s******e
发帖数: 222 | 1 我的亲戚小孩在这个公司的上海部找到个计算机工作，让我打听一下这个公司。本人不
是这个领域的，不懂。也不知道该到那个网页去问，唉。
多谢。 | P*********t
发帖数: 4451 | 2 Anderson consulting.
top prestige.
【在 s******e 的大作中提到】
: 我的亲戚小孩在这个公司的上海部找到个计算机工作，让我打听一下这个公司。本人不
: 是这个领域的，不懂。也不知道该到那个网页去问，唉。
: 多谢。
| g**********g
发帖数: 18118 | | o**********e
发帖数: 18403 | 4 Arthur Andersen was bankrupted by enron accounting scandal.
from Andersen's ashes, a rebranded accenture... Read on
this article from 2012
http://blogs.timesofindia.indiatimes.com/tech-a-tete/entry/if-c
Cognizant has done a fabulous job, growing faster than most IT companies
around the world for many years. In the process, its revenues have crossed
those of several Indian IT companies, notably Wipro Technologies and most
recently Infosys Technologies.
As it breached those landmarks, people rushed to anoint Cognizant first as
India’s No. 3 IT company and then as No. 2.
But that’s plainly silly. We Indians are prone to appropriate anything that
is good around the world as being Indian, but Cognizant is not Indian,
certainly not in the traditional sense in which we characterize a company’s
nationality. And hence it’s also not India’s No. 2 IT company; nor is it
the No. 2 IT company in India.
Cognizant is headquartered in New Jersey, US, and has been headquartered in
that country since 1997. It was incubated by Dun &Bradstreet, the global
provider of commercial information. Dun & Bradstreet was founded in New York
in 1841, and four US presidents, including Abraham Lincoln, worked in the
company prior to becoming president. So it’s as American as American can be.
In 1994, Dun & Bradstreet decided to establish an IT arm and it chose
Chennai to establish it, in much the same manner that many global companies
before and after it had chosen India for their IT operations. It entered
India as a joint venture with Satyam Computer and the venture was called Dun
& Bradstreet Satyam Systems, where Dun & Bradstreet held 76%and Satyam 24%.
Within two years, Dun & Bradstreet bought Satyam’s stake and moved the IT
arm’s headquarters to the US.
It does have other major India connections too. Amongst the folks most
involved in establishing the IT arm in 1994, several were Indian, including
Lakshmi Narayanan, Cognizant’s last CEO and its current vice chairman, and
Francisco D’Souza, the current CEO. Three out of its four CEOs have been
Indian, including the first, Srini Raju. About 80% of its employees are
based in India.
But these are not the elements traditionally used to characterize a company
’s nationality. If we use people as the major criterion, we could just as
well today appropriate IBM, Accenture, Capgemini and many other global IT
companies too.
IBM is very secretive about the geographic distribution of its employees,
presumably because it does not want unemployed Americans to get upset that
it is taking jobs out of that country. But that’s exactly what it has done.
Today, by most estimates, it has close to a third of its 4.3 lakh employees
in India, and it likely has more employees here than in the US.
Accenture is also cagey about its numbers, but India currently is said to
have 80,000 of its 251,000 employees, and double the US employee strength of
40,000. Capgemini too has about a third of its 1.2 lakh employees in India,
significantly higher than its strength in France, where it is headquartered.
Traditionally, company nationality has been based on which country the
company is registered and headquartered in, because that then defines its
corporate governance procedures, its accounting rules, standards of
protection for investors, and in many ways its general culture as well.
Since Cognizant is registered and headquartered in the US, its corporate
governance practices are governed by what the US lays down. The company
generates its profits there, and reports all its financials only in dollars.
But this traditional definition is becoming problematic. What nationality
would one ascribe to Accenture? It began as the business and technology
consulting division of US accounting firm Arthur Andersen. But when the
division split from Arthur Andersen and became Accenture in 2001, it was
registered in the tax haven of Bermuda, which many suspect was done to
reduce taxes paid in the US. In 2009, it shifted its place of incorporation
to Ireland, saying Ireland had a sophisticated, well-developed corporate,
legal and regulatory environment. The company is listed in the US, much of
its operational administration happens in the US, has a Frenchman as CEO and
has its biggest employee base in India.
Infosys and Wipro are Indian, but being listed in the US, their corporate
governance practices are strongly influenced by the requirements of US
regulators. And they report their financials in both rupees and dollars.
Some define nationality based on the location of the company’s central
administration. But this too is showing nascent signs of heading towards
redundancy, with communication technologies slowly making distance less
important. Cisco board member Wim Elfrink was based in India for four years.
Honeywell has a board member based in India. Cognizant’s central
administration is largely in the US, but Lakshmi Narayanan was based in
India when he was CEO; the company’s CIO was earlier based in Boston but
now is in India.
So clearly, defining corporate nationality is not easy. Not that it has
become completely irrelevant. Far from it. Huawei is in many ways a global
company, but is looked upon with suspicion by many governments because of
its Chinese parentage. There was a huge uproar in the US when Dubai Port
Trust took over P&O of Britain and consequently also the six port terminals
owned by P&O in the US. Dubai Ports eventually had to agree to sell the six
terminals to an American company.
But if you look at the issue from the companies’ point of view, more and
more want to be viewed as global companies. Cognizant is in fact one of the
best examples of this. Here’s what the company says about itself on its
website:
“Our business culture reflects the fact that we were `born global’ as a
unit of US-based Dun & Bradstreet with operations based in India. As a
result, we’ve always been multicultural, which has eased our expansion in
more and more markets around the world. Many of our senior managers have
extensive international business experience and educational backgrounds. In
fact, our CEO (Francisco D’Souza) was born in Kenya, educated in Asia and
the US, and has lived throughout the world.”
If Cognizant sees itself as a global company, and believes its success has
been largely on account of its being global, there’s no reason why we
Indians should jump to appropriate it. | s******e
发帖数: 222 | |
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