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Research Paper IJMSRR Impact Factor 0.348 E- ISSN - 2349-6746 ISSN -2349-6738
Research Paper IJMSRR Impact Factor 0.348 E- ISSN - 2349-6746 ISSN -2349-6738 A STUDY ON PERFORMANCE OF MAJOR IT COMPANIES OF INDIA Prof. (Dr). C.K.Madhusoodhanan Professor, Dept. of Management Studies, Sree Narayana Gurukulam College of Engineering, Kolenchery Kerala. A.V Rejimon Assistant Professor, Dept. of Management Studies, Sree Narayana Gurukulam College of Engineering, Kolenchery, Kerala. Introduction Globalisation, liberation and privatisation were initiated by the Narsimha Rao government in early nineties. The new economic policy of the government of India generated industrial growth. It led to unprecedented development of industries. I T industry became one of the most flourishing industries in India. The investment in I T Sector has increased since India opened up the economy for private sector. Emergence of Globalised economy witnessed growth of I T industry. Many new cooperates entered the industry. Different types of investors showed keen interest in investing in I T stocks because of the higher rate of return. In portfolio selection the investors are confronted with an issue of identifying the right company having intrinsic value for the investment. The issue to be discussed with is how to select the right company in the context of mushroom growth of IT companies with plenty of new entrance with little history but with great volume of profit. Literature Review The origin of Fundamental analysis for the share price valuation can be dated back to Graham and Dodd (1934) in which the authors have argued the importance of the fundamental factors in share price valuation. Theoretically, the value of a company, hence its share price, is the sum of the present value of future cash flows discounted by the risk adjusted discount rate. -
Work-Life Balance a Strategic Human Resource Policies and Practices Followed by Indian Organizations
IRA-International Journal of Management & Social Sciences ISSN 2455-2267; Vol.05, Issue 03 (2016) Pg. no. 427-435 Institute of Research Advances http://research-advances.org/index.php/RAJMSS Work-life Balance a Strategic Human Resource Policies and Practices followed by Indian Organizations Mrs. Pratibha Barik1, Dr. (Mrs.) B.B. Pandey2 1Research Scholar, Department of Management Studies, Guru Ghasidas Vishwavidyalaya, Koni (Bilaspur), India. 2Assistant Professor, Department of Management Studies, Guru Ghasidas Vishwavidyalaya, Koni (Bilaspur), India. Type of Review: Peer Reviewed. DOI: http://dx.doi.org/10.21013/jmss.v5.n3.p5 How to cite this paper: Barik, P., & Pandey, B. (2016). Work-life Balance a Strategic Human Resource Policies and Practices followed by Indian Organizations. IRA-International Journal of Management & Social Sciences (ISSN 2455-2267), 5(3), 427-435. doi:http://dx.doi.org/10.21013/jmss.v5.n3.p5 © Institute of Research Advances This work is licensed under a Creative Commons Attribution-Non Commercial 4.0 International License subject to proper citation to the publication source of the work. Disclaimer: The scholarly papers as reviewed and published by the Institute of Research Advances (IRA) are the views and opinions of their respective authors and are not the views or opinions of the IRA. The IRA disclaims of any harm or loss caused due to the published content to any party. 427 IRA-International Journal of Management & Social Sciences ABSTRACT The study examines the innovative work-life balance policies and practices implemented by various Indian Companies. As with the increase of women workforce, dual earner families and increase in nuclear families have generated the need for the employees to balance their work and personal life. -
Cognizant—2019 Proxy Statement & Annual Meeting Notice
