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