real-world simulations. Can you tell us about your inclusive leadership programme and what is the percentage of women employees in leadership roles? Our #IamTheFuture program, developed in partnership with Stanford University and Orbit Next, equips women leaders with high-impact training to drive their growth. Additionally, gender sensitization workshops for all leaders help cultivate a culture of inclusive leadership. We also take a proactive approach to supporting women throughout their careers. From nurturing career intentionality among engineering graduates through our Campus Connect program to offering strong return-to-work support for women after maternity breaks, we remain focused on enabling personal and professional milestones. Our second career initiative, 'Restart with Infosys', creates opportunities for women professionals looking to re-enter the workforce after a break. We have hired 935 women into the Infosys ecosystem in fiscal 2025 through this endeavour. What about your hybrid work policy and what kind of feedback are you receiving from employees? At Infosys, we have embraced a flexible, hybrid work policy, and the response from our employees has been positive. We are seeing an increased number of people coming back to the office, appreciating the benefits of in-person collaboration within our hybrid work model. To enhance convenience and flexibility, we have expanded our office network to be closer to where our employees live. We have opened development centres in cities such as Coimbatore, Hubballi, Indore, Kolkata, Nagpur, Mumbai, Noida, GIFT City (Gandhinagar), and Visakhapatnam. These centres bring the workplace closer to the hometowns of our employees.
