Wipro Limited
Content
Wipro Limited (Western India Products Limited) is an Indian multinational IT
Consulting and System Integration services company headquartered
in Bangalore, India. As of December 2014, the company has 154,297
employees servicing over 900 large enterprise & Fortune 1000 corporations
with a presence in 61 countries. On 31 January 2015, its market
capitalisation was approximately 1.63 trillion ($26.3 billion), making it one
of India's largest publicly traded companies and seventh largest IT services
firm in the World.
To focus on core IT Business, it demerged its non-IT businesses into a
separate company named Wipro Enterprises Limited with effect from 31
March 2013. The demerged companies are consumer care, lighting,
healthcare and infrastructure engineering which contributed approximately
10% of the revenues of Wipro Limited in previous financial year. Recently
Wipro has also identified Canada, Brazil, Australia & South Africa as rapidly
growing markets globally and has committed to strengthen the presence in
the respective countries over the next 5 years.
IT bellwether Wipro has invested $5 million (Rs.31 crore) to pick a minority
stake in Drivestream Inc., a US-based leading Oracle cloud applications
systems integrator, with development centre in Chennai."As a strategic
partner in Drivestream, we will build an integrated cloud solutions stack for
our customers," Wipro said in a statement on Wednesday from Virginia,
US, where Drivestream is headquartered.Promoted by non-resident Indian
Gopal Krishna as a management and IT consulting firm, Drivestream
specialises in migrating the enterprise business processes of large and
medium sized businesses to the cloud.
History
Early formative years
The company was incorporated on 29 December 1945, in Mumbai by
Mohamed Premji as 'Western India Vegetable Products Limited', later
abbreviated to 'Wipro'. It was initially set up as a manufacturer of vegetable
and refined oils in Mumbai, Maharashtra, India under the trade names of
Kisan, Sunflower and Camel. The company logo still contains
a sunflower to reflect products of the original business.
In 1966, after Mohamed Premji’s death, his son Azim Premji returned home
from Stanford University and took over Wipro as its chairman at the age of
21.
During the 1970s and 1980s, the company shifted its focus to new
business opportunities in the IT and computing industry, which was at a
nascent stage in India at the time. On 7 June 1977, the name of the
company changed from Western India Vegetable Products Limited, to
Wipro Products Limited.
The year 1980 marked the arrival of Wipro in the IT domain. In 1982, the
name was changed from Wipro Products Limited to Wipro
Limited. Meanwhile Wipro continued to expand in the consumer products
domain with the launch of "Ralak" a tulsi-based family soap and "Wipro
Jasmine", a toilet soap.
1966–1992
In 1988, Wipro diversified its product line into heavy-duty industrial
cylinders and mobile hydraulic cylinders. A joint venture company with the
United States' General Electric in the name of Wipro GE Medical Systems
Pvt. Ltd. was set up in 1989 for the manufacture, sales, and service of
diagnostic and imaging products. Later, in 1991, tipping systems and Eaton
hydraulic products were launched. The Wipro Fluid Power division, in 1992,
developed expertise to offer standard hydraulic cylinders for construction
equipment and truck tipping systems. The market saw the launch of the
"Santoor" talcum powder and "Wipro Baby Soft" range of baby toiletries in
1990.
1994–2000
In 1994, Wipro set up an overseas design centre, Odyssey 21, for
undertaking projects and product developments in advanced technologies
for overseas clients. Wipro Infotech and Wipro Systems were amalgamated
with Wipro in April that year. Five of Wipro's manufacturing and
development facilities secured the ISO 9001 certification during 1994–95.
In 1999, Wipro acquired Wipro Acer. Wipro became a more profitable,
diversified corporation with new products such as the Wipro SuperGenius
personal computers (PCs). In 1999, the product was the one Indian PC
range to obtain US-based National Software Testing Laboratory (NSTL)
certification for the Year 2000 (Y2K) compliance in hardware for all models.
