Wipro Final Pres
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Transcript of Wipro Final Pres
INTRODUCTION Founder: Mohamed Hasham Premji(1945) Founded as: Western India Products
Limited Founded at: Amalner, Maharashtra Headquarters: Bengaluru, India Registered & Corporate Office:
Doddakannelli, Sarjapur Road, Bengaluru- 560 035, India.
Wipro is a USD 7 billion Indian Enterprise with market captilization of USD 26 billion.
EXECUTIVE SUMMARY Wipro Limited is an Indian global IT services and
consulting company. As of 2012, Wipro is the second largest IT services
company by turnover in India, employing about 120,000 professionals and serve over 900 corporations worldwide.
The company operates in three segments: IT Services, IT Products, Consumer Care and Lighting. It is 9th most valuable brand in India.
History Wipro was initially set up as a vegetable oil manufacturer in
Amalner, Maharashtra, producing sunflower Vanaspati oil and soaps.
In 1966, Azim Premji, aged 21 at the time, took over as chairman and transformed Wipro into one of the largest IT outsourcing services provider of the world. During the 1970s and 1980s, the company shifted its focus and began to look into business opportunities in the IT and computing industry, which was at nascent stages in India at that time. Wipro marketed the first indigenous homemade PC from India in 1985.
VISION & MISSION Vision: To be among the top 10 Global IT
and Business Process Outsourcing(BPO) service companies.
Mission:Be trusted partner to our clients by
providing transformation and System Integration(SI) services.
Achieve thought leadership in emerging technology areas.
Be perceived as a leader by relevant stakeholders among global IT service & BPO providers.
SPIRIT OF WIPRO
Intensity to win Make customers successful Team, innovate, excel
Act with sensitivity Respect for the individual Thoughtful and responsible
Unyielding Integrity Delivering on commitments Honesty and fairness in action
WORLDWIDE REACH
MARKET SHARE
MAJOR DIVISIONS IT Services IT Products Consumer Care and Lighting Infrastructure Engineering Wipro EcoEnergy
MAJOR IT DIVISIONS Product Engineering
Solutions Technology Infrastructure
Service Business Process
Outsourcing Consulting Services Testing Services ADM (Application,
Development &
Maintenance)
GOALS Positioning
To position wipro as a Value Added System Integrator
To offer innovative and best in class IT products
Product Differentiation Product engineering on value
differentiation Focus on building Brand “Ego”
Geo Expansion Enhanced focus for addressing new
markets- Middle East and Africa
Customer Engagement Vertical focus: Strengthen presence in key
verticals such as government, telecom and banking
Mid-market Drive: establish leadership position in ten cities through increased coverage and marketing.
Deliver customized solutions Alliances
Realign existing and form new alliances, leverage alliance partnership for joint Go-To-Market with Wipro
Operational excellence Sustain green leadership Continue to drive delivery and operational
excellence Global practices for better customer
satisfaction and cost optimization.
LEADERSHIP TEAM
Chairman Azim H. Premji, senior executives of Wipro and external members who are global leaders and
visionaries, form the Wipro Board of Directors which provides direction and guidance to the organization.
BOARD OF DIRECTORS
CHAIRMAN
• Azim H. Premji
Executive Directors
• T. K. Kurien CEO, IT Business
• Suresh C Senapaty - Chief Finance Officer
Independent directors
• Ashok S. Ganguly
• B. C. Prabhakar
• Dr. Henning Kagermann
• Jagdish N. Sheth
• Narayanan Vaghul
• Priya Mohan Sinha
• William Arthur Owens
• Shyam Saran• M. K. Sharma
Azim H. PremjiChairman
Martha BejarChairperson &
CEO Infocrossing
Suresh C Senapaty Executive
Director & CFO
Anurag Behar Chief Sustainability
Officer
Pratik Kumar Executive Vice
President HR
Vineet Agrawal President,
Wipro Consumer
Care & Lighting
T. K. Kurien CEO, IT & Executive Director
Wipro Corporate Executive CouncilIt comprises a core group of corporate ideologues who have played a key role in shaping the company's corporate initiatives over the years.
