Can Thierry Delaporte Revive Wipro?
| Case Code: HROB228
Case Length: 16 Pages
Pub Date: 2021
Teaching Note: Available
| Price: Rs.400
Organization: Wipro Ltd
Industry: Technology & Communications
Themes: Corporate Restructuring, Organizational Behaviour, Reorganization, General Management and Strategy
Abstract Case Intro 1 Case Intro 2 Excerpts
Since 2012, the Indian IT sector had been experiencing sluggish growth due to the Euro debt crisis , competition from bigger rivals, the changing dynamics of delivering business solutions to clients, and the growing voices from among clients against IT jobs being outsourced by the US. In FY 2014 and FY 2015, Wipro’s growth in terms of revenue slowed down to 6.4% and 7% respectively, while the industry par growth was around 11-12% during the same time. In 2015 and 2016, the company posted annual revenues of US$ 7,536 million and US $7,735 million respectively. According to T. K. Kurien (Kurien),.
After taking over as CEO of Wipro in July 2020, Delaporte drew up a set of priorities for Wipro as he aimed to transform the company into a powerful next-generation software giant. Under his leadership, the company aimed to achieve industry leading growth and improvement in all its segments. He analyzed the threats and opportunities faced by Wipro by discussing them with senior leaders and teams across the units at the company. He regularly interacted with customers, clients, and employees across all levels through virtual meetings. As of October 2020, he had boarded over 100 customer and 20 partner meetings. In his first letter to Wipro employees, Delaporte wrote, “Despite the immediate challenges, I have no doubt that we will emerge stronger..
Though Wipro’s revenue growth for the quarter ending September 2020 was 2 %, much below the Tier I IT companies, it outperformed its own estimates with robust results. Wipro’s active client base improved from 1,070 in Q3 2020 to 1,136 in Q3 2021. The new customer figures improved to 89 for Q3 2021 from 79 in Q3 2021. Wipro’s stock surged by almost 70% between July 2020 and December 2020. Delaporte stressing on growth being top priority at Wipro,.
Some analysts opined that for the restructuring to be successful, execution would be key. They cautioned that the restructuring process could be time-consuming and fraught with teething troubles. Travel restrictions imposed due to the pandemic made meetings and plans complicated, leading to delays in execution..
Exhibit I: Quarterly Growth Rate of Top Five Tech Companies in India (BFSI Vertical)
Exhibit II: Wipro’s IT Services Annual Revenue (FY 2011-12 to FY 2019-20)
Exhibit III: Wipro’s Stock Performance(2016-2019)
Exhibit IV: Wipro: Consolidated Income Statement (2015-2019)
Exhibit V: Comparative Annual Revenues of Top IT Companies in India ( FY 2016-2019)
Exhibit VI: Annual Revenue Growth of Tier 1 IT Companies of India (in %)
Exhibit VII: Five Focus Areas Identified by Wipro’s Management
Exhibit VIII: Wipro’s New Operating Model - Countries and Focus Areas
Exhibit IX: Wipro’s New Operating Structure
Exhibit X: Wipro: Income Statement
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