IBM Global Services, Computer Sciences Corporation, Accenture, KPMG, and: In February 2008, as S. Mahalingam (Maha), the CFO of Tata Consultancy Services TCS considers the strategic challenges, challenges only the elite segment of the IT services company other face. The central question was how to keep a breathtaking annual growth rate of 35 to 40 percent without 25 to 30 percent margins. Maha: “By 2010, we want a $ 10 billion-a-year company produces 25 percent mar become … Read More»

IBM Global Services, Computer Sciences Corporation, Accenture, KPMG, and: In February 2008, as S. Mahalingam (Maha), the CFO of Tata Consultancy Services TCS considers the strategic challenges, challenges only the elite segment of the IT services company other face. The central question was how to keep a breathtaking annual growth rate of 35 to 40 percent without 25 to 30 percent margins. Maha: “By 2010, we have a $ 10 billion-a-year company produces 25 percent margins will be.” The company’s strategy and positioning, break with excellent execution and a whole range of macroeconomic factors combined his way down had it front and center in the leadership contest for global services. Since the early 1990s, TCS had grown faster, the more money created a better brand and reputation, and more (as a percentage of sales) is investing in its future than their Indian or international competitors. The question about Maha mind was whether TCS is the right strategy to continue to outdo their competitors, as the first Indian technology companies to the $ 10B revenue will join Club had sought.
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from
Gary Mekikian,
John D. Roberts
Source: Stanford Graduate School of Business
24 pages.
Publication Date: Apr 24, 2009. Prod #: IB79-PDF-ENG
Tata Consultancy Services: Globalization of IT Services HBR case solution