Wipro Limited joined hands with a global telecom major KPN (Royal Dutch
telecom) to form a joint venture company “Wipro Net Limited” to provide
internet services in India. The year 2000 was the year Wipro launched
solutions for convergent networks targeted at Internet and telecom solution
providers in the names of Wipro OSS Smart and Wipro WAP Smart. In the
same year, Wipro got listed on New York Stock Exchange. In early 2000
Wipro Vice Chairman Vivek Paul and Azim Premji approached KPMG
Consulting Vice Chairman Keyur Patel and CEO Rand Blazer to form an
mega-outsourcing joint venture between the two organizations.
2001–present
In February 2002, Wipro became the first software technology and services
company in India to be certified for ISO 14001 certification. Wipro also
achieved ISO 9000certification to become the first software company to get
SEI CMM Level 5 in 2002. Wipro Consumer Care and Lighting Group
entered the market of compact fluorescent lamps, with the launch of a
range of CFL, under the brand name of Wipro Smartlite. As the company
grew, a study revealed that Wipro was the fastest wealth creator for 5 years
(1997–2002). The same year witnessed the launch of Wipro’s own laptops
with Intel's Centrino mobile processor. Wipro also entered into an exclusive
agreement with the owners of Chandrika for marketing of their soap in
select states in India. It set up a wholly owned subsidiary company viz.
Wipro Consumer Care Limited to manufacture consumer care and lighting
products. In 2004 Wipro joined the billion dollar club. It also partnered
with Intel for i-shiksha. The year 2006 saw Wipro acquire cMango Inc., a
US-based technology infrastructure Consulting firm Enabler, and a Europe
based retail solutions provider. In 2007, Wipro signed a large deal with
Lockheed Martin. It also entered into a definitive agreement to acquire Oki
Techno Centre Singapore Pte Ltd (OTCS) and signed an R&D partnership
contract with Nokia Siemens Networks in Germany. The year 2008 saw
Wipro’s foray into the clean energy business with Wipro Eco Energy. In
April 2011, Wipro signed an agreement with Science Applications
International Corporation (SAIC) for the acquisition of their global oil and
gas information technology practice of the commercial business services
business unit. The year 2012 saw Wipro make its 17th acquisition in IT
business when it acquired Australian analytics product firm Promax
Applications Group (PAG) for $35 million. Wipro is the No. 1 employer of H1B visa professionals in the United States in 2012.
In 2012 Wipro Ltd. announced the demerger of its Consumer Care &
Lighting (incl Furniture business), Infrastructure Engineering (Hydraulics &
Water business), and Medical Diagnostic Product & Services business into
a separate company to be named Wipro Enterprises Ltd. Wipro's scheme
of arrangement for demerger turned effective from 31 March 2013.
Wipro Group of Companies
Wipro Ltd.
Wipro Limited is a global company provider of comprehensive IT solutions
and services, including Systems Integration, Consulting, Information
Systems outsourcing, IT-enabled services, and R&D services.
It is also a value added reseller of desktops, servers, notebooks, storage
products, networking solutions and packaged software for international
brands.
Wipro entered into the technology business in 1981 and has over 140,000
employees and clients across 54 countries today. IT revenues stood at $6.2
billion for the year ended 31 March 2013, with a repeat business ratio of
over 95%.
The business model at Wipro Technologies Ltd is an industry-aligned
customer-facing model which gives greater understanding of customers’
businesses to build industry specific solutions.
Wipro Consumer Care & Lighting
Wipro Consumer Care and Lighting (WCCLG), a business unit of Wipro
Limited operates in the FMCG segment offering a wide range of
consumable commodities. Established in 1945, the first product to be
introduced by WCCLG was vegetable oil, later popularised under the brand
name "Sunflower Vanaspati". It offers personal care products, such as
Wipro Baby Soft and Wipro Safewash, toilet soaps like Santoor and
Chandrika as well as international brands like Yardley. Its portfolio of
lighting solutions includes products like Smartlite CFL, LED, emergency
lights and more.
Through its customer-centric products and acquisitions, Wipro Consumer
Care and Lighting has become a fast-growing company in the FMCG
segment.
Wipro Infrastructure Engineering
Wipro Infrastructure Engineering is the hydraulics business division of
Wipro Limited and has been in the business of manufacturing hydraulic
cylinders, truck cylinders, and their components and solutions since 1976.
