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Where Innovators Must Look for Inspiration
There was a time when Western innovators believed that innovation flowed downhill, from the developed to the developing world. If they were looking for new ideas to borrow, they typically looked no farther than their own domestic competitors. But innovation is now a global game. Many of the smartest, most audacious ideas can be found far from your home turf, in emerging markets where the local constraints of high poverty, limited infrastructure, and relatively low levels of regulatory drag combine to spark surprising breakthrough innovations. (3.29.14)
Driving Growth Through Strategic Workforce Planning
Years of economic stagnation have resulted in obsolete technologies and an aging, diminished workforce at a time when traditional business models are under threat. With the Eurozone's double dip recession at an end, now is the time for HR executives to use workforce planning to strategically transition their current workforce to meet future needs. (3.24.14)
Cyber Warfare, Governance, and the Art of War
Millions are spent annually on the latest in data security. But with cyber-attacks continuing unabated, it's become clear that it's not so much the technology that needs reassessing, it's the governance of the people and processes that surround the technology that requires a fresh look. (3.6.14)
The Top 3 Reasons Why ERP Transformations Fail—And How You Can Avoid Them
All too many businesses have been disappointed with new ERP systems when the anticipated business benefits don't magically fall into place. Technology, as critical as it is, is by no account the sole means of transforming a business into a streamlined organization. A successful ERP transformation starts with taking the right process steps in your initial planning. (2.21.14)
The New Airline CEM Strategy: Building Aspirational Journeys for Each Customer
The airline industry is striving to provide an individualized customer experience, but it's behind the curve and customers are losing patience. Airlines are collecting all the right data. What's needed is a different set of analytics to create an individual profile of each customer that addresses and enhances the complex decisions that go into making travel plans. (2.7.14)
Six Steps to Putting HR on the Path to Corporate Strategic Partner
The Human Resources function struggles to fulfill its potential as a strategic business partner. It's often reactive when it needs to be proactive, and it's had mixed results in balancing costly in-house expertise with cost-effective external resources. The solution? In our work with global organizations we've identified six key steps that HR functions must take to get on the right track. (1.29.14)
Partnering for Success: Transitioning from Shared Services to Global Business Services
When all of your competitors are using Shared Services to drive out costs, where is your leverage? Global Business Services is a philosophy supported by an operating model that can extend the value of Shared Services by improving customer retention, fueling product development, and growing top line revenue. (11.26.13)
Finding New Insurance Ideas in Unlikely Places
For Western insurance firms, markets aren’t growing, product innovation has stagnated, and costs are rising while customer satisfaction is falling. It’s an industry that's ripe for radical change, and for inspiration Western insurers should take note of the developing world, where insurers are thriving. (10.18.13)
The People Data Imperative
Fixing flawed "people data" is often stymied by confusion over which group owns the problem. By implementing a data simplification plan, HR executives can be at the forefront of transforming inconsistent information into an accurate, accessible resource for decision-makers. (8.14.13)
For Agility and Competitiveness, Turn to Variabilization
For companies seeking to cut costs while retaining the flexibility to deal with risk during volatile times, a mix of cost structures can be beneficial. Strategically adopting variability—not only in IT, but also in business processes and business infrastructure—can jump-start competitiveness by linking costs to revenue. (6.27.13)
Supply Chain Segmentation for Manufacturers: Scrapping the One-Size-Fits-All Approach
Different products have different characteristics, lifecycles, and customers that can't be shoehorned into a single planning and scheduling methodology. Multiproduct retailers long ago embraced supply chain segmentation. By lagging behind, manufacturers are missing out on customized responses to managing inventory that can increase profit and improve competitiveness. (5.23.13)
Enterprise Architecture for Communication Service Providers: Aligning Business Goals to IT
Siloed systems and architectures keep communication service providers from having the enterprise-wide view of business processes and underlying technologies that they need to prosper. A phased-in approach to transformation via Enterprise Architecture is the answer. (4.19.13)
