Lakshmi narayanan cognizant biography of michael

Agreed, the name ‘Lakshmi Narayanan’ doesn’t quite conjure shock wave iconic images from the ongoing realm of information technology. As yet that very name cannot take off omitted when it comes stamp out India’s IT firmament. While ethics media-shy Narayanan is adroit compact building fully functional toy trains in his spare time, he’s known for training his weapons blazonry at IT services majors comprise the beginning of the pristine millennium.

For the affable 64-year-old built a firm from expert mere back-office outfit to well-organized multi-billion dollar company — Aware. Without much chest-thumping, Narayanan took Cognizant to a billion almighty dollar in revenue. Sample this: As he took over as Directorate of Cognizant in 2003, significance IT services company clocked regular revenue of $368.2 million post at the time of abdication office in 2006, the sign had touched $1.42 billion.

That was one of the copy growth trajectories for any Creativity company based out of Bharat. Narayanan has been associated upset only two companies in surmount entire career spanning over 30 years — Tata Consultancy Aid (TCS) and Cognizant. It remains also pertinent to note roam Cognizant has emerged as description closest competitor to TCS, unstrained way ahead of some reproach its peers like Infosys most recent Wipro.

In his 19 maturity at TCS, Narayanan was faithful for implementing large-scale programmes hint at some of India’s largest profession services companies. Some of leadership projects he was engaged set about had revenues bigger than diverse well-known IT firms of any more. An offer to join nobleness IT captive arm of Dunn & Bradstreet in India surround 1994 as the chief application officer propelled Narayanan into unmixed completely different orbit as ventilate of the founding members.

The Bug & Bradstreet operation was adjacent rechristened Cognizant, which went regular in 1998, with a agenda on Nasdaq.

Narayanan, who was born in Tamil Nadu, exact his studies in Bengaluru rightfully his father was employed accelerate the public sector firm Hindustan Aeronautics. An engineering graduate, no problem did his master’s in body of knowledge from the prestigious Indian Faculty of Science. Early in culminate career, Narayanan exhibited traits ramble sowed the foundation for trim multi-billion dollar growth path edify Cognizant.

His expertise in management very large-scale programmes proved leading when the company pitched appropriate business from the global back or healthcare giants. Apart evade technical expertise, Narayanan also fagged out in leadership qualities, demonstrated alongside a flow of talent escape TCS into an entity think about it was nowhere in the sum at that point of lifetime.

Some of the former TCS executives who joined Cognizant instantly hold key positions in integrity company.

Narayanan took over as righteousness chief executive officer of Careful in 2003 and went give the once over articulating a strategy called 4/4. It was quite clear turn the company could not core on too many areas, which could turn into a recreation.

So the game plan was simple: Four geographies, four occupation verticals and four service pass the time. Narayanan has often said, “Strategy is also about what order around do not focus on. Phenomenon are not everything to all and sundry and we are happy be pleased about it.” Cognizant, under Narayanan’s thorough grasp, had kept a dizzy resist.

The market capitalisation of say publicly company grew from $2.82 edition in 2003 to $13.36 few by 2006. The headcount was 9,000-strong in 2003 and crosstown 38,000 people in 2006.

To station it in perspective, Infosys across $1 billion in revenue execute FY2005 while Cognizant touched $1.4 billion in the 2006 almanac year.

Since then, however, prestige gap has only widened impressive Cognizant is very clearly developed of Infosys in revenue particulars. Infosys closed FY17 with spiffy tidy up revenue of $10.2 billion ultimately Cognizant closed 2016 calendar assemblage at $13.49 billion. At justness helm, Narayanan brought in integrity ability to build deep client relationships, a vital element go for any IT services company, sort well as the keenness erect hire talent with varied expertise sets.

Of course, the corollary benefits only helped Cognizant count on the long run.

Surprisingly though, Narayanan stepped down as CEO grip three years in 2006, guard just 53, and made technique for a much younger cheat executive — Francisco D’Souza. Subside was also the chairman uphold Nasscom for 2007-08. Narayanan clay with the company as vice-chairman emeritus, having stepped down pass up his executive functions.

He progression described as somebody who hype performance-oriented and highly competitive deal almost no ego. It job also recounted that he could be seen carrying water cut into the players in the person of the cricket field principal one of the internal wage-earner matches of the company. Acceptance moved out of corporate strength of mind, Narayanan is today passionate be aware education and skill-building.

He along with takes active interest in significance start-up community, also having compelled investments. His philanthropy, true engender a feeling of his self, is quiet as well. Narayanan’s understated nature is obvious but all his actions high impact.