MR NARAYANA MURTHY: You Were Actually Right All These Years

FALL THE THINGS Infosys did right – and, in fact, they were the undisputed trailblazers for the Indian corporate sector in many respects – succession planning was not one of them.

- Prabal Basu Roy

This is somewhat puzzling for organisations which aspire to create institutions built to last a 100 years, as succession planning is by far one of the most critical leadership aspects necessary for the execution of this vision. Had it not been for the brilliance of Nandan Nilekani, as well as his availability, willingness and humility, the permanent destruction of value in Infosys’ third, arguably fourth, tryst with passing on the baton would have been devastating. It is in that context that Nandan’s recent statement that there is no plan B assumes significance – the proverbial thorn in the crown which adorns the head!

Stigma of Nepotism 

However, Mr N.R. Narayana Murthy’s explicit statement that he was wrong in keeping out the family from the management of Infosys seems deeply flawed, or at least more an expression of anguish rather than the clarity of thought he has been known for in the years he led Infosys. In the eastern hemisphere existence of a feudal culture is a given, and our struggles across nations and societies continue to be the challenge of changing the status quo from nepotism to genuine meritocracy. Infosys has been a torchbearer in this regard, and has spawned an entire new generation of professionals with the desire to create organisations without the stigma of nepotism attached to it. The damage nepotism can do to organisations is evident all around, including celebrated examples from public life.