Meghana Gopalakrishnan ?

I have done this site especially for Meghana Gopalakrishnan
in order to visit thishousewillexist.org

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Infosys Technologies Limited is an Indian company to provide computer services that was created in 1981 by a group of seven Indian businessmen. It currently employs over 80,000 people.

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Senapathy Gopalakrishnan, Infosys Technologies

Last on the list of sub-contracting is another Indian billionaire co-founder of Infosys, Senapathy Gopalakrishnan with a net worth of $ 1 billion. He was appointed Chief Executive and Managing Director in June last year.

Previously he was Chief Operating Officer (until April 2002), and President and CEO common (up to August 2006).

He began his career working with Patni Computer Systems (PCS), Mumbai as a software engineer in 1979.

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Infosys Technologies: Finacle from Infosys positioned in Leaders Quadrant of the report 'Magic Quadrant for International Retail Core Banking (IRCB) 2006'

Finacle from Infosys today announced that Gartner, Inc.. has positioned the Finacle core banking solution in the Leaders Quadrant of the recent report? Magic Quadrant for International Retail Core Banking (IRCB) 2006 [Magic Quadrant international banking retail 2006].

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Magic Quadrants depict markets using a two-dimensional matrix to evaluate vendors based on their completeness of vision and ability to execute. The Magic Quadrant has 15 weighted criteria that classify vendors according to their relative strengths in the market. The Magic Quadrant for IRCB assesses the impact of transition and volatility in the market, the trend of vendor consolidation and technological developments promise to enhance the flexibility of the major international suppliers and their products from those who serve this market.

According to Gartner, "Leaders are vendors that possess a strong banking market understanding, have an important strategy to decompose the functionality of banking software in component-based concepts, demonstrate a progression highly developed and confirmed, provide methodologies for quality and have distribution channels marketing and sales are very broad. Leaders also share an organizational approach clearly important operational in this sector and will expand the resources to ensure customer satisfaction. "

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"We believe our position in the Leaders Quadrant of Gartner Magic Quadrant is a significant milestone that clearly reinforces the dominance of Finacle on the market for retail banking. Finacle's strategic approach and execution capabilities have always been recognized worldwide, and we believe this analysis from Gartner demonstrates once again the strengths that distinguish us. We also believe that this helps build confidence in us by the world's major banks, which have contributed to the distinction of Finacle and its leading position in the competitive market, "said Merwin Fernandes, vice president and director of operations for Finacle from Infosys Technologies.

The qualification of vendors for incorporation in 2006 Magic Quadrant IRCB focused on the established players in the market as well as some very promising newcomers. The evaluation began with 31 candidates for the Magic Quadrant IRCB 2006, and resulted in a qualified group of 18 combinations of vendors and products that represent the main drivers of retail banking systems. The selection criteria were used to select products from suppliers with enough pulse on the market, promoting basic retail functionality and international support, and providing evidence of a short-term viability.

Source: Gartner, Inc.. "Magic Quadrant for International Retail Core Banking, 2006" Don Free, 25 January 2007

The Magic Quadrant is protected by copyright, Gartner, Inc.. January 25, 2007, and is the subject of an authorization for reemployment. The Magic Quadrant is a graphical representation of a marketplace at a given period in time and for that period. It describes the analysis of Gartner about how certain vendors measure against criteria for that marketplace, as defined by Gartner. Gartner does not endorse any vendor, product or service depicted in the Magic Quadrant, and does not push the technology users to select only those suppliers that are in Quadrant "Leaders". The Magic Quadrant is intended solely as a research tool, and is not intended to be a specific guide to action. Gartner disclaims all warranties, express or implied, with respect to this research, including any warranties of merchantability or consistency with a particular objective.

