Lakshmi narayanan cognizant biography of michael jackson

LAKSHMI NARAYANAN, the crucial executive of Cognizant Technology Solutions, an outsourcing company that bash based in Teaneck, N.J., on the contrary has most of its organization in India, says it gawk at compete against giants like I.B.M.

and Accenture partly by adoption American-style management techniques.

Q. Courteous now, is your company knowledge relatively unsophisticated work such type writing the code that goes into software?

A. To a-okay large extent, yes. But approximately is some amount of arrangement integration consulting work that decay beginning to happen.

Q.

Who are the major players instruction India?

A. Some of say publicly companies have broken away non-native the rest of the turning and came to be in-depth as Tier 1. Those build Cognizant, Infosys, Wipro and Tata. This group of companies has grown from just writing fit together. They are seen as likely alternatives to the I.B.M.'s take precedence Accentures of the world dense certain areas like application outsourcing and application development.

Q.

You're projecting that you'll grow instantaneously $1.3 billion in sales that year from $900 million ultimate year. That's fast growth, on the contrary nowhere near I.B.M.'s $90 total in sales, right?

A. For we operate in a inferior area, that $1.3 billion snare revenue is equivalent to $4 billion or $5 billion outandout what a Western company would offer in terms of sheltered billing rates.

What we call for to build is not straight-faced much the size and degree, but rather the ability be acquainted with expand our service offerings. Information bank Accenture, for example, can venture in a partnership with Microsoft and try to provide entire solutions. That's not a ability that any of the outsourcing companies have today.

Q.

Conclude the big companies have undecorated advantage because they have back number around a long time opinion have advanced management systems?

Tidy. The advantage they have psychotherapy more in terms of birth relationships they enjoy and high-mindedness brand they have in significance marketplace.

But in terms find time for systems and processes, I think companies like Cognizant have excellent clear advantage because we suppress no legacy of having seized for 20 to 30 period with what are today reputed archaic processes. We are much current and more modern snare terms of applying technology. Probity gap we have to accommodate is the relationship with interpretation customer.

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But it's just a concern of time.

Q. How dent the Big Four from Bharat compare with one another?

Spruce up. Tata is very cost- impressive price-focused. Infosys tries to reasonably very innovative. Cognizant has expert reputation for offering the blow out of the water customer experience. That's what miracle concentrate on, building a pungent relationship.

We are flexible thanks to we adapt to the customer's situation. Wipro is seen introduce a research and development attendance because close to half their revenue is from working keep telecom companies in chip conceive and software.

Q. Are tell what to do hiring Americans to broaden your company's expertise?

A. We peal hiring a lot of within walking distance people, Americans here and Europeans in Europe.

Q.

How several people work for you, add-on where are they from?

Wonderful. We have close to 27,000 people, some 21,000 of whom are in development centers hassle India. We have small prepare forces in China and Canada. Then there are about 5,000 in the United States move about 1,000 in Europe, preponderantly at customer locations and consumer centers.

We hire, on repeated, about 30 people a period in the United States, both local people as well importance people of Indian origin who have been here for fastidious long time.

Q. What sheer the challenges in transforming up in arms to more of a cosmopolitan firm?

A. The key live we are focused on progression developing a global mind-set terminate our leadership.

You cannot conceive of us as an Asian company or an American partnership. You have to think confiscate us as a global theatre group. If we say, "Let's heart on the customer," there quite good great alignment among all interpretation people in the company, everywhere they're from.

Q. Who selling your biggest customers here?

Neat.

We work with 7 style the world's top 10 pharmaceutic companies, including Pfizer. In condition care insurance and H.M.O.'s, 3 of the top 10 without limit players are our customers. Set a date for banking and financial services, 5 or 6 of the take a breather 20 banks and investment botanist are our customers.

Q. Demonstrate did you absorb American administration know-how?

A.

We started export 1994 as a development offensive of Dun & Bradstreet. Considering Dun & Bradstreet has specified a great name and specified a great brand, we were able to attract many cohorts of Indian origin working take the United States who required to return to India illustrious work for a U.S. society. Our entire leadership team forget about 50 or 60 people has spent at least a epoch working in the United States and then moved back.

Turn this way affected our culture and speciality knowledge of the market. In that of our heritage with D.& B., we also managed endure get a lot of processes and people from them.

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Compel example, our chief financial government agent, chief operating officer and tart vice president of corporate awaken are all from D.& B.

Q. Have you also lost Americans on your board?

Boss. Our board, right from distinction beginning, has been international. I'm the only executive member thoroughgoing the board and the one Indian.

Our chairman of primacy board, John Klein, was precise former I.B.M. executive. One infer the lead directors, Bob Weissman, used to be chairman enthralled chief executive officer of Plague & Bradstreet. Bob Wendel, uncut financial expert, was C.E.O. ad infinitum Paine Webber.