2019Proxy Statement & Notice of Annual Meeting Proxy Guide 1 Chairman’s Letter 4 Notice of 2019 Annual Meeting 5 Corporate Governance 5 Governance Highlights 20 Committees of the Board 6 Board Overview 22 Human Capital Management and Talent Development 8 Proposal 1 Election of Directors 23 Commitment to Corporate Sustainability 8 Director Nominees 25 Director Compensation 14 Building an Experienced, Qualified and Diverse Board 26 Certain Relationships and Related Person Transactions 18 Director Selection and Voting Process 27 Stock Ownership and Reporting Corporate Governance Corporate 19 Risk Oversight 28 Compensation 35 Primary Compensation Elements 38 Compensation by Individual 28 Company Performance Snapshot 47 Other Elements of Compensation 29 Proposal 2 Advisory Vote on Executive Compensation 48 Company Policies Impacting Compensation (Say-on-Pay) 49 Compensation Committee Report 29 Compensation Discussion and Analysis 50 Executive Compensation Tables and Pay Ratio 30 Compensation Program Objectives Compensation 55 Potential Payments Upon Termination or 31 Compensation Structure Overview Change in Control 33 Compensation Setting Process 58 Audit Matters 58 Proposal 3 Ratification of Appointment of Independent Registered Public Accounting Firm 59 Auditor Fees 59 Audit Committee Report Audit Matters WHY ARE WE SENDING YOU THESE MATERIALS? On behalf of our board of directors, we are 60 Shareholder Proposals making these materials available to you 60 Proposal 4 Shareholder Proposal Regarding (beginning on April 18, 2019) in connection Political Disclosure with Cognizant’s solicitation of proxies for our 62 Proposal 5 Shareholder Proposal Regarding 2019 annual meeting of shareholders. Independent Board Chairman 64 Shareholder Proposals and Nominees for the WHAT DO WE NEED FROM YOU? 2020 Annual Meeting Please read these materials and submit Shareholder Proposals your vote and proxy using the Internet, by telephone or, if you received your materials by 65 Additional Information mail, you can also complete and return your proxy by mail. -
Cloud Transformation/ Operation Services & Xaas
Cloud Transformation/ A research report Operation Services & XaaS comparing provider strengths, challenges U.S. 2019 and competitive differentiators Quadrant Report Customized report courtesy of: November 2018 ISG Provider Lens™ Quadrant Report | November 2018 Section Name About this Report Information Services Group, Inc. is solely responsible for the content of this report. ISG Provider Lens™ delivers leading-edge and actionable research studies, reports and consulting services focused on technology and service providers’ strength and Unless otherwise cited, all content, including illustrations, research, conclusions, weaknesses and how they are positioned relative to their peers in the market. These assertions and positions contained in this report were developed by and are the sole reports provide influential insights accessed by our large pool of advisors who are property of Information Services Group, Inc. actively advising outsourcing deals as well as large numbers of ISG enterprise clients who are potential outsourcers. The research and analysis presented in this report includes research from the ISG Provider Lens™ program, ongoing ISG Research programs, interviews with ISG advisors, For more information about our studies, please email [email protected], briefings with services providers and analysis of publicly available market information call +49 (0) 561-50697537, or visit ISG Provider Lens™ under ISG Provider Lens™. from multiple sources. The data collected for this report represents information that ISG believes to be current as of September 2018, for providers who actively participated as well as for providers who did not. ISG recognizes that many mergers and acquisitions have taken place since that time but those changes are not reflected in this report. -
Innovating with Infosys Finacle
PREFACE CUSTOMER CHANNEL/ PRODUCT SERVICE DISTRIBUTION INNOVATION INNOVATION INNOVATION INNOVATIVE INNOVATION CUSTOMS PROCESS IN PROJECT COMPONENT INNOVATION MANAGEMENT DEVELOPED Innovation continues to be the leitmotif of and felicitate our innovative partners. In this the global banking industry. A perfect storm booklet, I am proud to present the winners of of rising customer expectations, increasing the 2015 edition of the Infosys Finacle Client competitive pressures and stringent compliance Innovation Awards. demands is compelling more and more banks to In 2015, we received an overwhelming response pursue innovation for sustainable competitive in the form of 104 nominations across 6 advantage. innovation categories. Each nomination was Against this background, I am increasingly judged on the merits of the degree of innovation, enthused to see that many of our partners in the complexity of the initiative, and benefits financial services industry are leveraging Finacle delivered. Every nomination is an affirmation of solutions to develop deeper connections with how our clients are embracing breakthrough stakeholders, power continuous innovation, and innovations quickly to take advantage of global accelerate growth in the digital world. technology shifts and deliver differentiated products and services, based on their customers’ We instituted the Infosys Finacle Client unique requirements. Innovation Awards in 2014 to formally recognize 2 I External Document © 2016 EdgeVerve Systems Limited We found the entire process of inviting and -