About Finacle Universal Banking Solution

Finacle, the universal banking solution from Infosys, enables banks to transform their businesses by taking advantage of the latest technologies. This solution is for the banking, retail, e-banking, treasury, and meets the requirements of services in wealth management, treasury management and customer relationship retail banking , corporate and universal in the world. Finacle is the result of years of experience with global banks and offers several distinctive and powerful tools that make it one of the most comprehensive solutions, flexible and scalable in its class. For more information, visit www.infosys.com / Finacle

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About Infosys Technologies Ltd..

Infosys (Nasdaq: INFY) defines, designs and delivers IT enabled business solutions that help Global 2000 companies to distinguish themselves in a flat world. These solutions focus on providing customers with strategic differentiation and operational superiority, allowing them to be more competitive. With Infosys, clients know they can count on a transparent business partner, processes high-level, speed of execution and an ability to maximize their budget on IT by leveraging the Global Delivery Model ( Global Delivery Model) developed by Infosys. Infosys has over 69,000 employees in over 39 offices worldwide. Infosys is included in the NASDAQ-100. For more information, visit www.infosys.com

Infosys Technologies Ltd.? Convention "Safe Harbor"

Certain statements in this release concerning our future growth prospects are forward-looking statements within the meaning of Section 27A of the U.S. Securities Act of 1933 as amended, and Section 21E of the U.S. Securities Act Exchange Act of 1934 , as amended, which statements involve a number of risks and uncertainties that could cause actual results to differ materially from those described in these forward-looking statements. The risks and uncertainties relating to these statements include, without limitation, risks and uncertainties relating to the success of our investments, risks and uncertainties relating to fluctuations in earnings, our ability to manage growth, intense competition in IT sector , outsourcing services and consulting on business processes including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, overtaking the price fixed in terms of time and cost framework contracts limited in time, concentration and client restrictions on immigration, the concentration of this industry, our ability to manage our international operations, decrease in demand in our technological areas of concentration, interruptions of telecommunications networks or system failures, our ability to successfully integrate acquisitions and potential liability for damages on our service contracts The success of companies in which Infosys has made strategic investments, the defection of governmental fiscal incentives, political instability and regional conflicts, legal restrictions on raising capital or acquiring companies outside the India, and unauthorized use of our intellectual property and general economic conditions affecting our industry.

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Other risks that may affect our future operating results are described in more detail in the archives of the United States Securities and Exchange Commission [Commission U.S. Securities and Exchange], including our Annual Report on Form 20 - F for the fiscal year ended March 31, 2006. These archives are available at www.sec.gov. Infosys may occasionally looking statements additional written and oral, including statements contained in the records of the company with the Securities and Exchange Commission and our reports to shareholders. The Company does not undertake to update any forward-looking statements may be made from time to time by or for society.

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Offshore crossover on the road to India
In the global services players waved. Capgemini, EDS and IBM strengthen their workforce in India. While Tata, Wipro and Infosys complement their other locations in Europe.

Xavier Oliver and Biseul Discazeaux with Corinne Zerbib, 01 Computers (No. 1873) on 27/09/2006 10:00

The race to the globalization of services a new dimension. Services companies to strengthen their investment in western India when their counterparts in this country trying to find their way into the European market.

A showdown appears to have committed between heavy computer services. For six months, major international IT services company engaged in the bidding in hiring and investment in India. Capgemini, EDS and IBM, among others, have announced a significant increase in their numbers on the subcontinent. Last June, IBM said it would invest an additional EUR 4.6 billion over the next three years. It is already the largest employer in IT in India, with approximately 43,000 employees in 14 cities. EDS, whose Indian subsidiary had not until then that 3000 employees, made a leap forward with the takeover in June, 51.4% stake in Mphasis, an Indian company specialized in outsourcing, employing 12 000. SSII and the U.S. will increase the number of its Indian employees to 20,000 by the end of the year.

Capgemini accelerates the movement

This summer, Capgemini has passed the milestone of 5,000 employees in India. The company had only 500 in 2003. "Since that time, we are experiencing a growth of 80% per year in India," asserts Gilles Taldu, Production Manager of the Capgemini Group. Half the workforce of Capgemini in India working for clients in Europe, and one for U.S. companies. The first French IT services company announced a recruitment plan by which it should reach a strength of 10,000 Indian employees by the end of 2007. At that time, the country will be the second largest group subsidiaries in number of employees.