This division delivers hydraulic cylinders to international OEMs and
represents the Kawasaki, Sun Hydraulics and Teijin Seiki range of hydraulic
products in India. It has entered into partnerships with companies like
Kawasaki and aerospace giant EADS. The commitment to quality has
made Wipro Infrastructure Engineering the second largest independent
manufacturer of cylinders in the world. The company has recently ventured
into water treatment systems and solutions to cater to the needs of various
industries.
Wipro GE Medical Systems Limited
Wipro GE Medical Systems Limited is Wipro’s joint venture with GE
Healthcare South Asia. It is engaged in the research and development of
advanced solutions to cater to patient and customer needs in healthcare.
This partnership, which began in 1990, today includes offerings like
gadgets and equipment for diagnostics, healthcare IT solutions and
services to help healthcare professionals combat cancer, heart disease,
and other ailments. There is complete adherence to Six Sigma quality
standards in all products.
Sustainability at Wipro
Wipro’s approach to sustainability is structured on enabling itself, as an
organisation, and its customers to be more ecologically sustainable. It is
driven by issues considered important to employees, India current and
future generations, customers, investors, suppliers, and the community as
a whole. Wipro has been ranked 1st in the 2010 Asian Sustainability Rating
(ASRTM) of Indian companies and is a member of the NASDAQ Global
Sustainability Index as well as the Dow Jones Sustainability Index.
In November 2012 Guide to Greener Electronics, Greenpeace ranked
Wipro first with a score of 7.1/10.
Listing and Shareholding
Listing: Wipro's equity shares are listed on Bombay Stock
Exchange where it is a constituent of the BSE SENSEX index, and
the National Stock Exchange of India where it is a constituent of the S&P
CNX Nifty. The American Depositary Shares of the company are listed at
the NYSE since October 2000.
Shareholding: On 30 September 2013, 73.51% of the equity shares of the
company were owned by the promoters: Azim Premji, his family members,
partnership firms in which he is a partner and Trusts formed by him/his
family. The remaining 26.49% shares are owned by others.
Shareholders (as on 30-
Shareholding
September-2013)
Promoter group led by Azim
Premji
Foreign Institutional
Investors (FII)
73.51%
08.82%
Indian Public
05.31%
Bodies Corporate
03.89%
Mutual Funds/UTI
01.90%
NRI
01.04%
Trusts/Others
00.84%
American Depositary Shares 01.93%
Total
100.0%
Employees
At the end of FY 2013-14, its employee strength was 147,452. Its global
workforce consists of 98 nationalities working from 61 countries, 175+ cities
across 6 continents.Approx. 8.5% of its workforce is non-Indian. The
average age of a Wipro employee is 29 years. The attrition rate for 2013-14
was 15.1%. During 2012-13, the company incurred 180 billion on
employee benefit expenses.
Service Strategy of Wipro
BUSINESS TRANSFORMATION
Simplification by design for Business Transformation
Business Strategy & Target Operating Model Design
Business Resilience
Cost and Productivity Optimization
Product Strategy and Design
Enterprise Performance Management
Supply Chain Optimization
Customer Relationship Management
Finance Operations transformation
Change Management
INFORMATION TECHNOLOGY TRANSFORMATION
IT Strategy
IT Organization Design and Operating Model
IT for IT
ERP Strategy & Design
IT Spend Optimization
Governance, Risk & Compliance
Simplification by design for IT Transformation
Service Integration and Management
Service Modeling
HUMAN CAPITAL TRANSFORMATION
HCM Technology Adoption and Excellence
HCM Business Process Optimization
HCM Target Operating Model Definition
HCM Retain, Retrain and Engage Human Capital
Wipro, a leading India based provider of IT services, has drawn up its strategy to
become a world leader in the field. The company has stated in its latest annual
report that the markets addressed by it are undergoing rapid change due to the pace
of technology development and change in business models. It believes that these
trends provide significant growth opportunities.
Wipro expects to significantly grow its global IT services business and the
percentage of its total revenues and profits contributed by this business over the
next few years. It hopes to achieve this objective by identifying and developing
service offerings in emerging growth areas as separate business opportunities, such
as infrastructure support services, business intelligence services and
telecommunication, internet and application service providers.