Enabling Ubiquitous Buying Via Multichannel Fulfillment
• Cognizant IBM Sterling Practice Overview Enabling Ubiquitous Buying via Multichannel Fulfillment Achieving True Multichannel Unique Nature of the Practice The retail landscape has changed dramatically over By remaining focused within the IBM Sterling com- the last few years, becoming increasingly complex merce space and seamlessly leveraging our vast as the “customer experience” spreads across capabilities in the areas of enterprise business retail channels. Customers today are “window- process consulting, change management, design, shopping” — researching, comparing and buying development, testing and QA among other areas, products online — and picking up or returning the our IBM Sterling commerce practice affords our product at stores. With the emergence of social customers an intimate consulting experience nor- and mobile commerce, customers want a seamless mally found in boutique consulting firms, but with shopping experience across channels. the added depth and breadth of a Tier 1 company. This cross-channel experience can be enabled We have some of the best IBM Sterling talent and only when there is a “buy anywhere, fulfill specialists — some with decades of implementa- anywhere” ability. tion experience. We team them up with business consultants who were retailers in the past and with IBM Sterling has a unique combination of powerful other IT practitioners with global project delivery capabilities: enterprise-wide inventory visibility; expertise. This combination of expertise can map a sophisticated order management mechanism retailer needs to the IBM Sterling product, suggest that can spawn multiple fulfillment channels; best practices and successfully implement in a inventory tracking across the entire supply chain; cost-optimized global delivery model. Our IBM and integration with multiple order capture Sterling practice is able to provide end-to-end systems. -
GETTING AHEAD in CYBER RISK a Differentiated Approach for Communications, Media and Technology Providers
GETTING AHEAD IN CYBER RISK A differentiated approach for Communications, Media and Technology providers KEY TAKEAWAYS Companies in the Communications, Media and Technology (CMT) industry, especially in the 1 telecommunications sector, operate across multiple technology platforms and jurisdictions, exposing them to wide-ranging cyber risks. The industry often acts as a conduit for information and transaction flows and forms a fundamental component of other key sectors, making it a particularly attractive target. Business interruptions and reputational damage are perceived to be the most critical cyber 2 loss scenarios for CMT companies and their stakeholders. A cyber incident can cause significant financial losses stemming from service disruption, as well as loss of trust due to breach of customer privacy. In the case of reputational damage, on average it is much more pronounced for the CMT industry than other industries. In the face of a cyberattack, the CMT industry is perceived to incur the highest financial cost 3 across all surveyed industries. Among cyber threats, financially-motivated ones are the biggest concern for CMT companies. As shown by results of the latest Marsh Microsoft Global Cyber Risk Perception Survey, more than 80 percent of respondents from the CMT industry expect a cyber breach to cost them more than $1 million per case, as compared to a cross-industry average of 65 percent.1 Proactive measures are needed to increase the visibility of cyber risk issues within CMT 4 companies, and cyber risk management should be made a shared responsibility across the firm. While the risks have been recognized by the industry, more can be done by CMT companies to establish and implement a holistic framework, encompassing cyber hygiene, governance, quantification of risks, and adequate board oversight. -
The Forrester Wave™: Microsoft Dynamics 365 Services, Q2 2019 the 12 Providers That Matter Most and How They Stack up by Leslie Joseph May 21, 2019