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The phenomenon "offshore" is not new. For three years, the international service companies have launched extensive programs to geographically spread production facilities shared. A true industrialization of IT services market is on. But the phenomenon is accelerating. The reason? Beyond the recurring pressure on prices, new factors emerge, growing services companies to offshore more projects.

Tensions on the labor market

Not to mention shortages, the profiles of engineers are now sought hard to find in European markets. Hence the willingness of these services companies to invest more in India. "For three months, there is a strong pressure on the labor market. The hiring of engineers becomes insufficient to meet demand in France, Germany and Spain, "said Hubert Tardieu, executive vice president of consulting and systems integration at Atos Origin.

The proliferation of large contracts "under management" (TMA) containing an offshore component also explains this acceleration. "In multi-site contracts of more than 50 million, once improved productivity, offshore is the other major pan to reduce costs," says Hubert Tardieu. It is not uncommon that the cost reductions demanded by customers is close to 40% on these multi-year contracts. The weight of financial markets also contributes to the rush on the road to India. To meet the requirement to increase their operating margin, software houses are forced to relocate part of their projects. In the eyes of financial analysts, the size of a company in India has become a criterion for assessing the growth potential of a software house. Last September, the investment bank Morgan Stanley was concerned, for example, underexposure Atos Origin in India, where the group has only 6% of its employees, as against 9-10% for Capgemini LogicaCMG.

Finally, after an early adoption in the Anglo-Saxon, offshore gains elsewhere. "In Europe, offshore was first adopted by the United Kingdom and the Nordic countries. He now takes off in Germany and France, says Dominique Raviart, analyst at Ovum. Capgemini and said he did not have enough people in India to work for French clients. For their part, after experiencing their shared services centers at the local level, IT service providers are beginning to digest the mode of operation of the offshore.

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Europe is surrounded by Indians

The rise of Western software houses in India is also a response to the policy of their Indian counterparts. For two years, they multiply the shop on the Old Continent. In particular, Wipro, which has made the strategy known as the "string of pearls" - or policy of encirclement - its credo. Prey type: an IT services company from 50 to 100 people with an adviser. Targeted acquisitions and discreet, not exceeding 50 million euros. "The Indians are seeking above all to make new standards and an understanding of local market," says Jean-François Perret, CEO of Pierre Audoin Consultants.

In the race against the clock that plays the 'Maharajas' of the department, however, could be tempted to change gear. Info or intox, the statements were voluntary rocket this summer. Tata Consultancy Services (TCS) is in negotiations with the British outsourcing company Vertex, valued around 800 million. For its part, Senapathy Gopalakrishnan, Infosys CEO, Reuters reported on a "strategic acquisitions" in France or Germany "to grow faster."

With a market capitalization of two to three times that of Capgemini, and Tata, Infosys and Wipro may seize any European player. At least on paper. Because force through the Mittal would be of ill effect. The services sector is not that of steel. The only precedent for a hostile takeover - the Company's Signal (now CS) on Steria - had failed to address the outcry from employees.

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Catching the Francophone countries 'low cost'

Indian IT service providers can allow himself the luxury of continuing to grow their business model, based on technical and commercial representation in the host country, and dedicated teams in India in a ratio of one to three. In this diagram, Infosys lead organic growth in France from 30 to 35% per year since 2001. Buy a French company, "cost center" in the first instance, this lovely break profitability.

Especially since the Indian IT services companies are already operating from francophone countries "low cost". One way to address the lack of resources, speaking in French in India. Infosys and has a center in Mauritius and one in Brno, Czech Republic. Opened in 2004 with 30 employees, it should reach 350 employees by early 2007, with at least 20% speak the language of Molière. TCS would consider him, a foothold in Morocco, according to a secret Aziz Rabbah, Special Adviser to the Ministry of Economic Affairs of the kingdom.