It is also planning to aggressively develop the research and development services
by focussing on high growth markets such as telecommunication, mobile
communication and the internet and high growth technologies such as embedded
software. Also, the company will be leveraging its experience in providing IT
services in the Indian market and its access to existing clients outside India to
provide global support services.
The intention is also to increase the number of clients through a dedicated sales
team focused on new client acquisitions and increasing its presence in Europe and
Asia. The goal is to make every new client account earn over $1 million in annual
revenues within twelve months. Also the company intends to increase its share of
business with existing clients by expanding its range of IT solutions and by
increasing its knowledge of industry segments and individual client businesses to
allow it to better understand client requirements.
The focus would be on improving operating margins by increasing the revenue per
IT professional by providing higher value added services, increasing the number of
productisedservices and increasing the proportion of the company's fixed price
contracts.
In India, the growth plan includes offering a full service technology solution
including systems integration, support services, software and networking solutions
along with branded hardware products which the company hopes would enhance
profitability significantly.
The company is also planning to pursue selective acquisitions of IT service
companies that would allow it to expand service offerings and acquire additional
skills. This would strengthen its relationships with clients and allow the company
to realise higher revenues from them.
In pursuing acquisitions, the focus would be on companies where a significant
portion of their work can be moved offshore to India to leverage the company's
low cost offshore delivery model and realise higher margins.
Traditional business
The company has been in the consumer care business since 1945 and the lighting
business since 1992. The consumer care business has historically generated surplus
cash for the company to be able to grow in other businesses. The strategy is to
maintain a steady growth in operating income through efficient capital utilization ,
strong brand name recognition and expanding nationwide distribution network.
SERVICE DELIVERY
1.TRIM WORK The Service Delivery organization’s primary focus is to reduce
work. It must decrease the number of incidents to trim work or effort. This is
achieved through incident analysis
A Service Delivery organization’s primary focus is to reduce work. It must reduce
the number of incidents to trim work. Wipro uses analytic tools to slice and dice
incident data to identify focus areas for improvement. Lean techniques such as 5Why’s and Fish-Bone Diagrams are used to identify root causes of these incidents.
Our engineers then x these root causes, significantly reducing incident arrival rates.
2.REDUCE HUMAN INTERVENTION Work that cannot be eliminated is next
addressed through fast, self-regulating task automation to reduce expensive human
intervention.
Reduce human intervention: Work that cannot be eliminated is next addressed
through task automation. This reduces the need for expensive human intervention
and brings down manual errors. Routine tasks are automated using technologies
such as speech recognition, auto code generation, self-service portals and selfhealing scripts.
3.UNLOCK THE POWER OF SOPs Cost of incident management is reduced
through SOPs that allow the shift of process steps.
Unlock the power of Standard Operating Procedures (SOP): When it is not possible
to trim work or use automation, attention moves towards ensuring that the cost of
incident management is significantly reduced. This is done through SOPs that
improves productivity of the individual attending to the incident. Standard
Operating Procedures also help us spread expertise within the team and reduce
dependency on ‘experts’.
4.EMPLOY KNOWLEDGE BASES An integrated KB fast track incident
resolution while ensuring improved First Time Resolution (FTR) rates.
Employ Knowledge Bases (KB): An integrated KB fast track incident resolution
while ensuring improved First Time Resolution (FTR) rates. This is done by
drawing accurate resolution processes from an integrated knowledge repository.
ALIGNING SERVICE DELIVERY WITH BUSINESS SUCCESS
Our first recommendation is that Service Delivery must move towards ensuring
business process availability and performance. In other words, IT SLAs should be
aligned with business success through Business Level Agreements (BLAs). Our
suggestion, during implementation and once implemented, has the ability to
outdate notions some organizations hold of SLAs. Wipro understands the scale and
impact of this change to both business and IT, as some of our recent customer
engagements have been built around BLAs IT executives have begun to look for
three critical vectors simultaneously bundled in their IT Service Delivery
partnerships:
* Increased speed
* Improved quality
* Reduced cost
Consulting and System Integration services company headquartered
in Bangalore, India. As of December 2014, the company has 154,297
employees servicing over 900 large enterprise & Fortune 1000 corporations
with a presence in 61 countries. On 31 January 2015, its market
capitalisation was approximately 1.63 trillion ($26.3 billion), making it one
of India's largest publicly traded companies and seventh largest IT services
firm in the World.
