Based on my interactions with Infosis, I beg to differ.
As best as I can tell, their business model is basically to convince clients that Infosys should take on IT projects at a fraction of the cost compared to the competition. Whoever gets them through the door gets hailed as a cost saving hero and is soon promoted. Meanwhile the projects that were given to them inevitably fail, and some new executive is sent in to pick up the pieces. At that stage the cycle may repeat with Infosys once again picking up the task of cleaning up its own mess.
They don't solve business problems, they just sell snake oil to organizations that have not yet learned to avoid them.
I also heard later that they managed to package it up and sell it as a product to other companies in the domain. I'd say it worked out well for all parties involved, even though my work hours got nasty at times.
In my opinion, it provides challenging opportunities around how to manage large distributed teams. It is not a place to seek technical growth or high powered teams.
As an outsider, I feel, Vishal Sikka, was attempting to change the culture from within but was clearly facing considerable resistance from promoters/founders. I admire the value system upon with the Infosys was originally founded on; they originally went out of their way for employees, however, over time the focus has shifted and I feel they have failed to keep pace with evolving landscape and business models both.