Describes Infosys Technologies' approach to growing the company by expanding its service offerings; moving up the value chain to offer higher-end consulting services; improving its brand equity and recognition as a global company; increasing revenue through repeat business from the company's client base; and entering client relationships earlier in the lifecycle by defining problems and identifying solutions before implementation. Considers whether Infosys Technologies--through the creation of a wholly owned U.S.-based subsidiary, Infosys Consulting--has created disruptive change in the IT consulting industry by leveraging its competency in global delivery to create a new model that shortens the lifecycle from business consulting to implementation, reduces the costs of a typical client engagement, and delivers measurable benefits to clients. The case is set in early 2006. An overview of the Information Technology (IT) services landscape is provided for this period. The case profiles leading onshore (U.S.) and offshore (Indian) competitors and describes their different approaches to global delivery in the IT consulting industry.

In 2001, Libby Sartain, chief people officer, arrived at Yahoo! to find a demoralized Internet company without a well-defined culture, a coordinated method to communicate with employees, or developed processes, policies, and procedures. In Sartain's first year at Yahoo!, the company was sent reeling by the collapse of the dot-com bubble. For the first time in its history as a public company, Yahoo! was forced to lay off a substantial part of its workforce. Predictably, morale at Yahoo! was shaken. There was also uncertainty at the senior executive level. Many of the company's top officers departed during the turmoil, leaving the newly installed chairman and CEO, Terry Semel, with an incomplete executive team. Moreover, Semel had yet to articulate his vision and strategy for the company, and the economic landscape was deteriorating. Almost three years had passed since Sartain's arrival, and the company overcome some crucial challenges. For the moment at least, it seemed the worst was over. Sartain had been working hard at launching an internal branding campaign at Yahoo! to transform the company's start-up culture into a more traditional one.