To focus on core IT Business, it demerged its non-IT businesses into a
separate company named Wipro Enterprises Limited with effect from 31
March 2013. The demerged companies are consumer care, lighting,
healthcare and infrastructure engineering which contributed approximately
10% of the revenues of Wipro Limited in previous financial year. Recently
Wipro has also identified Canada, Brazil, Australia & South Africa as rapidly
growing markets globally and has committed to strengthen the presence in
the respective countries over the next 5 years.
IT bellwether Wipro has invested $5 million (Rs.31 crore) to pick a minority
stake in Drivestream Inc., a US-based leading Oracle cloud applications
systems integrator, with development centre in Chennai."As a strategic
partner in Drivestream, we will build an integrated cloud solutions stack for
our customers," Wipro said in a statement on Wednesday from Virginia,
US, where Drivestream is headquartered.Promoted by non-resident Indian
Gopal Krishna as a management and IT consulting firm, Drivestream
specialises in migrating the enterprise business processes of large and
medium sized businesses to the cloud.
History
Early formative years
The company was incorporated on 29 December 1945, in Mumbai by
Mohamed Premji as 'Western India Vegetable Products Limited', later
abbreviated to 'Wipro'. It was initially set up as a manufacturer of vegetable
and refined oils in Mumbai, Maharashtra, India under the trade names of
Kisan, Sunflower and Camel. The company logo still contains
a sunflower to reflect products of the original business.
In 1966, after Mohamed Premji’s death, his son Azim Premji returned home
from Stanford University and took over Wipro as its chairman at the age of
21.
During the 1970s and 1980s, the company shifted its focus to new
business opportunities in the IT and computing industry, which was at a
nascent stage in India at the time. On 7 June 1977, the name of the
company changed from Western India Vegetable Products Limited, to
Wipro Products Limited.
The year 1980 marked the arrival of Wipro in the IT domain. In 1982, the
name was changed from Wipro Products Limited to Wipro
Limited. Meanwhile Wipro continued to expand in the consumer products
domain with the launch of "Ralak" a tulsi-based family soap and "Wipro
Jasmine", a toilet soap.
1966–1992
In 1988, Wipro diversified its product line into heavy-duty industrial
cylinders and mobile hydraulic cylinders. A joint venture company with the
United States' General Electric in the name of Wipro GE Medical Systems
Pvt. Ltd. was set up in 1989 for the manufacture, sales, and service of
diagnostic and imaging products. Later, in 1991, tipping systems and Eaton
hydraulic products were launched. The Wipro Fluid Power division, in 1992,
developed expertise to offer standard hydraulic cylinders for construction
equipment and truck tipping systems. The market saw the launch of the
"Santoor" talcum powder and "Wipro Baby Soft" range of baby toiletries in
1990.
1994–2000
In 1994, Wipro set up an overseas design centre, Odyssey 21, for
undertaking projects and product developments in advanced technologies
for overseas clients. Wipro Infotech and Wipro Systems were amalgamated
with Wipro in April that year. Five of Wipro's manufacturing and
development facilities secured the ISO 9001 certification during 1994–95.
In 1999, Wipro acquired Wipro Acer. Wipro became a more profitable,
diversified corporation with new products such as the Wipro SuperGenius
personal computers (PCs). In 1999, the product was the one Indian PC
range to obtain US-based National Software Testing Laboratory (NSTL)
certification for the Year 2000 (Y2K) compliance in hardware for all models.
