Industry Leaders Gather to Discuss How to Effectively Implement Collaborative Efforts
FREMONT, Calif., April 3, 2003
Infosys Technologies Ltd. (Nasdaq: INFY), a leading provider of IT consulting, software and engineering services, recently conducted a seminar for senior manufacturing and product development executives entitled "Collaborative Product Engineering: Making the Partnership Work." This distinctive forum, designed by Infosys as part of a series called the Collaborative Engineering Network (or CENet), featured discussions on the fundamentals of collaborative engineering, such as strategies for partner selection, how to maintain effective relationships and practical examples of recent collaborative experiences.
Presentations at the inaugural event, a breakfast session in Detroit, were led by Deepak Digh e, director of Engineering - Outsourcing Programs for Johnson Controls Inc., and Joel Brown, manager of CAD/CAE/TEST Development Engineering, interior/exterior systems product development for Visteon Corp., both experts on offshore work within the industry. Discussions were centered on the successes and challenges of applying collaborative engineering practices between domestic and offshore partners to significantly compress product development cycle time and reduce product development costs by leveraging available resources worldwide.
"Dighe and Brown provided valuable insight and examples of their experiences in maximizing engineering resources that will be helpful to my organization in setting our future strategic direction," said seminar attendee Dave Sakata, vice president of technology, sealing products for Freudenberg- NOK. "Breaking down product development activities in order to decide how resources can be utilized according to their level of importance and/or complexity is a good way to look at possibilities for collaboration."
The presentations inspired discussions and questions on various aspects of outsourcing including selecting an offshore partner, language and cultural barriers and key elements for successful outsourcing in order to maximize the value and benefits of collaborative engineering. Yet as real- world initiatives were considered, the participants voiced their concerns about control.
"One topic that came up was that companies worry about maintaining control over projects when they begin collaborative engineering efforts," explained Srinath Kashyap, group client relationship manager for Infosys. "The seminar helped participants realize that when considering this approach, several factors must first be taken into account. If important questions are answered before launching the partnership - such as what practices to adopt to deal with geographically dispersed teams, integrate internal and external teams and benefit from a collaborative partnership without compromising quality - control of projects should not be an issue for concern.
"Having been given such ideas and questions to contemplate among themselves and within their organizations, almost all of the seminar participants requested more information on collaborative engineering from Infosys and indicated interest in attending future CENet events," Kashyap added.
Infosys, a world leader in consulting and information technology services, partners with Global 2000 companies to provide business consulting, systems integration, application development and product engineering services. Through these services, Infosys enables its clients to fully exploit technology for business transformation. Clients leverage Infosys' Global Delivery Model to achieve higher quality, rapid time-to -market and cost-effective solutions. Infosys has approximately 13,000 employees in over 30 offices worldwide. For more information, visit www.infosys.com.
Certain statements in this release concerning Infosys' future growth prospects are forward-looking statements which involve a number of risks and uncertainties that could cause actual results to differ materially from those in such forward-looking statements. The risks and uncertainties relating to these statements include, but are not limited to, risks and uncertainties regarding fluctuations in earnings, our ability to manage growth, intense competition in IT services including those factors which may affect our cost advantage, wage increases in India, our ability to attract and retain highly skilled professionals, time and cost overruns on fixed-price, fixed-time frame contracts, client concentration, restrictions on immigration, our ability to manage our international operations, reduced demand for technology in our key focus areas, disruptions in telecommunication networks, our ability to successfully complete and integrate potential acquisitions, liability for damages on our service contracts, the success of the companies in which Infosys has made strategic investments, withdrawal of governmental fiscal incentives, political instability, legal restrictions on raising capital or acquiring companies outside India, and unauthorized use of our intellectual property and general economic conditions affecting our industry. Additional risks that could affect our future operating results are more fully described in our United States Securities and Exchange Commission filings including our Annual Report on Form 20-F for the fiscal year ended March 31, 2002 and the Quarterly Reports on Form 6-K for the fiscal quarters ended June 30, 2002, September 30, 2002 and December 31, 2002. These filings are available at www.sec.gov. Infosys may, from time to time, make additional written and oral forward looking statements, including statements contained in the company's filings with the Securities and Exchange Commission and our reports to shareholders. The company does not undertake to update any forward-looking statement that may be made from time to time by or on behalf of the company.
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