ORGANISATION STRUCTURE
WIPRO BEFORE RESTRUCTURING Joint-CEO model Three axes structure More complex due to 9 business units
(Verticals) and 8 service lines (Horizontals).
Business Units Energy and Utilities Finance Solutions Global Media &
Telecom Healthcare &
Services Manufacturing RCTG (Retail,
consumer goods, transportation & Government)
Wipro Infotech Technology
Service Lines Business Technology
Services –ES Business Technology
Services (FS & TMT) Enterprise
Applications Product Engineering
Solutions Testing services Wipro BPO Technology
Infrastructure Services
Wipro Consulting Services
SBU/Verticals Service Lines
IT BUSINESS ORGANIZATION STRUCTURE: JOINT-CEO MODEL
ChairmanAzim H Premji
Joint CEO Suresh Vaswani
Joint CEOGirish Paranjpe
SBU/Verticals
Manufacturing NS Bala
Energy & UtilitiesA Padmanabhan
Retail, Consumer Goods,
Transportation & GovtB M
Bhanumurthy
Wipro Infotech Anand Sankaran
Finance SolutionsSoumitro Ghosh
BTS(FS)
K R Sanjiv
Service Lines
EASSangita
Singh
TISDeepak
Jain
Testing ServicesGangadharaiah C P
BPOAshutosh
Vaidya
BTS(ES)Srinivas
Pallia
Global Consulting
Kirk Strawser
TechnologyG K Prasanna
Product Engineering
ServicesAyan Mukerji
Global Media & Telecom
Mark Fleming
Healthcare & ServicesRajiv Shah
PROBLEMS WITH THE JOINT-CEO MODEL & THREE AXIS STRUCTURE Complexity- Three axes structure
Three separate departments —banking, sales and software testing
Several departments targeting the same customers for different kinds of business
Slower decision making Long approval time Slow growth rate compared to rivals
WIPRO’S SLOW GROWTH
‘ONE WIPRO’ FORMULA One of the reasons for wipro’s slow
growth is it’s 3 axes model Every department had been selling to
customers who, did not see them as One Wipro.
WIPRO ‘MINI-CEO’ MODEL TK Kurien replaced joint-CEOs Suresh
Vaswani and Girish Paranjpe. One axis structure Simpler organisation structure Seven senior vice-presidents(“mini-
CEOs”) heading the verticals 6 Business Units (Verticals) & 6 Service
Lines (Horizontals) Country-specific marketing Marketing in emerging markets
ChairmanAzim Premji
TK KurienCEO
SBU/VerticalsAnand Padmanabhan Energy, Natural Resources & Utilities
Ayan Mukerji Global Head, Media & Telecom
N. S. Bala Manufacturing & Hi-Tech
Sangita Singh Healthcare & Life Sciences
Soumitro Ghosh Finance Solutions
Srini PalliaRetail, CPG, Transportation & Govt.
Service Lines
Anand Sankaran Infrastructure and Services, Wipro Infotech
Sanjay Gupta Product Engineering Solutions
Manish Dugar Wipro BPO
K. R. Sanjiv Analytics & Information Management Services
Kirk StrawserWipro Consulting Services
Business Units (Verticals)Energy and
utilitiesFinance solutionsMedia and
telecomPharmaceutical
and healthcareManufacturing
and hi-techRetail,
transportation & government.