Wipro Limited joined hands with a global telecom major KPN (Royal Dutch
telecom) to form a joint venture company “Wipro Net Limited” to provide
internet services in India. The year 2000 was the year Wipro launched
solutions for convergent networks targeted at Internet and telecom solution
providers in the names of Wipro OSS Smart and Wipro WAP Smart. In the
same year, Wipro got listed on New York Stock Exchange. In early 2000
Wipro Vice Chairman Vivek Paul and Azim Premji approached KPMG
Consulting Vice Chairman Keyur Patel and CEO Rand Blazer to form an
mega-outsourcing joint venture between the two organizations.
2001–present
In February 2002, Wipro became the first software technology and services
company in India to be certified for ISO 14001 certification. Wipro also
achieved ISO 9000certification to become the first software company to get
SEI CMM Level 5 in 2002. Wipro Consumer Care and Lighting Group
entered the market of compact fluorescent lamps, with the launch of a
range of CFL, under the brand name of Wipro Smartlite. As the company
grew, a study revealed that Wipro was the fastest wealth creator for 5 years
(1997–2002). The same year witnessed the launch of Wipro’s own laptops
with Intel's Centrino mobile processor. Wipro also entered into an exclusive
agreement with the owners of Chandrika for marketing of their soap in
select states in India. It set up a wholly owned subsidiary company viz.
Wipro Consumer Care Limited to manufacture consumer care and lighting
products. In 2004 Wipro joined the billion dollar club. It also partnered
with Intel for i-shiksha. The year 2006 saw Wipro acquire cMango Inc., a
US-based technology infrastructure Consulting firm Enabler, and a Europe
based retail solutions provider. In 2007, Wipro signed a large deal with
Lockheed Martin. It also entered into a definitive agreement to acquire Oki
Techno Centre Singapore Pte Ltd (OTCS) and signed an R&D partnership
contract with Nokia Siemens Networks in Germany. The year 2008 saw
Wipro’s foray into the clean energy business with Wipro Eco Energy. In
April 2011, Wipro signed an agreement with Science Applications
International Corporation (SAIC) for the acquisition of their global oil and
gas information technology practice of the commercial business services
business unit. The year 2012 saw Wipro make its 17th acquisition in IT
business when it acquired Australian analytics product firm Promax
Applications Group (PAG) for $35 million. Wipro is the No. 1 employer of H1B visa professionals in the United States in 2012.
In 2012 Wipro Ltd. announced the demerger of its Consumer Care &
Lighting (incl Furniture business), Infrastructure Engineering (Hydraulics &
Water business), and Medical Diagnostic Product & Services business into
a separate company to be named Wipro Enterprises Ltd. Wipro's scheme
of arrangement for demerger turned effective from 31 March 2013.
Wipro Group of Companies
Wipro Ltd.
Wipro Limited is a global company provider of comprehensive IT solutions
and services, including Systems Integration, Consulting, Information
Systems outsourcing, IT-enabled services, and R&D services.
It is also a value added reseller of desktops, servers, notebooks, storage
products, networking solutions and packaged software for international
brands.
Wipro entered into the technology business in 1981 and has over 140,000
employees and clients across 54 countries today. IT revenues stood at $6.2
billion for the year ended 31 March 2013, with a repeat business ratio of
over 95%.
The business model at Wipro Technologies Ltd is an industry-aligned
customer-facing model which gives greater understanding of customers’
businesses to build industry specific solutions.
Wipro Consumer Care & Lighting
Wipro Consumer Care and Lighting (WCCLG), a business unit of Wipro
Limited operates in the FMCG segment offering a wide range of
consumable commodities. Established in 1945, the first product to be
introduced by WCCLG was vegetable oil, later popularised under the brand
name "Sunflower Vanaspati". It offers personal care products, such as
Wipro Baby Soft and Wipro Safewash, toilet soaps like Santoor and
Chandrika as well as international brands like Yardley. Its portfolio of
lighting solutions includes products like Smartlite CFL, LED, emergency
lights and more.
Through its customer-centric products and acquisitions, Wipro Consumer
Care and Lighting has become a fast-growing company in the FMCG
segment.
Wipro Infrastructure Engineering
Wipro Infrastructure Engineering is the hydraulics business division of
Wipro Limited and has been in the business of manufacturing hydraulic
cylinders, truck cylinders, and their components and solutions since 1976.