The Global Supply Chain Goes Collaborative
Successful businesses strive to maintain a high level of customer service while hedging against supply chain disruptions. Not so long ago, that meant closing off and protecting their supply chains. But now, to stay competitive, business must aspire to reach previously unattainable levels of efficiency and speed—and that means radically re-thinking their approach to supply chain collaboration. (3.19.13)
Operational Productivity: A New Route to Improving Insurance Competitiveness
For years, insurance companies in Europe have used job cuts to respond to repeated bouts of bad news. Once things begin to improve, the jobs return, only to get cut again with the next troubled earnings report. To escape this disruptive cycle, insurers need to make fundamental changes to how they operate, but those changes need not be part of a 'big bang' solution. There's a path insurance companies can follow to stabilize their business—and it's one that also offers a competitive advantage. (2.1.13)
Driving Strategy to Execution
Successful strategic planning remains elusive for many companies, as strategies are rarely aligned correctly to processes and technology. A successful strategic plan is a dynamic, living document of actions that are grounded in the true drivers of an organization's full array of activities. The way to create such a plan is through a process called Strategy Alignment and Deployment, or SA&D. (12.7.12)
Six Steps to Successful APR-PQR Automation
Each year, pharmaceutical manufacturers are required to submit comprehensive product reviews to government health authorities—an expensive, time-consuming and error-prone undertaking that calls out for automation. Connecting the necessary product knowledge and business rules with the proper technology starts with six steps. (11.6.12)
The Intelligent Business: How Benefits-Led Business Intelligence Can Drive Value
More than ever, developing superior Business Intelligence (BI) is an essential component of success. To avoid the most common mistakes companies make in developing BI, you'll need to tap both your business and IT resources to create a benefits-led business case that has senior level support and is flexible enough to grow as your business evolves. (9.25.12)
Meet the Enterprise Smart Store
The shift of work processes from the office to the field via mobile apps is a productivity game-changer. But how will workers know which apps to use, and how will companies know which apps are the most effective for specific tasks or specific types of employees? The answer is the Enterprise Smart Store—a platform that will function as a "virtual personal shopper" for each worker. (9.6.12)
A Practical Approach to Post-Merger Integration
The goal of post-merger integration is to get the reconfigured company back in the marketplace as quickly and effectively as possible—doing business in the ways the deal envisioned. That goal faces two deadly enemies: uncertainty and an excess of process and governance. Both can be overcome with the same weapon: a lean, flexible, adaptive approach to identifying and resolving key operating decisions at the earliest possible moment. (8.10.12)
Driving Innovation for Transformation: How CIOs Can Capture the Opportunity in Mobile Business Applications
"Collaborative" Enterprise Mobility Applications (EMAs) extend business applications like CRM and workflow automation from the PC to mobile devices. But advancing from EMAs that replicate office procedures in the field to "Transformational" EMAs that will reinvent critical business processes requires a working partnership between your IT and Product Development resources. (7.18.12)
The Integrated Customer View
With consumer expectations at an all-time high, most companies have bolstered their customer-facing operations with improvements from staff training to simplified work processes to social media engagement. So why are so many consumers still frustrated and unhappy? (6.28.12)
Leaving the Comfort Zone: How the Communications Industry Can Capitalize on Enterprise Mobility Applications
Businesses in all verticals need an enterprise mobility strategy—and most will need a partner to help them create and deploy it. While the communications industry has strengths that make it well positioned to help, providers must migrate upstream from the communications layer to business applications that solve their clients' most complex problems. (5.21.12)
Supply Chain Vulnerability in Times of Disaster
Optimization has made supply chains more efficient and responsive, but it has also altered the supply chain risk profile, leaving many companies vulnerable to major variations in supply and demand caused by unforeseeable events. While disruptive events can't be predicted with accuracy, companies with a resilient supply chain will be able to anticipate such events better than their peers, minimizing damage to their bottom line. (5.12.12)
Not Just Another Round of Cost-Cutting: Why the Financial Services Industry Needs to Create Permanent Operating Efficiencies
