business planning of wipro

• Jun 29, 2023

Wipro Success Story: An Inspirational Journey of Business Growth

Updated: Jul 3, 2023

Business Profile

Some business stories, like the Wipro success story, show that with the right vision and a drive to grow consistently, anything is possible. Wipro is one such company profile offering certain learnings that can tempt the entrepreneurial spirit in any new and upcoming small business.

Wipro (Western India Products) was started as a family grain trading business, which was expanded into oil manufacturing in 1945 by Mohamed Hussain Hasham Premji at the young age of 21. Over the next two decades, the business continued to grow successfully, producing the iconic sunflower vanaspati oil used in Indian cooking. This growth forms a crucial part of the Wipro case study.

His son, Azim Premji, took over the reins of the family business after his father's untimely death in 1966. For the next 50+ years, Azim Premji took the company on an exhilarating journey of growth, moving away from oil manufacturing and towards computer hardware like minicomputers, consumer products, and industrial equipment. Through a focused and versatile business model, Wipro found its calling in the fast-growing Information Technology (IT) industry. Today, Wipro is India's third most-valued IT company in terms of market capitalization.

Defining Traits

Wipro is founded by a family with a deep-rooted entrepreneurial spirit. Staying close to their values and mission to serve and grow, it didn't matter if the family traded grains, manufactured oil, or produced minicomputers; they proved that for a business to succeed in any industry, the basic foundation needs to be strong yet pivotable, something we see in the Wipro Business Model.

Wipro's success story is largely down to creating a long-standing culture of excellence within their employees, who clearly support and aspire towards a common goal along with the founders. As a leader, Azim Premji, who led the company for 53 years, has publicly modeled his company's focus on honesty and never compromising on family values.

There are two main aspects that create success in a business: one is its employees, and the other is the customers they serve. Wipro has stayed keenly attuned to the basic principle of business management of meeting the evolving needs of its clients within every industry that they have served. One could go so far as to say, for Wipro, this has been an obsession, making sure to grow aggressively in the direction of the market's voice.

In the Wipro case study, we see how they expanded globally when the IT industry was growing at a fast pace internationally. They saw an opportunity for India, and they seized it, even getting listed on the New York Stock Exchange (NYSE) in 2000.

Key Takeaways

The inspirational stories that define the Wipro success story have remained consistent through the 75 years of business. The first would be their honest approach to business, irrespective of the industry they were operating in. Followed by the creation of an extended family-like company culture by placing the focus on their employees and customers, who form the support structure of any successful operation. And the final takeaway would be their adherence to philanthropic principles of giving back to society.

Learn more about Wipro case study:

Wipro: Success story of Azim Premji

Wipro: Celebrating 75 Years

Azim Premji’s Net Worth

Wipro Beats HCL To Become India’s 3rd Most Valuable IT Company; Only These 2 IT Firms Are Now Above Wipro

This man’s generosity crashed the wealth of Indian billionaires by $16 billion

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Comentários

Wipro Reorganizes Business Lines To Focus On Growth Areas

‘In many ways, we have outgrown the two-business-line model we announced in 2020. Simultaneously, there’s been a shift in the market in a more difficult macroeconomic situation. Our clients are increasingly turning to us to help them leverage technology to manage near-term risks, drive long-term efficiencies, and [see] measurable outcomes. So our business needed to evolve in line with our clients’ needs,’ says Wipro CEO Thierry Delaporte in a video presentation.

Global system integrator and IT consulting company Wipro Monday unveiled a plan to reorganize into four strategic global business lines as a way to help align the firm with changing customer requirements and high-growth emerging opportunities.

Starting April 1, Wipro will work with clients with global business lines centered on cloud, enterprise technology and business transformation, engineering, and consulting.

Bengaluru, India-based Wipro was unable to respond to a CRN request for more information about the transformation.

[Related: Wipro Launches Blockchain-Based Credential Issue, Verify Platform ]

However, Wipro CEO Thierry Delaporte, in a video released Monday discussing the reorganization, said that Wipro in November 2020 had its largest transformation, with a new business model and subsequent investment that led to a 45-percent growth in revenue over the last ten quarters. Delaporte also said Wipro’s cloud business now accounts for over one-third of the company’s total revenue, and its consulting business is now double what it was two years ago.

“In many ways, we have outgrown the two-business-line model we announced in 2020,” he said. “Simultaneously, there’s been a shift in the market in a more difficult macroeconomic situation. Our clients are increasingly turning to us to help them leverage technology to manage near-term risks, drive long-term efficiencies, and [see] measurable outcomes. So our business needed to evolve in line with our clients’ needs.”

The four new global business lines are organized around Wipro’s client strategies around cloud, enterprise technology and business transformation, engineering, and consulting, Delaporte said.

