Wipro Case study
IBM 3711 – COMPARATIVE MANAGEMENT
Section: 404
Difficulties at Wipro Limited
Group Number: 9
Date of Presentation: Wednesday September 4, 2013.
Table of Contents
Case Summary
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.
Company Background
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
Section: 404
Difficulties at Wipro Limited
Group Number: 9
Date of Presentation: Wednesday September 4, 2013.
Table of Contents
Case Summary
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.
Company Background
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
References: http://www.wipro.com/about-wipro/ http://www.wipro.com/about-wipro/Spirit-of-Wipro/