Peter Bendor-Samuel

An interesting phenomenon is happening because of digital transformation. As enterprises collapse their technology and functional stacks through digital, it disrupts their talent model and leads to a new organizational risk. At the same time, it’s starting to drive a new market for service providers. Let’s take a closer look at this developing trend where it’s

What would you do if your company has been the darling of its industry with leading industry growth but now struggles to adapt to new market requirements in the digital world and faces a shrinking book of business? How would you change existing and potential clients’ perception of your company’s expertise? In observing how

Too many transformation initiatives aiming at breakthrough performance hit critical roadblocks that can quickly spiral into costly delays or even a failed initiative. Why is that? The primary problem that afflicts initiatives is the knowledge gap in leaders’ understanding of the nature of the transformation journey and what it requires. The usual focus of

A significant driver motivating companies to migrate workloads out of their legacy environment into the cloud is the increasing frustration of operating under onerous, complicated services contracts. Of course, these workloads migrate to the cloud and a software-defined environment primarily for greater efficiency and agility. But many workloads are too expensive and risky to

The IT stack is collapsing, thanks to the latest innovation in IT and moving into a software-defined service-oriented architecture. What can happen as a result of the collapse is important for every company to understand, as the more the stack collapses, the better results IT can deliver. Before we look at the potential impacts,

Many multinational companies are taking action to turn their vision benefits from digital transformation to reality. Going on that journey in a company with global operations is even more beneficial – but also more complicated. Far-reaching, thorny issues involved in changing a company’s business model and status quo operations become even more disruptive on a global

India’s service providers are slowly coming to grips with the decline of the arbitrage model and the shift to digital models. The digital era brings the providers three challenges regarding talent. Over the next three to five years they will need 30-40 percent fewer people than they needed for arbitrage-based work. Second, digital talent

The management squabbling, blaming and furor that played out publicly in the news for months before and since last week’s resignation of Infosys CEO Vishal Sikka is enough to cripple any business. It seemed the firm faced a daunting uphill battle to move beyond the instability and uncertainties the infighting caused and to identify

Over the years, companies structured their IT into centrally managed departments organized by functional capabilities. The objective was to improve the delivery of information technology by establishing and meeting service levels and lowering the cost of the function. These services were sold or provided back to the business, which ingested them into the respective

Vishal Sikka, CEO of Infosys, resigned on August 18. Although he will stay on as executive vice chairman, I believe his departure as CEO calls the current Infosys strategy into question. Formerly an SAP executive, Sikka was brought on board as CEO in 2014 – the first outsider to head Infosys. He was tasked