“This evolution of our business lines will allow us to sharpen our focus on clients, simplify how we orchestrate internally and across our ecosystem, accelerate our speed to market, streamline decision making [to allow] us to channel investments more effectively and more efficiently, and offer bigger and more exciting roles and talent opportunities for our people,” he said.

This is the right path for the future of Wipro, Delaporte said.

“This new model is designed to take our growth to the next phase, and advance our position as a trusted strategy partner to our clients,” he said.

Under the reorganization, Wipro will segment its business into four strategic growth areas.

The first global business line is Wipro FullStride Cloud, which will bring together the company’s entire suite of cloud capabilities under a fully integrated, full-stack offering, including a focus on cloud-native applications, cloud architecture, application modernization, and cloud strategy and migration, under the leadership of Jo Debecker, who currently leads Wipro’s Cloud Infrastructure Services.

The second global business line, Wipro Enterprise Futuring, will be aimed at customers requiring forward-looking solutions for large-scale enterprise transformation, including intelligent insights and data, application platforms, digital operations, and cybersecurity, under the leadership of Nagendra Bandaru, who currently heads Wipro’s iCORE business.

The third, Wipro Engineering Edge, was originally launched last year to focus on global engineering services leader, but now will become a stand-alone business line headed by Harmeet Chauhan, who currently heads Wipro Engineering.

The fourth new global line of business is Wipro Consulting, which will align its 2021 Capco financial services consulting acquisition , its 2015 Designit digital transformation acquisition, and Wipro’s Domain and Consulting business under a single organization headed by the current leaders of those organizations.

The Economic Times daily newspaper is available online now.

Wipro announces four new business lines to align with clients' needs.

Under the new model, Wipro has created four GBLs organized around cloud, enterprise technology and business transformation, engineering, and consulting, according to the exchange filing. The changes will go into effect April 1, 2023.

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• Wipro CEO Thierry Delaporte outlines five-point strategy for growth — looking at more acquisitions and larger deals

Wipro CEO Thierry Delaporte outlines five-point strategy for growth — looking at more acquisitions and larger deals

• Wipro’s new CEO, Thierry Delaporte, outlined a five-point plan for the company’s growth going forward.
• Today’s earnings marked his first full quarter at the helm of the Indian IT services behemoth.
• Delaporte hasn’t ruled out bigger acquisitions or larger deals in the coming quarters.

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Wipro: Building a workplace that works for all

Driven by its people-oriented policies and supported by tech solutions, wipro has created a workplace that works for all.

• Print Edition: Apr 30, 2023

Pandemic or not, what matters most to employees is the culture and values of an organisation and their access to opportunities within the company. And that’s what is driving Indian IT bellwether Wipro, with its global workforce of over 250,000 people. “To define Wipro as I have experienced it—it is a very value-driven, high-integrity, apolitical and informal type of place—where the sky is the limit,” says Saurabh Govil, CHRO of Wipro, who joined the company in 2009. “It’s a place where there’s camaraderie, where you can express yourself, and it is a safe space to raise issues. It’s an organised environment where many people want to work,” he adds.

With the belief that an organisation’s culture can impact its business performance, Wipro practises the values enshrined in its ‘Spirit of Wipro’ and ‘Five Habits’ maxims that include being respectful, responsive, communicatve, and that demonstrate ownership and build trust. And be it inclusion or employee experience, both are prioritised at the workplace.

“Inclusion is a way of life at Wipro,” says Govil. A visible sign of that is the company’s gender diversity at 36.4 per cent currently, which Wipro aims to improve to 40 per cent in the next two years. And to ensure that women can build successful, thriving careers here, its Women of Wipro (WOW) programme supports them at every stage of their lives and careers. Its inclusion initiatives also encompass disability and LGBTQ+ inclusion, race and ethnicity support, along with supplier and generational diversity. “Wiproites can choose to voluntarily declare their gender, sexual orientation and preferred pronouns. They can also declare their same-sex partner under family details. And under our medical insurance policy, employees have the choice to cover their registered partners. In many countries, Wipro’s insurance policy covers gender affirming or transition surgeries and related medical procedures,” explains Govil. Also, the company puts in a lot of effort to break stereotypes, spread awareness about inclusive language and terminologies, and enable Wiproites to become active allies of the LGBTQ+ community.

Apart from ensuring that the company provides an enabling environment for its women, LGBTQ+ and specially abled employees, Wipro tries to design processes and policies where each employee’s experience is at the core. And being an IT company, it has adopted tech-based talent management solutions. For instance, Wiproites can use MyWipro, the company’s in-house app, to access its Performance Nxt programme—that helps them document goals and feedback, and WiLearn—that provides curated content to build the skills required to achieve aspirational goals, develop awareness of unconscious biases, etc. “The AI bot implemented in this [Performance Nxt] enables managers and team members to write quality reviews. It is complemented by the Performance Improvement Plan module that helps employees overcome performance deficits through a rigorous and time-bound action plan,” says Govil. Performance Nxt is supplemented by WiLearn, a learning and development programme. “The focus is on having a balance of byte-sized learning nuggets,” he adds.