This division delivers hydraulic cylinders to international OEMs and
represents the Kawasaki, Sun Hydraulics and Teijin Seiki range of hydraulic
products in India. It has entered into partnerships with companies like
Kawasaki and aerospace giant EADS. The commitment to quality has
made Wipro Infrastructure Engineering the second largest independent
manufacturer of cylinders in the world. The company has recently ventured
into water treatment systems and solutions to cater to the needs of various
industries.
Wipro GE Medical Systems Limited
Wipro GE Medical Systems Limited is Wipro’s joint venture with GE
Healthcare South Asia. It is engaged in the research and development of
advanced solutions to cater to patient and customer needs in healthcare.
This partnership, which began in 1990, today includes offerings like
gadgets and equipment for diagnostics, healthcare IT solutions and
services to help healthcare professionals combat cancer, heart disease,
and other ailments. There is complete adherence to Six Sigma quality
standards in all products.
Sustainability at Wipro
Wipro’s approach to sustainability is structured on enabling itself, as an
organisation, and its customers to be more ecologically sustainable. It is
driven by issues considered important to employees, India current and
future generations, customers, investors, suppliers, and the community as
a whole. Wipro has been ranked 1st in the 2010 Asian Sustainability Rating
(ASRTM) of Indian companies and is a member of the NASDAQ Global
Sustainability Index as well as the Dow Jones Sustainability Index.
In November 2012 Guide to Greener Electronics, Greenpeace ranked
Wipro first with a score of 7.1/10.
Listing and Shareholding
Listing: Wipro's equity shares are listed on Bombay Stock
Exchange where it is a constituent of the BSE SENSEX index, and
the National Stock Exchange of India where it is a constituent of the S&P
CNX Nifty. The American Depositary Shares of the company are listed at
the NYSE since October 2000.
Shareholding: On 30 September 2013, 73.51% of the equity shares of the
company were owned by the promoters: Azim Premji, his family members,
partnership firms in which he is a partner and Trusts formed by him/his
family. The remaining 26.49% shares are owned by others.
Shareholders (as on 30-
Shareholding
September-2013)
Promoter group led by Azim
Premji
Foreign Institutional
Investors (FII)
73.51%
08.82%
Indian Public
05.31%
Bodies Corporate
03.89%
Mutual Funds/UTI
01.90%
NRI
01.04%
Trusts/Others
00.84%
American Depositary Shares 01.93%
Total
100.0%
Employees
At the end of FY 2013-14, its employee strength was 147,452. Its global
workforce consists of 98 nationalities working from 61 countries, 175+ cities
across 6 continents.Approx. 8.5% of its workforce is non-Indian. The
average age of a Wipro employee is 29 years. The attrition rate for 2013-14
was 15.1%. During 2012-13, the company incurred 180 billion on
employee benefit expenses.
Service Strategy of Wipro
BUSINESS TRANSFORMATION
Simplification by design for Business Transformation
Business Strategy & Target Operating Model Design
Business Resilience
Cost and Productivity Optimization
Product Strategy and Design
Enterprise Performance Management
Supply Chain Optimization
Customer Relationship Management
Finance Operations transformation
Change Management
INFORMATION TECHNOLOGY TRANSFORMATION
IT Strategy
IT Organization Design and Operating Model
IT for IT
ERP Strategy & Design
IT Spend Optimization
Governance, Risk & Compliance
Simplification by design for IT Transformation
Service Integration and Management
Service Modeling
HUMAN CAPITAL TRANSFORMATION
HCM Technology Adoption and Excellence
HCM Business Process Optimization
HCM Target Operating Model Definition
HCM Retain, Retrain and Engage Human Capital
Wipro, a leading India based provider of IT services, has drawn up its strategy to
become a world leader in the field. The company has stated in its latest annual
report that the markets addressed by it are undergoing rapid change due to the pace
of technology development and change in business models. It believes that these
trends provide significant growth opportunities.
Wipro expects to significantly grow its global IT services business and the
percentage of its total revenues and profits contributed by this business over the
next few years. It hopes to achieve this objective by identifying and developing
service offerings in emerging growth areas as separate business opportunities, such
as infrastructure support services, business intelligence services and
telecommunication, internet and application service providers.
