Infosys co-founders should learn from Elliott Management

As 13% owners, Infosys founders are expressing unhappiness with ‘shifting values’ at the IT major, giving rise to concern that they want to take over the company’s board


Infosys’s founders should stop behaving like teenagers and learn something from Paul Singer’s Elliott Management. Photo: Hemant Mishra/Mint
Infosys’s founders should stop behaving like teenagers and learn something from Paul Singer’s Elliott Management. Photo: Hemant Mishra/Mint

Singapore: Infosys Ltd.’s billionaire co-founders should stop behaving like teenagers trying to buy their first packet of condoms and learn something from Paul Singer’s Elliott Management Corp.

It took the activist hedge fund less than three months and a polite missive to Cognizant Technology Solutions Corp. for the latter to agree to return more cash to shareholders.

This is exactly what N.R. Narayana Murthy, Nandan Nilekani and the three other founders of the Bengaluru-based outsourcing firm, a Cognizant rival, should be doing.

Instead of demanding what they’re entitled to as 13% owners, they’re reportedly expressing unhappiness with “shifting values” at Infosys, giving rise to concern that they want to take over the board and fire CEO Vishal Sikka and/or chairman Ramaswami Seshasayee.

Also Read: What’s going on at Infosys?

Any such manoeuvering, on the heels of a messy palace coup at the Mumbai-based Tata Group, would be a mistake.

For one thing, the Infosys founders have exhausted their quota for theatrics.

Murthy was an iconic CEO, but he has returned from retirement once — and left again. Three of the other four have also tried their hands at running Infosys, though only Nilekani gets any bragging rights. When it comes to navigating the complexities of digital technologies, the cloud, artificial intelligence, and the new US president’s immigration policies, investors have no reason to believe the original crew will have any edge over Sikka, who was the technology czar at SAP SE less than three years ago.

Return since August 2014 under Sikka

Second, if it did come to a showdown, a shareholder vote would require the support of big investors like Deutsche Bank Trust Co., BlackRock Inc., Vanguard Group and Aberdeen Asset Management, as well as insurance companies and sovereign wealth funds such as Life Insurance Corp. of India and Singapore’s GIC Pte. and the Abu Dhabi Investment Authority. Why should they agree to sack a CEO who has given them a 19% return since he came on board in August 2014, compared with minus 5% at Tata Consultancy Services Ltd., the main competitor.

Finally, it’s not even clear from assorted press reports whether the founders’ grouse is really with Sikka’s $11 million pay; expensive severance packages for departing executives; a casual dress code; or with the fact that everybody else at Infosys seems to be having fun except them.

If it’s the latter, they should mimic Elliott’s strategy, and force Infosys to loosen its purse strings. A $4.5 billion cash hoard is just sitting on the balance sheet, depressing investor returns, while the company and its Indian peers keep on adding to the pile pointlessly.

The only people among the old guard who have forcefully demanded a bigger payout are the two senior executives who never made it to the corner office. Former CFO T.V. Mohandas Pai, and V. Balakrishnan, who was passed over as CEO when Murthy returned as chairman in 2013, sought a $1.8 billion buyback in 2014 just as Sikka was taking over.

Pai says the board didn’t even reply to him. A fight about missing shareholder value makes a lot more sense than a battle about shifting values.

Other investors couldn’t care less if youngsters in jeans at the Infosys campus are offending the buttoned-up sensibilities of the founders. But they’d be happy co-campaigners if the five were to bang the table and ask for what everybody really wants here: a little more money. Bloomberg

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