Wipro: Value Driven Leadership


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Case Details:

Case Code : BSTA045
Case Length : 27 Pages
Period : 1966 - 2004
Organization : Wipro
Pub Date : 2004
Teaching Note :Not Available
Countries : India
Industry : Information Technology

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Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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Excerpts

About Wipro's business model

The man behind Wipro's success was Azim Premji. One of the richest men in the world, Premji continued to amaze people by his simple, direct, no non-sense approach. In a country where lobbying and behind-the-scenes deal making was common, Premji had established a reputation for his ethical uprightness...

Background Note

Early History
Premji had gone to Stanford University, where he studied engineering in anticipation of taking over the family business, Western India Vegetable Products Ltd., or Wipro. In 1966, while Premji was still a student, his father died...

Organizational Culture

Wipro laid a strong emphasis on shared beliefs and leadership values. In 1973, much before it became fashionable to do so, Premji had articulated a set of beliefs that would shape Wipro's strong and distinctive organizational culture...

Human Resources Management

Over the years, Wipro had built a strong and powerful top-management team of professionals. By and large, Wipro filled up senior positions from within, except for some specific specialised requirements...

Concluding Notes

Premji had projected sales of $4 billion and a place amongst the top 10 global players for Wipro by 2004. In a recent Business Week report, Wipro was only ranked 21st amongst software services companies in the world...

Exhibits

Exhibit I: Segment Wise Business Performance Details (Rs. In Million)
Exhibit II: How Wipro did it
Exhibit III: Wipro Values
Exhibit IV: Summarised Profit and Loss Account
Exhibit V: Balance Sheet

  

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