Infosys Sub-Brand Strategy Turns Clarity Into Growth.
Sub-Brands Solve the Enterprise Confusion Problem
Infosys launched Cobalt in 2020 and Topaz in 2023 to confront a structural barrier in enterprise technology sales: buyers were overloaded with undifferentiated “digital transformation” claims that stalled procurement and slowed adoption. Cobalt consolidated cloud capability into a system of 14,000+ assets and 200 blueprints, while Topaz organized AI into 12,000 use cases and 150+ pre-trained models. (Infosys, Infosys)
This approach differs from rivals. IBM with watsonx, Accenture with SynOps, and TCS with Neural grouped services under umbrella labels that require explanation. Infosys instead created discrete, named brands that reduce ambiguity, frame offerings as repeatable products, and accelerate enterprise uptake.
Architecture That Drives Pipeline Velocity and Attach Rates
Sub-brands were designed as sales accelerators, not marketing garnish. A “Cobalt migration” communicates scope and method in one line, giving procurement teams immediate clarity. Topaz functions as the attach mechanism, extending the value of every Cobalt deal by inserting AI into the same contract cycle. This architecture changes growth mechanics.
Infosys reports 400+ cloud transformation engagements anchored by Cobalt, with Topaz added in many as the
AI layer. (Infosys) The strategy is visible: shorten sales cycles by reducing uncertainty, expand share of wallet through designed bundling, and build consistency that supports higher attach rates across the portfolio.
2025 Case: Topaz for SAP S/4HANA Cloud
In April 2025 Infosys launched Topaz for SAP S/4HANA Cloud, a suite of more than 40 AI accelerators aimed at accelerating enterprise adoption of SAP’s next-generation platform. Outcomes were reported at 50% faster code remediation, 15% lower profiling effort, and 20% reduced governance costs.
A pharmaceutical client achieved 70% automated code correction using the system. (Infosys) The relevance is strategic. Attaching this suite to Topaz framed it as a defined product with measurable impact, not an abstract AI consulting promise.
Sales teams could position it directly within Cobalt-led cloud programs, and clients moved faster because the brand signaled scope, ownership, and metrics in advance.
Strategic Lessons for Brand Leaders
The Infosys model shows that sub-brands are structural growth levers. Enterprises do not scale spending on ambiguous capability clusters because lack of clarity delays procurement and erodes confidence in repeatability. By naming systems and attaching them to measurable outcomes, Infosys turned complexity into products that buyers could understand and adopt quickly.
The Topaz for SAP S/4HANA Cloud launch proves why metrics must anchor every sub-brand; without efficiency benchmarks, names ring hollow. Architecture also matters in commercial design. Cobalt provides the foundation, Topaz is engineered to attach, and the combination expands contract value by intent rather than chance.
The competitive context is clear: where rivals cluster capabilities under umbrella terms, Infosys built a portfolio designed for velocity, attach, and repeatability. Clarity, when disciplined, becomes a competitive weapon.
Bottom Line
Infosys demonstrates that sub-brand architecture can function as growth infrastructure. By converting abstract services into named systems, it cut ambiguity, compressed buying cycles, and raised attach rates. Cobalt and Topaz prove that in enterprise consulting, clarity is not cosmetic, it is a strategy that translates directly into revenue and market share.
