Top 5 company in india :
#1 : TCS:
CEO: T K Kurien www.wipro.com
Cognizant is credited with making a racetrack out of this industry. There’s good reason why it manages to sprint ahead
CEO: Francisco D' Souza www.cognizant.com
Secret Sauce: What is Cognizant doing right while the others struggle? Probably the answer lies in the extremely meshed management which gives it sound leadership and stability unlike some of its competitors who have seen rather frequent change of guard at the top. Secondly, Cognizant does not suffer from ‘founder’s hangover’. Third, Cognizant epitomizes customer relationship in practice and process. Called as ‘Two-in-a-Box’, the client-relationship model offers greater customer intimacy, speed of delivery, local decision-making, and responsiveness. This model combines technical and account management teams located onsite and offshore. In a typical client engagement, the company claims that the onsite resources handle approximately 25-30% of the workload and the balance is performed at one of the offshore centers.
The Game Plan: What worked was the ecosystem based approach and cross selling on its bouquet of solutions together with its Converged Infrastructure (CI) play that acted as a benchmark for network, apps, and hardware consolidation. GTM wise it embarked on an aggressive strategy to expand on public sector opportunities and broadened on its partner ecosystem. Prioritized on cloud, security, and bottom line, it tapped what best could be from IT infrastructure business.
#1 : TCS:
The Elephant on a Marathon
Performance Nonparallel:
| Current Year Rank | Last Year Rank | Organisation | CEO | Revenue (In Rs Crore) | Growth (%) |
| 1 | 1 | TCS | N Chandrasekaran | 43, 794 | 32 |
This was a year when the US economy and much of the global economy showed recession-like behavior. TCS' stellar performance against this backdrop is commendable. This was no boom chase. The company became the first Indian IT com
pany to cross the $10 bn milestone posting annual revenues of $10.17 bn growth of 5 times in 8 years.
pany to cross the $10 bn milestone posting annual revenues of $10.17 bn growth of 5 times in 8 years.CEO & MD: N Chandrasekaran www.tcs.com
Top 5: #2 Infosys: Battling the Throes of Change
| Current Year Rank | Last Year Rank | Organisation | CEO | Revenue (In Rs Crore) | Growth (%) |
| 2 | 2 | Infosys | SD Shibulal | 31,195 | 20 |
Infosys is now enduring a rather precipitous fall from the pedestal when it is trying to rise u
CEO: SD Shibulal www.infosys.com
Fall from Grace The ‘I' in Infosys stood for image or reputation management as it is called. This was the year when its image got tarnished for reasons of performance, comparably. But Infosys' vision is plausible and the loss of image might be a small price to pay for the grand prize in waiting.
Folding in the Future Infosys seeks to transform itself from a technology
solutions company to a business solutions company. Shibulal, CEO, says that the objective is to ensure that in the next 5-7 years, the company's revenues would come equally from business transformation projects, innovation projects and operational efficiency projects. Currently, nearly two-thirds of the revenues come from delivering operational efficiency projects and a fourth from business transformation projects, both using IT and global delivery that are the means and the mode respectively. Innovation projects require very different set of capabilitiesbased on the intersection of business, technology, and global trends. This requires developing IP that is scalable, sustaining, and differentiating both for Infosys and its clients.
solutions company to a business solutions company. Shibulal, CEO, says that the objective is to ensure that in the next 5-7 years, the company's revenues would come equally from business transformation projects, innovation projects and operational efficiency projects. Currently, nearly two-thirds of the revenues come from delivering operational efficiency projects and a fourth from business transformation projects, both using IT and global delivery that are the means and the mode respectively. Innovation projects require very different set of capabilitiesbased on the intersection of business, technology, and global trends. This requires developing IP that is scalable, sustaining, and differentiating both for Infosys and its clients.
Top 5 :#3 Wipro: Turning Around, Slowly
Amidst other ‘in the news’ global service providers, Wipro is somewhat away from the glare.
