Stan Slap famously remarked, "You don't have to fear your own company being perceived as human. You want it. People don't trust companies; they trust people."

Introduction & Guiding Principles

The Human Capital is indeed one of the greatest assets of Intellect. With an endearing mix of expertise combined with strong entrepreneurial culture, the talent capital of Intellect is vibrant and unique.

In this section, we would like to give you a touch and feel of our work culture and on what draws talent from competition and customers to the Intellect family. But before that, let us dwell a minute on the ethos and belief system, behind our powerful Human Capital.

For over two decades, Intellect Human Capital programs have been governed by three principles.

The Power of Dreams: If you dream it, you can do it!
The Power of Teams: Ordinary people can come together to do extraordinary things.
The Power of Simplicity: There must be a simpler way to do things.

In the words of the company's Founder & Chairman Arun Jain, "There are three things we look for in our associates. Are they hungry? Are they humble? Are they smart?" It is a combination of these three attributes that has created one of the most globally respected financial technology institutions, right out of India and one that is a stellar example of a 'Learning Organisation'.

It took over two decades for these attributes to create the synergy that is now called Intellect. The company's journey can be captured in four phases.

Polaris 1.0 (1993–2001): Primarily a Services organisation singularly focused on the banking vertical

Polaris 2.0 (2002–2008): The beginning of journey to create an Intellectual-Property led company

Polaris 3.0 (2009–2012): The company began offering products, services and solutions across the complete spectrum of banking and insurance

Polaris 4.0 (2013 onwards): The company demerged its Product business, creating Intellect Design Arena while the Services began to extend its precision engineering capabilities to include the broader canvas of Commerce.

Sure, the company has deployed impactful Human Capital programs at each stage in its growth journey. However, an employee-centric work culture has been meticulously nurtured through the entire journey, reflecting the power of a robust, yet agile organisational culture.

The company's signature Design Thinking DNA is reflected in the way the Human Capital is organised. But before that, let’s take a look at the company's belief system in placing the employee at the centre of its cultural fabric.

The company has deep-rooted belief in the Power of Dreams and in the human potential. Thus, the focus of its Human Capital programs has been towards creating an inspired workplace and an environment that unleashes the full potential of individuals, teams and leadership.

Work Culture - Guidelines

 

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