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Having inspired the business bestseller of the decade the previous year, Infosys entered FY 07 with an extraordinarily high mind share. It had little to prove on the revenue growth and profits front. The measure, hence, was more on the progress of some of the strategic moves it had initiated three years ago.

On top of the list was getting into high growth areas beyond its traditional forte, application development and maintenance (ADM). The year saw Infosys getting as much as 42% from non-ADM areas. Other new areas like BPO, infrastructure services, and testing also witnessed impressive growth. IP creation, another priority, did well, with as many as 81 patents being filed.

Infosys made a conscious effort to create a more culturally diverse workforce: at the end of FY 07, 4% of Infosys employee-base was non-Indian. In consulting, it was more than 80%. Infosys also started campus recruitment in the US and UK last year. However, it failed to make its consulting business profitable, and also fell short of the targeted manpower growth. Another achievement was a rise of close to 4% in revenue per employee.

The solutions-led approach that it had initiated in its BPO business continued, with the company taking formal steps to integrate it more with IT services. It bought out Citicorps stake in its BPO subsidiary, Progeon, and changed its name to Infosys BPO.

The yearits 25thalso saw significant milestones for Infosys. It became the most valuable (pure play) IT services company in America; made it to the NASDAQ Top 100 Index; and won a number of best supplier awards. DQ

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