Infosys Job recruitment for Associate Business Analyst | Any Graduate
Infosys Recruitment Drive
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Responsibilities
Infosys Recruitment Drive
Review and analyze the requirement documents of strategic web applications based on functional and non-functional requirements
Opportunity Identification: To perform process study, process assessments, design thinking sessions to come up improvement opportunities
Solution Conceptualization: To understand client’s business processes, existing IT landscape and propose relevant transformative solutions
Stakeholder Communication and Approvals: Pro-actively interact with client and Infosys BPM operations stakeholders and obtain buy-in on the proposed solutions.
Requirements Documentation: To gather, analyze and document solution requirements (functional as well as non-functional).
Liaison with development teams on managing requirements, participate in UAT and realize proposed/estimated benefits
Educational requirements
Infosys Recruitment Drive
Any Engineering Graduate
service line
BPO Service Line
Technical and Professional Requirements
PRIMARY RESPONSIBILITIES
Infosys Recruitment Drive
- Opportunity Identification: Studying the process, evaluating the process, designing brainstorming sessions to create opportunities for improvement
- Solution concept: To understand the client’s business processes, existing IT landscape and propose relevant transformational solutions
- Stakeholder Communication and Approvals: Proactively communicate with client and Infosys BPM operations stakeholders and obtain buy-in on proposed solutions.
- Requirements Documentation: Gather, analyze and document requirements (functional as well as non-functional) for solution requirements. Liaise with development teams on management requirements, participate in UAT and obtain proposed/estimated benefits
Preferred Skills
PDC->Standard PDC
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About Infosys finance journey
The finance journey started with the incorporation of Infosys on July 2, 1981. The paid in capital was 10,000, reportedly borrowed by Narayana Murthy from his wife. At inception, the Founders put in the basic financial principles – the company will earn a profit from year one, all projects will be delivered at a reasonable profit, the balance sheet will be liquid, borrowings will be only for asset creation, corporate resources will never be used for personal purposes and dividends will be paid out of surpluses. Indeed the initial years were tough, as India was a closed economy.
Revenues grew from 0.12 crore in the first year to 8.66 crore in fiscal 1992, the year of economic reforms in India. The Founders were very clear that 10 years from founding they would go for an IPO and create liquidity for themselves. Employees were given stock in the company. In fact, by March 31, 1992 they owned 13.6% of the shares.
The IPO was indeed a seminal event for the company. During the road show, the Founders made a projection that the company would be a US$ 100 million revenue company by 2000, with a 20% net income, when revenues were US$ 5.01 million with net income of US$ 1.23 million as of March. 31, 1993. The IPO was for creating a campus for 1,000 people, along with state of the art computing systems costing in all 16.58 crore, more than the revenue of the previous year of 8.66 crore.
Great courage indeed! The IPO in February 1993 was a tough act. The market did not understand a software company as it was unheard of and completely new. The market was also rough at that time. The issue barely squeezed through, with help from its investment bankers. The issue opened at 145 on listing. Soon thereafter, our journey began as a public company.
Right from the beginning of being a public company, we decided that transparency was a competitive advantage and shareholders, as true owners, deserved the fullest, most timely information. September 1, 1993, our first AGM after listing, was a seminal event and well attended; Lunch was offered too. In October 1993, India saw its first investor meet after listing at Mumbai with a large attendance, where management presented the investors with its strategy for growth, thus setting a new trend.
We invested part of the IPO proceeds in the primary and secondary markets to enhance returns. The markets went bad and we wrote off most of the investments. It was a humbling experience to stand in front of the investors and admit that we had made a mistake and assuring them that it would not be repeated.
Very soon the company put in place the 1994 Employees Stock Option Scheme, which along with the 1998 ADR scheme and the 1999 scheme gave stocks to over 18,000 employees, creating hundreds of dollar millionaires and thousands of rupee millionaires. Drivers, office assistants, secretaries got stock along with others and became millionaires. It soon became the most successful scheme in India and set a benchmark for other companies. gave us a unique positioning, democratized wealth and suddenly the professionals realized that they too could become wealthy by ethical means early in their careers. It revolutionized India.
The 1994 ESOP scheme was sought to be taxed in the hands of the employees and after a protracted legal battle, the Supreme Court held in 2008 that the scheme did not create a taxable event, allowing all grantees the benefit of no tax, helped of course By the abolition of capital gains tax on sale provided the shares are held for more than 12 months.
The company made a private placement of shares at 450 in July 1994 to raise 25 crore for its expansion. Soon after, in October 1994, the company declared a bonus issue of 1:1, the first of many bonus issues. 100 shares issued in the IPO at 9,500 has today become 12,800 shares valued at 4.15 crore (as of March 31, 2011) an annual compounded growth of 59%, a total gain of 4,64,422%, including total dividends received to date of 26.4 lakh.
The 1994 annual report was a very different report in terms of financial reporting and disclosure and soon became a collector’s item. It started a trend with the 1995 report and subsequent reports disclosing a management commentary on the accounts, brand accounting, human resources accounting, EVA statement, and financial accounts in the GAAP of eight countries, some of them in the local language. The company won the first of its continuous 11 awards for the Best Presented Accounts from the Institute of Chartered Accountants of India (ICAI). The ICAI had to finally give us the Hall of Fame award that made us ineligible to apply for future years! The first financial statements under U.S. GAAP done voluntarily were issued.
source: www.infosys.com