LICENSED FOR INDIVIDUAL USE ONLY The Forrester Wave™: Microsoft Dynamics 365 Services, Q2 2019 The 12 Providers That Matter Most And How They Stack Up by Leslie Joseph May 21, 2019 Why Read This Report Key Takeaways In our 23-criterion evaluation of Microsoft Avanade, HCL Technologies, And PwC Lead Dynamics 365 service providers, we identified the The Pack 12 most significant ones — Avanade, Cognizant, Forrester’s research uncovered a market in DXC Technology, HCL Technologies, Hitachi which Avanade, HCL Technologies, and PwC Solutions, IBM, Infosys, KPMG, PwC, Sonata are Leaders; DXC Technology, Hitachi Solutions, Software, Tata Consultancy Services (TCS), and Infosys, KPMG, and Sonata Software are Strong Wipro — and researched, analyzed, and scored Performers; and Cognizant, IBM, TCS, and Wipro them. This report shows how each provider are Contenders. measures up and helps application development Business Consulting, Cloud, And Delivery and delivery professionals select the right one for Excellence Are Key Differentiators their needs. As Microsoft Dynamics evolves into a business applications platform, breadth of consulting and delivery capabilities and depth in intellectual property (IP) and domain knowledge will dictate which providers will lead the pack. Vendors that can provide these capabilities position themselves to successfully deliver Microsoft Dynamics services to their customers for high business impact at low risk. This PDF is only licensed for individual use when downloaded from forrester.com or reprints.forrester.com. All -
Everest Group PEAK Matrix™ for Devops Service Providers 2019
® Everest Group PEAK Matrix™ for DevOps Service Providers 2019 Focus on Capgemini September 2019 ® ™ Copyright © 2019 Everest Global, Inc. This document has been licensed for exclusive use and distribution by Capgemini EGR-2019-32-E-3316 Introduction and scope Everest Group recently released its report titled “DevOps Services PEAK Matrix™ Assessment and Market Trends 2019 – Siloed DevOps is No DevOps! ” This report analyzes the changing dynamics of the DevOps services landscape and assesses service providers across several key dimensions. As a part of this report, Everest Group updated its classification of 20 service providers on the Everest Group PEAK Matrix™ for DevOps services into Leaders, Major Contenders, and Aspirants. The PEAK Matrix is a framework that provides an objective, data-driven, and comparative assessment of DevOps service providers based on their absolute market success and delivery capability. Based on the analysis, Capgemini emerged as a Leader. This document focuses on Capgemini’s DevOps services experience and capabilities and includes: ⚫ Capgemini’s position on the DevOps PEAK Matrix ⚫ Detailed DevOps services profile of Capgemini Buyers can use the PEAK Matrix to identify and evaluate different service providers. It helps them understand the service providers’ relative strengths and gaps. However, it is also important to note that while the PEAK Matrix is a useful starting point, the results from the assessment may not be directly prescriptive for each buyer. Buyers will have to consider their unique situation and requirements, and match them against service provider capability for an ideal fit. Source: Everest Group (2019) unless cited otherwise ® Copyright © 2019, Everest Global, Inc. -
Information Nation
SPRING/SUMMER 2003 STERNbusiness InformationCrossing Nation Borders CEO Interviews: How UPS Delivers How Bic Stays on the Ball CreativeNiall Ferguson onThinking: Anglobalization India’s Software Giant EntrepreneurshipWhy Major Economies Don't in Move the in SyncDigitalUnderstanding Age New Consumer Markets Wal-Mart’s Foreign Travels Rx Coverage: Curing Telecom and Argentina a letter fro m the dean It’s more than fit- Metropolitan Opera, Munich’s Bayerische Staatsoper, ting that this issue and Milan’s La Scala. focuses on the topic Meeting in the heart of Europe, and with people of globalization and from different business cultures and scholarly crossing borders. In disciplines, added a great deal of context to all our recent months, Stern discussions. Of course, history is an important com- has seen significant ponent of context. Business history – long a strength milestones in our at Stern – has been augmented by the arrival in international efforts. This past January the inaugu- January of Professor Niall Ferguson, who recently ral, 28-person class of executive MBA students from joined us from Oxford University and is the author TRIUM, the