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Group5 - Narayan Murthy-Vishal Sikka

The presentation summarizes the fallout of the relationship between Narayan Murthy and Vishal Sikka at Infosys. There was a lack of communication and different perspectives on employee engagement between the promoter Murthy and successor Sikka. Their contrasting leadership styles and personality traits like ego and hunger for respect also contributed to tensions. While Murthy favored downward communication and a focus on services, Sikka wanted lateral communication and to transform Infosys into a product company. Effective mentorship and understanding each other's perspectives could have helped avoid this problem between the generations.

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harika
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138 views10 pages

Group5 - Narayan Murthy-Vishal Sikka

The presentation summarizes the fallout of the relationship between Narayan Murthy and Vishal Sikka at Infosys. There was a lack of communication and different perspectives on employee engagement between the promoter Murthy and successor Sikka. Their contrasting leadership styles and personality traits like ego and hunger for respect also contributed to tensions. While Murthy favored downward communication and a focus on services, Sikka wanted lateral communication and to transform Infosys into a product company. Effective mentorship and understanding each other's perspectives could have helped avoid this problem between the generations.

Uploaded by

harika
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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OB Presentation

Fall-out of the Narayan Murthy-Vishal Sikka


relationship in Infosys

Group 5
190101116 Smriti Shukla
190102018 Hari Siva Rami Reddy Dwarampudi
190103116 Rohith K R
190101095 Roshin Thomas
What Happened??
Lack of communication

The perception of two different


generations towards employee
Why did we engagement and employee satisfaction
choose the
problem Promoter vs Successor

Could mentorship have averted this


problem?
Common traits:
• Egoistic
• Extremely media-savvy
• Hunger for respect
Opposing traits
Personality
• Mr. Vishal Sikka
Traits • Loud
• Boisterous
• Hard-charging technocrat
• Mr. Narayana Murthy
• Operationally strong leader
• Very good people manager
Mr. Vishal Sikka

• Wanted to implement his original ideas


without dilution
• Less accommodative of conflicting opinions
Contrasting • Wanted to transform Infosys into a product
company with services
Leadership
Styles Mr. Narayana Murthy

• Simple living and high thinking


• Sound philosophy of under-promising and
over-delivering
• Very accommodative of conflicting opinions
• Transparency in working style
Attribution Continuous media tussle
Theory and
Judging
Others Generation gap between the
two of them
Mr. Narayana Murthy :
Downward communication

Effective
Communication
Mr. Vishal Sikka : Lateral
communication
Big Five
Model
Onus of understanding lies on both the promoter and
the successor.

The successor needs to understand that the


promoter is giving up something he loved very dearly

The promoter needs to understand that he needs to


Conclusion slowly get detached from what he thought was his
own
Both parties need guidance and advise on how to
undertake this journey with the least possible
resistance
The personalities of the promoter and the successor
needs to be a match.
Thank You Any
Questions?

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