It is also planning to aggressively develop the research and development services
by focussing on high growth markets such as telecommunication, mobile
communication and the internet and high growth technologies such as embedded
software. Also, the company will be leveraging its experience in providing IT
services in the Indian market and its access to existing clients outside India to
provide global support services.
The intention is also to increase the number of clients through a dedicated sales
team focused on new client acquisitions and increasing its presence in Europe and
Asia. The goal is to make every new client account earn over $1 million in annual
revenues within twelve months. Also the company intends to increase its share of
business with existing clients by expanding its range of IT solutions and by
increasing its knowledge of industry segments and individual client businesses to
allow it to better understand client requirements.
The focus would be on improving operating margins by increasing the revenue per
IT professional by providing higher value added services, increasing the number of
productisedservices and increasing the proportion of the company's fixed price
contracts.
In India, the growth plan includes offering a full service technology solution
including systems integration, support services, software and networking solutions
along with branded hardware products which the company hopes would enhance
profitability significantly.
The company is also planning to pursue selective acquisitions of IT service
companies that would allow it to expand service offerings and acquire additional
skills. This would strengthen its relationships with clients and allow the company
to realise higher revenues from them.
In pursuing acquisitions, the focus would be on companies where a significant
portion of their work can be moved offshore to India to leverage the company's
low cost offshore delivery model and realise higher margins.
Traditional business
The company has been in the consumer care business since 1945 and the lighting
business since 1992. The consumer care business has historically generated surplus
cash for the company to be able to grow in other businesses. The strategy is to
maintain a steady growth in operating income through efficient capital utilization ,
strong brand name recognition and expanding nationwide distribution network.
SERVICE DELIVERY
1.TRIM WORK The Service Delivery organization’s primary focus is to reduce
work. It must decrease the number of incidents to trim work or effort. This is
achieved through incident analysis
A Service Delivery organization’s primary focus is to reduce work. It must reduce
the number of incidents to trim work. Wipro uses analytic tools to slice and dice
incident data to identify focus areas for improvement. Lean techniques such as 5Why’s and Fish-Bone Diagrams are used to identify root causes of these incidents.
Our engineers then x these root causes, significantly reducing incident arrival rates.
2.REDUCE HUMAN INTERVENTION Work that cannot be eliminated is next
addressed through fast, self-regulating task automation to reduce expensive human
intervention.
Reduce human intervention: Work that cannot be eliminated is next addressed
through task automation. This reduces the need for expensive human intervention
and brings down manual errors. Routine tasks are automated using technologies
such as speech recognition, auto code generation, self-service portals and selfhealing scripts.
3.UNLOCK THE POWER OF SOPs Cost of incident management is reduced
through SOPs that allow the shift of process steps.
Unlock the power of Standard Operating Procedures (SOP): When it is not possible
to trim work or use automation, attention moves towards ensuring that the cost of
incident management is significantly reduced. This is done through SOPs that
improves productivity of the individual attending to the incident. Standard
Operating Procedures also help us spread expertise within the team and reduce
dependency on ‘experts’.
4.EMPLOY KNOWLEDGE BASES An integrated KB fast track incident
resolution while ensuring improved First Time Resolution (FTR) rates.
Employ Knowledge Bases (KB): An integrated KB fast track incident resolution
while ensuring improved First Time Resolution (FTR) rates. This is done by
drawing accurate resolution processes from an integrated knowledge repository.
ALIGNING SERVICE DELIVERY WITH BUSINESS SUCCESS
Our first recommendation is that Service Delivery must move towards ensuring
business process availability and performance. In other words, IT SLAs should be
aligned with business success through Business Level Agreements (BLAs). Our
suggestion, during implementation and once implemented, has the ability to
outdate notions some organizations hold of SLAs. Wipro understands the scale and
impact of this change to both business and IT, as some of our recent customer
engagements have been built around BLAs IT executives have begun to look for
three critical vectors simultaneously bundled in their IT Service Delivery
partnerships:
* Increased speed
* Improved quality
* Reduced cost