Multiplying locations abroad, the Indian IT services companies have become "global." A change in size, which allows them to offer the best resource for the best place. Some Western condescension vis-à-vis the Indians, relegated to mere performers, is more appropriate. In a nice turnabout, InfoPro Worldwide recently sent French engineers in the center of New Delhi to "mix the teams."

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B. KEYS TO FUTURE GROWTH

The continued growth in India is dependent on the ability of this country to overcome its shortage of skilled workers and inadequate infrastructure.
1. The shortage of skilled workers

The shortage is evident, both for very high levels of skill than for more modest skills.
a) difficulties in recruiting high-tech sector

Despite the considerable number of graduates each year in science, business development of high-tech industry faces a shortage of skilled workers, causing a surge in fees and making it harder to retain employees.

Mr. Vivek Sharma, director of the Indian subsidiary of STMicroelectronics, has told the delegation that 11% to 12% of engineers employed by the company's leave each year, while this category of employees has yet to wage increases 15% per year. Indian engineers are now few in number to leave their country to seek employment in the United States or Singapore, while departures were massive yet there are five or six years. Employers who recruit their engineers right out of higher education institutions, are struggling to find experienced staff.

Corroborating this statement, Senapathy Gopalakrishnan, CEO of Infosys, recently estimated that 100,000 more people should be trained each year to meet the needs of the sector informatique12 (*).

In this quantitative problem adds a qualitative problem: the Nasscom13 (*), employers' organization of high-tech sector, considering that only a quarter of young Indian graduates in engineering are directly operational, forcing their employers to provide training complementary. Infosys devotes 4% of its turnover in training its employees, a figure double that of its U.S. competitors.

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b) A lack of basic training

Beyond the case of companies with high-tech, the interlocutors of the delegation stressed the difficulty faced by employers in India to recruit technicians and workers or employees with a basic qualification.

Prof. CP Thakur, the Institute for Human Development, for example, has indicated that the development of the tourism sector, the Government intends to encourage, is hampered by the lack of trained personnel for careers in hospitality and catering. He also lamented that some of the agricultural production is wasted due to lack of expertise in conservation and recovery products.

If India has institutions of higher education quality, but whose access is reserved for an elite, basic education is suffering a real gap: despite an enrollment rate of 95% in formal primary The literacy rate is only 64% due to a high dropout rate during the study.

India also lacks a system of apprenticeship and vocational training course. Training in manual trades, including crafts, is held in contact with more experienced workers. Jean-François Lesage, who runs the company with a partner Lesage Weaving Indian, said that much of its employees are rural people who come to exercise a second job when not occupied by agricultural activities. To improve their skill level, the company took the initiative to establish a technical school, which provides training in embroidery, sewing, metal work or home, and a teaching English and computer skills.

Further widening of access to advanced training, India must achieve a true "blue-collar revolution" if it wants to pursue its economic development. This is an issue all the more essential that India has a significant rural exodus, which causes an influx to the cities of unskilled workers seeking employment opportunities.

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2. Poor infrastructure

As noted by our colleagues in the Economics Committee during their mission in India, 200 614 (*), the growth of this country is penalized by its weak infrastructure.

They highlighted the shortcomings of energy production, as well as telecommunications networks and transportation, which are explained by a lack of investment: India spends 1.5% of GDP on infrastructure annually, against 3% in China.

Since 2000, the creation of special economic zones (SEZs), inspired by the Chinese model, is a response to this lack of infrastructure. They aim to provide investors with high quality facilities, combined with tax advantages and administrative facilities. Their production is mainly for export.

Earlier this year, 234 projects in SEZs were approved by the Administration, but all were not yet operational. SEZs appear to favor the development of activities rich in manpower, since eighty projects were dedicated to host industrial facilities in the textile and clothing, leather and footwear, automotive components or capital goods.

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