IBM 3711 – COMPARATIVE MANAGEMENT
Difficulties at Wipro Limited
Group Number: 9
Date of Presentation: Wednesday September 4, 2013.
Table of Contents
L Mohamed Premji founded Wipro Limited in Bangalore, India. After he’s death, his son Azim Premji returned home took over Wipro as its chairman at the age of 21. Wipro became a more profitable, diversified corporation with new products, personal computers (PCs).In 1990, As the company grew, Wipro company continue launching like Wipro Technologies, hardware and systems, consumer care and lighting and hydraulic fluid. Then Paul became the president of Wipro Technologies and having Wipro Technologies’ headquarters in California. He was a native of India, yet was educated and had worked in the United States for many years. Paul faced a number of challenges in achieving this goal. His most immediate challenge was attracting, developing, and retaining key talent. Paul needed someone at the helm who had established relationships and held credibility with the employees at Wipro Technologies' Indian operation centers. He wanted someone who knew the Indian corporate culture and who had the cross-cultural sophistication that comes from extended expatriate experience to be the director of Wipro Technologies Europe. Sudip Nandy was the perfect fit for such an assignment. This story illustrates the cultural challenges of transforming an Indian company to enhance its global effectiveness. The case discusses some of the methods Wipro used to leverage diversity in the workforce to create competitive advantage for the firm.
In 1946, Hasham Premji founded Wipro Limited in Bangalore, India. It sold cooking oil including bath soap and hydraulic fluid. Premji kept low costs in the market and selling products directly to retailers instead of using go-betweens. After Premji died, his son, Azim Premji, continued to move his father’s business comfortably from an old economy company selling oil to a new economy, high-technology business. In 1980, Wipro started offering information technology services in India. By 1990, Wipro hand abandoned software sales and transitioned away from costly onsite software projects in the US to more profitable offshore development in India. In 1995, the firm continued joined with Taiwan-based Acer to sell computers and other peripheral in India. By 1999, the company had reorganized into four groups, each separately run: 1. Software (Wipro Technologies)
2. Hardware and systems
3. Consumer care and lighting
4. Hydraulic fluid.
They also formed Wipro Net to offer e-commerce implementation services. The firm’s prized product is the UNIX-NT interoperability which gave users the bonus of working on both UNIX and Windows without having to reboot the system. Then Wipro had been used internationally and hence it could work on any language version of Windows. Wipro Ltd (NYSE:WIT) is a global information technology, consulting and outsourcing company with 145,000 employees serving over 900 clients in 57 countries. The company posted revenues of $6.9 billion for the financial year ended Mar 31, 2013. Wipro helps customers to do business better leveraging our industry-wide experience, deep technology expertise, comprehensive portfolio of services and a vertically aligned business model. Our 55+ dedicated emerging technologies ‘Centers of Excellence’ enable us to harness the latest technology for delivering business capability to our clients. Wipro is globally recognized for its innovative approach towards delivering business value and its commitment to sustainability. Wipro champions optimized utilization of natural resources, capital and talent. Today we are a trusted partner of choice for global businesses looking to ‘differentiate at the front’ and ‘standardize at the core’ through technology interventions. In today’s world, organizations will have to rapidly reengineer themselves and be more responsive...
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