program Stern offers jointly with the of the definitive two-volume history of the London School of Economics and the HEC School of Rothschild banking empire. His most recent book, Management in Paris, completed their studies. The Empire – which is partially excerpted in this issue – second TRIUM class, with 35 members, completed is a significant contribution to the growing literature its first module at our campus in New York that on globalization. same month. This innovative program, geared As several articles in this issue argue, toward inculcating a global perspective in its stu- understanding the historical development of dents, will continue throughout the year with international markets, companies, and financial sessions in Paris, London, Brazil, and Hong Kong. -
Lnt-Infotech-Annual-Report-FY16.Pdf
ANNUAL REPORT 2015-16 Let’s S lve Inside Message from the 1. Corporate Overview Founder Chairman 01 Message from the Founder Chairman 02 Let’s Solve 04 The Journey So Far… 06 At a Glance 10 Message from the CEO 12 Board of Directors 15 Key Leadership Team 16 Corporate Information 17 Key Financial Highlights 18 Corporate Social Responsibility 2. Our DNA 20 Client-Centricity 21 Digital Leadership 22 Best Place to Learn, Evolve, Grow 3. Statutory Reports 26 Directors’ Report 55 Corporate Governance Report 62 Management Discussion and Analysis 76 Risk Management Framework 4. Financial Statements Mr. A. M. Naik, Founder Chairman, was conferred the Order of the Standalone Dannebrog as Knight First Class by Her Majesty, Queen Margrethe of 77 Independent Auditor’s Report Denmark. The knighthood is royal acknowledgement of Mr. Naik’s role in 82 Balance Sheet fostering Indo-Danish ties in the fields of business, commerce and culture. 83 Statement of Profit & Loss 84 Cash Flow Statement 86 Notes forming part of accounts Prior experience in enabling Consolidated technology-driven growth across 118 Independent Auditor’s Report 122 Balance Sheet multiple businesses gave your 123 Statement of Profit & Loss 124 Cash Flow Statement company an unmatched 126 Notes forming part of accounts ‘Business-to-IT connect’ Message from the Founder Chairman The management team at L&T Infotech is increasingly building competencies in new-age technologies like Digital & Automation Dear Shareholders, Information Technology is increasingly becoming the axis on which a clear differentiator in markets where services were vulnerable our world rotates. Technology pervades multiple aspects - building to commoditisation. -
Rethinking Retail Insights from Consumers and Retailers Into an Omni-Channel Shopping Experience
STUDY Rethinking Retail Insights from consumers and retailers into an omni-channel shopping experience The growth and maturity of digital channels have steadily increased the expectations of the consumers, who now look for an integrated shopping experience across all their touch points with a retailer – be it an online comparison, a feedback from social media, a delivery system, or an in-store experience. An Infosys study reveals retail insights from 1,000 consumers and 50 retailers across the United States. Key highlights include the need for consistency in brand interaction across channels, rising expectations for personalization among consumers, and how retailers are focusing on providing seamless omni-channel shopping experiences. Consumers The effect of consistency across retail organizations A majority of consumers see consistency personal information / purchasing history of numerous facets of retail operations to be consistent across different branches as important across both physical of a brand, while a slightly higher number and online stores and across different (44%) expect this across physical and physical branches. Consistency in the online stores. Despite this, a majority 59% range of products available, is regarded (86%) said that personalization has at least as important, by 72% of respondents some impact on what they purchase, and of shoppers for physical and online stores and by one-quarter (25%) say personalization who have 77% across different physical branches. significantly influences what they Similarly, consistency in the location of / purchase. experienced ease of finding products is important for Just over two-thirds (69%) of respondents 68% of respondents across physical and say a retailers’ consistency across various personalization online stores and 75% of respondents channels affects their loyalty to a brand.