Assignment
1
, Table of Contents
Assignment 1
Introduction 3
Critical Analysis of Infosys Enterprinal Architecture 4
Leadership at Infosys 6
Enterprial Culture 7
Nation Culture Dimensions of India 8
Learning Culture 9
Organization Structure 10
Strategy 12
Conclusion 13
References 14
2
, Introduction
Extensive globalisation, huge technological developments and high consumerism have all
resulted in making the contemporary business environments highly competitive, dynamic and
volatile in nature. The dynamic and volatile nature of the business markets indicate the various
political, social and economic changes occurring in the markets, thereby affecting the
organisations present in it (Burns, 2008). Burns (2013) indicated the need of existing firms in the
global business environments to implement entrepreneurial strategies in order to adapt with
the business environment changes. The evolution of the corporate entrepreneurship in the 21st
century is the result of this. The corporate entrepreneurship is the activity of existing larger
companies establishing smaller and new business units. Guth and Ginsberg (1990) defined
corporate entrepreneurship as the transformation of the organisation in response to the
environmental changes through the strategic renewal process. Birkinshaw (2003) indicated the
existence of the four schools of corporate entrepreneurship of which, interpreneurship is one
among them. This intrapreneurship is mostly involved on how the individuals existing in an
organisation can be encouraged to act in a more entrepreneurial manner (Pinchot, 1985). In
other words, intrapreneurship involves in encourages the employees existing in an organisation
to act as entrepreneurs by still staying within that organisation itself. Within a large enterprise,
promoting intrapreneurship requires the need of proper support from the organisation in the
form of the structures, leadership, culture and the strategy. This report intends in focusing on an
intrapreneurial organisation and evaluates the way in which this organisation reacts and creates
the environmental change.
This report considers Infosys technologies as the entrepreneurial organisation and the
entrepreneurial architecture of this organisation is evaluated. This evaluation is carried out by
considering the score of organisation’s environment obtained from corporate entrepreneurship
audit. In this way, the four components of entrepreneurial architecture at Infosys such as
culture, leadership, structure and strategy are analysed. This critical analysis and evaluation
underpinned by the relevant theoretical models and frameworks help in identifying the way in
which Infosys differs from the conventional firms and the various of drivers of success for
Infosys. The organization of this report is done into three main sections. Section 1 gives brief
3
1
, Table of Contents
Assignment 1
Introduction 3
Critical Analysis of Infosys Enterprinal Architecture 4
Leadership at Infosys 6
Enterprial Culture 7
Nation Culture Dimensions of India 8
Learning Culture 9
Organization Structure 10
Strategy 12
Conclusion 13
References 14
2
, Introduction
Extensive globalisation, huge technological developments and high consumerism have all
resulted in making the contemporary business environments highly competitive, dynamic and
volatile in nature. The dynamic and volatile nature of the business markets indicate the various
political, social and economic changes occurring in the markets, thereby affecting the
organisations present in it (Burns, 2008). Burns (2013) indicated the need of existing firms in the
global business environments to implement entrepreneurial strategies in order to adapt with
the business environment changes. The evolution of the corporate entrepreneurship in the 21st
century is the result of this. The corporate entrepreneurship is the activity of existing larger
companies establishing smaller and new business units. Guth and Ginsberg (1990) defined
corporate entrepreneurship as the transformation of the organisation in response to the
environmental changes through the strategic renewal process. Birkinshaw (2003) indicated the
existence of the four schools of corporate entrepreneurship of which, interpreneurship is one
among them. This intrapreneurship is mostly involved on how the individuals existing in an
organisation can be encouraged to act in a more entrepreneurial manner (Pinchot, 1985). In
other words, intrapreneurship involves in encourages the employees existing in an organisation
to act as entrepreneurs by still staying within that organisation itself. Within a large enterprise,
promoting intrapreneurship requires the need of proper support from the organisation in the
form of the structures, leadership, culture and the strategy. This report intends in focusing on an
intrapreneurial organisation and evaluates the way in which this organisation reacts and creates
the environmental change.
This report considers Infosys technologies as the entrepreneurial organisation and the
entrepreneurial architecture of this organisation is evaluated. This evaluation is carried out by
considering the score of organisation’s environment obtained from corporate entrepreneurship
audit. In this way, the four components of entrepreneurial architecture at Infosys such as
culture, leadership, structure and strategy are analysed. This critical analysis and evaluation
underpinned by the relevant theoretical models and frameworks help in identifying the way in
which Infosys differs from the conventional firms and the various of drivers of success for
Infosys. The organization of this report is done into three main sections. Section 1 gives brief
3
