Was just reading this Event Flash by IDC, titled "Why HCL Technologies Is Disruptive and Bears Watching" , Some excerpts from the same:

IDC has commented before on how HCL is taking a unique approach toward the offshore sourcing of IT services. Unlike other major Indian vendors such as TCS, Infosys, Wipro, and Cognizant, HCL has positioned itself to be strongly focused on infrastructure management, the traditional domain of IBM, EDS, and CSC. HCL
is also applying this approach toward its application outsourcing business and within the last year has signed two innovative outsourcing deals.

HCL is unique in its capabilities, its go-to-market strategy, its corporate culture, and its vision for the future:

IDC believes that HCL is further along than all of the offshore competition "true" outsourcing where the vendor takes ownership responsibility for an IT function and that it is signing significant business in both infrastructure management and application outsourcing, including responsibility for hosting and application operations. More than any other offshore vendor, HCL is taking operational responsibility for its clients' IT environments, a development that, for the most part, has slipped under the radar screen of market influencers, customers, and competitors.

HCL's capabilities in, investment in, and dedication to infrastructure services is surpassing that of its offshore peers. HCL has signed partnerships with top-tier datacenter providers in the United States and Europe, including SunGard and AT&T, and is architecting, provisioning, and managing mission-critical infrastructure and application environments on behalf of its customers. Most importantly, it has introduced automated management, maintenance, and operations tools that reduce much of the labor-intensive activity that has hindered offshore productivity growth.

HCL is also further down the path of creating significant business in bundled outsourcing services. Using its datacenter partners, HCL is aggressively pursuing
contracts that combine infrastructure and application management in a single framework. This is part of HCL's strategy to avoid getting bogged down in lower-value application development and maintenance contracts without an operational component.when Vineet Nayar became president of the company, he made good on this strategy by publicly announcing that he was "firing" $80 million worth of client business because it did not fit with the company's high-value services vision. In many ways, this makes HCL's business mix look more like an IBM or EDS and less like an Infosys or TCS.

HCL President Vineet Nayar has expressed the most cohesive and well-articulated vision that we have seen so far from an IT services vendor about how his company will adapt to the on-demand future. Nayar sees HCL playing a crucial role as enterprises move toward utility computing and software as a service (SaaS), and he is making the investments today to make this a reality.The initial manifestation of this vision is HCL's Business Ready Infrastructure (BRI), a semiutiltized model for the dynamic provisioning, management, and billing of computing resources.

HCL has established a well thought-out and comprehensive set of programs to empower employees. This is more than HR feel-good fluff; rather, it is translating into a unique company culture where manager 360-degree reviews are published on the company intranet, where the rationale for major executive decisions are debated openly, and where salaries for 85% of the company are fixed without performance bonuses to help keep employees focused

we(IDC) believe HCL may very well be one of the contenders to lead the IT services world of the very near future.

Source: 1, 2

Prashanth Rai