Other than focussing on building and sustaining the employee experience, Wipro creates opportunities for its people through training programmes, along with connecting them with mentors and providing other development and growth avenues. And recognising the importance of rewarding those who consistently excel in their roles, the company has a biannual performance review cycle that emphasises ambitious goal-setting.

Wipro provides feedback to its employees in the middle of the year, and performance appraisals are conducted at the end of the year. “Employees can augment these with an array of skills and certifications available on our learning platform. To ensure that talented and capable employees have adequate growth opportunities, we have doubled the frequency of promotions at junior- and mid-levels,” says Govil.

Further, flagship leadership programmes—directed at high-performing and high-potential leaders to enable company-wide transformations—are curated to build and drive personal growth and empower leaders to become custodians of the company’s values and culture. “We also invest in building broader perspectives for all our senior leadership through executive leadership programmes at global institutions such as Chicago Booth, Columbia, Harvard, IMD, INSEAD, MIT, etc.,” says Govil. Based on these aspects, Wipro has emerged as one of the top companies in the BT-Taggd Best Companies to Work For in India ranking this year.

Addressing the elephant in the room in terms of returning to the office, Wipro acknowledges that the future of work is increasingly hybrid and, consequently, it has adopted a flexible approach by keeping the needs of its clients and employees at the centre of its policies. Since late last year, Wipro has kept its offices open on Mondays, Tuesdays, Thursdays and Fridays, and employees have been voluntarily returning to work. “Our carefully calibrated back-to-office policy is meant to allow employees the flexibility of remote work, while ensuring that our teams can access experiences and opportunities and build meaningful relationships at work,” he says. Touching upon the recent layoffs by tech companies, Govil said that with the fair bit of churn in the industry, layoffs are unnecessary as organisations can manage their efficiencies around it. And being a performance driven organisation, Wipro is doing just that.

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Human resource planning at wipro.

• 1975 - Wipro Fluid Power to manufacture hydraulic and pneumatic cylinders. At that time, it was valued at $2 million.
• 1977 - Entry into information technology sector.
• 1979 - developing its own computers
• 1981 - selling the finished product.
• 1980 - moved in software development
• 2000 - Wipro Ltd ADRs were listed on the New   York Stock Exchange.
• Cope with changes – environment, economic, organizational.
• Use existing manpower productively.
• Promote employees in a systematic way.
• human resources,
• knowledge management
• organization development.

• Manpower Planning
• Recruitment & Selection
• Training & Development
• Performance Appraisal
• Promotion, Transfer, & Demotion
• Administration Section
• Grievance Handling
• Kaizen suggestion
• Welfare Activities

Amazing Blog! Do you want an HR Planning Calendar for 2022? If yes, don’t worry. We have the latest calendar for all the holidays, events, etc. So, go and check it out now.

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Popular posts from this blog, retailer: characteristics, functions and services, role of change agent in organizational development & change.

< -->Improved business planning implemented for a large European electronics manufacturer

Improved business planning implemented for a large

European electronics manufacturer.

November | 2019

Client background

• Industry: Electronics and Healthcare
• Products or services: Electronics, Lighting, Healthcare equipment and Audio systems
• Geography or Areas of operations: 60+ countries
• Any other relevant detail such as total annual revenue: € 18.1 Billion

The client wanted to reduce their operational expenses. There was a requirement to consolidate replenishment solutions for higher template adoption and process simplification for business teams. There was also a need to move away from SAP APO landscape into JDA cloud-based services and create additional bandwidth for Superusers. Understanding features, functions and user interface remained a great challenge to business users.

The Solution consisted of the following:

• End-to-end quality assurance of the JDA solution including test case design, execution and key user UAT support
• L1 and L2 JDA Technical Support for all regions. Coordination with L3 and JDA Cloud support for critical issues. Run book ownership for JDA.
• Regular, periodic review of deliverables with customer SMEs to ensure early incorporation of feedback
• Identifying gaps in existing solution and implementing changes to improve the processes

Business impact

•  Centralized planning through JDA Demand and Supply planning
•  Ability to analyze & change planning faster thereby improving order fulfillment
•  Day-in-life schema to enable holistic view of supply chain for better planning and prioritization
•  Cost savings through synergies in supply chain planning and optimization

"Our team identified existing gaps in order to optimize processes and implement a centralized planning solution on JDA demand and supply planning platform to enable more efficient forecasting and planning. Key solution levers used were: end-to-end solution Quality Assurance, technical support for all regions and thorough solution implementation at all stages. "

- Prashanth Mahadevaiah , Global Practice Head, JDA/ BlueYonder, Wipro

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