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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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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Wipro, one of India's most admired companies had grown from a small producer of cooking oil founded in 1945 to a large diversified corporation by Indian standards: 23,300 employees, $1,349.8 million in revenues, and $230.8 million in profits for the fiscal year ended March, 2004. Sales had increased by an average of 25% a year and earnings by 52% annually during the period, 1999-2004. As 2004 got under way, Wipro's senior managers looked back with satisfaction at the company's recent financial performance. The software division had spent the last three years restructuring itself completely so that it could start selling end-to-end solutions to customers, instead of bidding for piecemeal projects.

In quick time, Wipro had built three new businesses - enterprise solutions, infrastructure management and business process outsourcing that together accounted for 30% of total software revenues. These businesses were expected to be the company's major growth drivers in the future.

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. If there was one thing distinctive about Wipro's business model, it was the emphasis on values...

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