Amidst other ‘in the news’ global service providers, Wipro is somewhat away from the glare. The Bengaluru tiger is healthy and has lot of firepower still
CEO: T K Kurien www.wipro.com
Performance: Wipro's low revenue growth and drop in operating margins
have been a cause for concern. But TK Kurien seems to be able to turn
things around. Wipro saw continued improvement in revenue productivity
both in offshore and onsite, strong cash flow management, and 21% increase in IT services revenue. Nearly 46% of the revenue came in from fixed price projects.
have been a cause for concern. But TK Kurien seems to be able to turn
things around. Wipro saw continued improvement in revenue productivity
both in offshore and onsite, strong cash flow management, and 21% increase in IT services revenue. Nearly 46% of the revenue came in from fixed price projects.
Top 5 : #4 Cognizant: Managed Sprint Services
Cognizant is credited with making a racetrack out of this industry. There’s good reason why it manages to sprint ahead
| Current Year Rank | Last Year Rank | Organisation | CEO | Revenue (In Rs Crore) | Growth (%) |
| 4 | 5 | Cognizant Technology Solution | Francisco D' Souza | 29,162 | 36 |
CEO: Francisco D' Souza www.cognizant.comSecret Sauce: What is Cognizant doing right while the others struggle? Probably the answer lies in the extremely meshed management which gives it sound leadership and stability unlike some of its competitors who have seen rather frequent change of guard at the top. Secondly, Cognizant does not suffer from ‘founder’s hangover’. Third, Cognizant epitomizes customer relationship in practice and process. Called as ‘Two-in-a-Box’, the client-relationship model offers greater customer intimacy, speed of delivery, local decision-making, and responsiveness. This model combines technical and account management teams located onsite and offshore. In a typical client engagement, the company claims that the onsite resources handle approximately 25-30% of the workload and the balance is performed at one of the offshore centers.
Marching Metrics: Added over 250 clients. As of March 31, 2012, the total number of active customers was 805 and the number of strategic clients was 196. Interestingly, Cognizant’s revenues out of Europe crossed $1 bn in FY11 and its focus on building local teams on the ground across key markets in Europe to address the specific needs of European clients seemed to have clicked well
Top 5 : #5 HP India: Some Peaks, Some Troughs
| Current Year Rank | Last Year Rank | Organisation | CEO | Revenue (In Rs Crore) | Growth (%) |
| 5 | 4 | HP India | Neelam Dhawan | 28,854 | 7 |
Long decision making cycles, rupee depreciation, and extended hardware refresh acted as spoilers for HP
MD: Neelam Dhawan
www.hp.com
www.hp.com
Change of Guard: Globally, Meg Whitman becomes the new CEO putting an end to Leo Apotheker’s brief and turbulent spell—indeed a year full of boardroom drama. Reality Bites: How did India fare? What goes up has to come down (well, usually). 
Growth slows down till August 2011 but it augured well, but post that it was tough and HP did everything to sustain and managed to sign out with a modest performance.
Growth slows down till August 2011 but it augured well, but post that it was tough and HP did everything to sustain and managed to sign out with a modest performance.
The Saviors: Services business grew much more than that of products, while networking, storage, and servers (x86) demonstrated good traction and the software business remained flat. Its ESSN division is increasingly becoming critical and it was one of the best years for the networking business. Overall, key wins like Symphony Services, Tata Motors, Thinksoft, 3i Infotech, Bank of Baroda, Bank of India, and Technip among others helped.
Reading the Fine Print: In Q4 of FY12, in a move that was more or less expected, HP merged its PC and print divisions into one entity—PPS—for cost management and profits. This is aimed at rationalizing its go-to-market strategy and to drive innovation across PC and the printing business. Since PPS was created in the end of the fiscal, it needs to been seen how HP will leverage these seemingly divergent assets and create synergy and FY13 will see the actual success of this merger. But globally HP’s Printer and PC business went through a sluggish phase during 2011 given that HP has serious challenges here. In yet another organizational change aimed at unifying business lines, HP also announced the creation of the Global Accounts Sales Organization that will be part of the newly created HP Enterprise group.
The Game Plan: What worked was the ecosystem based approach and cross selling on its bouquet of solutions together with its Converged Infrastructure (CI) play that acted as a benchmark for network, apps, and hardware consolidation. GTM wise it embarked on an aggressive strategy to expand on public sector opportunities and broadened on its partner ecosystem. Prioritized on cloud, security, and bottom line, it tapped what best could be from IT infrastructure business.
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