Service Lines (Horizontals)Product
Engineering Solutions
Infrastructure and Services
Wipro BPO Analytics &
Information Management Services
Wipro Consulting Services
FUNCTIONAL STRUCTURE
Functions Functions
Dr. Anurag Srivastava Chief Technology Officer
Bhanumurthy B. M. Chief Business Operations Officer Jatin DalalChief Financial Officer, IT Business
Rishad Premji Chief Strategy OfficerITRitesh Pathak Vice President , New Account Acquisition
Saurabh Govil Human Resources, IT
Azim PremjiChairman
T. K. Kurien CEO
Suresh C Senapaty
CFO
Inderpreet Sawhney General
Counsel
Alexis Samuel Chief Risk officer
ADVANTAGES Better & faster decision making Simplification & speed Better accountability Higher agility and customer centricity Increased risk-taking powers without
waiting for long approvals.
SIX SIGMA:INTRODUCTION Sigma :deviation from standard. Six sigma : Statistical measurement to a
business processes . In six sigma process,12 standard
deviation (+/-6 sigma levels ) must fit in
permissible spread(customers requirement).
This achieves process efficiency of 99.99966%
WHY WIPRO ADOPTED SIX SIGMA Liberalization in 1990. global competition, global customer
bases Six sigma adopts a two-way approach
for improving the quality of product or service.
Six sigma
Defect prevention
Cycle time reduction
SIX SIGMA AT WIPRO Methodologies employed at wipro
SIX SIGMA
DEVELOPING
NEW PROCESSE
S
IMPROVING
EXISTING PROCESSE
S
RE-ENGINEERI
NG
DSSS+DEVELOPINGSIX SIGMASOFTWARE
DAMICDEFINE
ANALYZEMEASUREIMPROVECONTROL
CFPMCROSS
FUNCTIONPROCESSMAPPING
DMAIC(DEFINE, MEASURE, ANALYZE, IMPROVE, CONTROL) Define:
Set goals for improvement activities. Identify the improvement opportunities
Measure: Measure the existing system. Measure the progress towards the goal.
Analyze: Identify the ways to reduce the gap between goal and present condition.
Improve: Find creative ways to do things better, cheaper &
faster. Control:
Control the new system. Modify incentive systems, policies and procedures.
DECISION MAKING• Under joint CEO (earlier) structure:
• Slower decision making.
• Under One-Wipro(current) structure:• The restructuring at Wipro has converted its
structure form 3 axes to 1 axis. This has shifted the entire decision making to the markets. So the decisions will be taken in the markets, not in Bengaluru.
• By doing this, Wipro has empowered its top leaders to take critical decisions and risks without waiting for long approvals.
• The new structure with ‘mini CEOs’ heading different vertical businesses has given them increased risk-taking and decision-making powers .
HOW IS SIX SIGMA USED IN DECISION MAKING? A significant part of business success can come from the
speed and quality of decision-making. The various steps followed by the decision making team
are: Gather the voice of the customer (VOC). Translate critical-to-success factors (CTXs) from VOC. Use morphological matrix to determine potential
solutions and functional requirements.(A morphological matrix will help identify potential solutions and define functional requirements for each solution. )
Use Pugh matrix to evaluate potential solutions against VOC. (A Pugh matrix will help rank potential solutions against the voice of the customer (VOC)).
Decision speed is improved because this process limits the solution arguments to team decisions based on data. And, importantly, the foundation for making the right decision is rooting the decision from the voice of the customer.
HR PRACTICES AT WIPRO
RECRUITMENT AND SELECTION Internal Recruitment:
selecting and promoting employees from inside the organization itself.
External Recruitment: It is the process of attracting and selecting
employees from outside of the organization. Sources of Recruitment:
Promotions and transfer. Job postings Employee referrals Advertisement Employment agencies On campus recruitment Employment exchanges
TRAINING AND DEVELOPMENT The term training refers to the acquisition of
knowledge , skills and competencies as a result of a teaching of vocational or practical skills.
The training and development of individuals is a key focus area at WIPRO.
Talent and Transformation division handles this issue.
For those having experience of less than 1 year ,
a well-structured INDUCTION-TRAINING is conducted. This will cover all aspects of software development skills required.
