Here are few moves from Sikka (quoted in the press) which Murthy (NRN as he is popularly called) felt ran counter to the popular Infosys culture and damaged it, resulting in the quick and smooth intervention of the founders.
The other example for non-interference is from NRN's family itself. NRN's famous co-brother Gururaj Deshpande, the serial entrepreneur, who is known to start great companies in US, like Cascade Communication, Corel Networks, Sycamore networks, Tejas Networks, a123systems, airvana .. After it becomes a roaring success, he used to leave it for the professionals to manage, and set his mind on the next great entrepreneurial idea.. Click here for a detailed writeiup ..
For a CEO, who came from a product based IT co, with almost $20 billion turnover to a process based company, home grown, to the HO in Bangalore, India for just 17 days in a year and prefers to spend the rest of the time with clients across the world, showed a clear disconnect with the founders philosophy and work culture.
Getting the required CEO talent (and not CTO talent as in the case of Sikka) from India or any part of the world would not be a problem at all for Infosys. But it's high time Infosys moved from a sidelined role of IT service organisation to a major IT products organisation and that is where the future and money for Infosys would lie. In future, automation of IT maintenance work would wipe out Infosys, even before any of them would be even aware of the fast developments.
Considering the remuneration of professionals in the west, could NRN have erred in his assesment of the growth of the company in the long run ?
Having quit the organisation and departed from taking active part in the day-to-day decision making processes, should NRN have interfered and made the whole Director board concerned with the fast developments in the company of late ?
The future will tell us who was right and who erred ?