In addition to class-room training , one can take e-learning without waiting for class-room training.
WIPRO TRAINING MODEL:This model demonstrates the training activities carried out in WIPRO
PERFORMANCE APPRAISAL:
Performance appraisal is a method by which the job performance of an employee is evaluated in terms of QUALITY , QUANTITY , COST and TIME.Performance appraisals are regular reviews of employee performance within the organization.
Promotion: Promotion in WIPRO is given on two basis Seniority merit
Compensation: Compensation is a systematic approach of providing monetory values to employees in exchange of work performed.
Employee Welfare activities in Wipro
1) Education2) Medical3) Housing4) Canteen5) Sports6) Recreation activities7) Club membership8) Insurance policy
WIPRO ERM FRAMEWORK To manage risks and seize opportunities Benchmarked practices with global
standards like:AS/NS 4360:2004 by AUS/NZ Standards boardOrange Book by UK Government TreasuryCOSO; Enterprise Risk Management –
Integrated Framework by Treadway Commission
ISO/FDIS 310000:2009 by ISO
MITIGATION MECHANISM FOR PRO-ACTIVE RISK MANAGEMENT
STREAMS OF ERM DEPLOYEMENT AT WIPRO
CEM MODEL
VERTICAL HEADS
CEM
DELIVERY
DOMAIN EXPERTS
DEAL HUNTERS
WIPRO: SWOT ANALYSIS Strengths:
Global R&D facility Client attrition is among the lowest compared to rivals Impressive list of clientele Early alliances helped the company establish its
credibility Diversified skill base across service lines Delivery capabilities & client satisfaction //Infocrossing acquisition helped in IM. Strong telecom practice Middle East and Asia presence helps to de-couple from
poor spending in West. //High-tech, medical equipment, machinery segments Technological partnership with other software
companies Low cost advantage MEGA Partnership – Cisco, EMC, Microsoft, Oracle and
SAP
Weaknesses:
‘One Wipro’ positioning is still not as firmly embedded as the One Infosys and One TCS image
Less contribution (in absolute US$ terms) from its top-10 clients
Positioning: No pure technology service provider image
Failure in creating the right account management structure in a tiered fashion across strategic accounts (consulting partner, client engagement manager and enterprise architects)
Low operating margin of the other group companies Lags peers in sales, marketing spend and initiatives Strategy focussed on traditional IT capabilities No. 3 position under threat from rivals like Cognizant Free floating stock is very less. Domestic market is huge but is underdeveloped Small player in global market Limited domain High employee attrition rate
Opportunities: In the branded product category. In the consultancy area.A leaner, sharper organisation could result
in more profits and wallet share of large customers, shift from pure tech positioning to a more broad-based vendor focussed on solving business problems.
In the emerging technology areas like Blue Tooth, WAP etc.
Huge global marketHuge potential in domestic marketGrowing consumer care market
Threats: Increasing cost of human capital.Slowdown in the US economy.Fierce competition in the areas of e-
business and ASP services.Too much focus on cost reduction could
come at cost of long-term strategic direction.
Competition by Indian companies in domestic market
Presence of big companies in global marketExchange rateHigh exposure to the telecom/tech sectors
(36%)Slowdown in the banking, financial services
and insurance (BFSI) sector
Recommendations:Adopt the Dynamic High Technology
Strategy Increase Global PresenceMore collaborations with other players;
reduce dependence on only few playersLeveraging the huge investments in R&D to
gain competitive advantage with respect to other players
Emerging markets should be managed
Mahima Rau(10BCE082) Lubna Shaikh(10BCE090)
Shweta Priyadarshini(10BCE092) Jeel Upadhyay(10BCE094)
Neha Jain(10BCE099) Nirali Abhani(10BCE105)
Barkha Agrawal(10BCE107) Mansi Ganatra(10BCE115)
Riddhi Mehta(10BCE120) Aesha Patel(10BCE132)
THANK YOU