In an increasingly commoditized financial services market, differentiation boils down to customer pricing and the customer experience—which means companies must reduce processing costs and improve productivity. For inspiration, financial services executives need look no further than how successful manufacturers handle their supply chains. (4.30.12)
E-Invoicing: Fulfilling the Promise of Collaboration
Everything about e-Invoicing is compelling, including the end goal of zero touch of traditional paper documents. Yet concerns about implementation have slowed the rate of adoption - concerns the author of this paper says can be readily addressed. (4.18.12)
Market Scan: Why Cross-Industry Innovation is Important in Building Supply Chains
The traditional sources of supply chain innovation don’t have to be the only ones. Some of the best sources of innovation can come from looking outside your own industry. This paper explains how companies can turn a traditional 'market scan' into a search for truly disruptive innovation. (3.12.12)
Mobility's Competitive Edge: How Enterprise Applications Are Transforming Business
Enterprise Mobile Applications (EMAs) have such radical implications for businesses that we conducted a survey of executives at the forefront of EMA deployments in North America. This report, produced with Wipro Mobility Solutions, shows early adopters are highly confident that EMAs will produce dramatic improvements in sales, operational efficiency, and employee productivity. (2.14.12)
Avoiding Quality Chaos
Western businesses have spent substantial amounts of time seeking quality by emulating the components of the Toyota Production System, or TPS. But the magic behind TPS isn't in its individual tools. Instead, it's in the ability to have all aspects of TPS available at all times and to use each approach only as appropriate. (1.16.12)
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Avoiding Cross-Cultural Clashes: A Collaboration Model for 21st Century Global Companies
Multinational teams should undergo cultural awareness training at the start of any important venture – but it has to be the right kind of training. The answers to four key questions can mean the difference between an approach that works for the long-run and one that leaves the door open for problems down the road. (11.11.11)
The Cure for High-Tech’s Chronic Inventory Distress: Product Lifecycle Segmentation
High tech businesses often can't satisfy demand for their most popular products due to availability issues, and they also experience inventory overhangs when a slump in demand catches them off-guard. The fix for these problems is creating a segmented supply chain based on product lifecycle. (10.21.11)
Designing a Lean-Based Supply Chain Using Demand Pull
Lean philosophy is popular as the basis for avoiding waste and enhancing operational efficiencies in manufacturing. Now, services organizations that intelligently embrace Lean tools and techniques in their supply chains can gain considerable advantages. (8.19.11)
Design with a Purpose: An International Bank Turns to Lean
If there is a general misconception about Lean, it’s that its place is in manufacturing, not in service-oriented industries. But that’s a fallacy. Industries like banking are starting to adopt Lean to transform their operations and become more efficient and customer-centric. (7.27.11)
Moving Forward in Reverse: Why U.S. Telecom Companies Should Forget the Past
At a time of rapid change, potent forces are chipping away at the traditional business model of U.S. telecoms. They must find a way to transition from owning and operating so-called "dumb pipes" to creating new portfolios of smart network services. (6.28.11)
The Top Three Reasons Supply Chain Transformations Fail
A supply chain can account for more than half of a manufacturer's cost of doing business. If it's weak, a manufacturer can't compete. Creating a dynamic, customer-focused supply chain is a challenge that starts with avoiding three common mistakes. (6.6.11)
Time for Growth: Get Your 21st Century Operating Model Moving
No company shrinks to greatness, but thanks to the worst recession since the Great Depression, contraction as a means of survival has been the strategy of many companies. Yes, there has been growth in profits, but it's been growth without revenues – and there's some $1.7 trillion in cash sitting on the sidelines of U.S. corporations. No wonder global economic growth is still anemic. (4.4.11)
The Coming Cloud Burst: A Game Changer for CIOs
With Cloud technology, organizations will be able to virtualize almost every aspect of activity, starting with IT. CIOs have a rare opportunity to reinvent their role by starting now with a "cloud incubator" based on a sense-and-respond market approach. (3.23.11)
The Origins of Origin's Transformation: From Traditional Utility to Energy Retailer
One of Australia's leading energy companies, Origin picked Wipro Consulting for a business transformation that aligned a new technology platform with a new operating model to create a more customer-centric and entrepreneurial organization. (3.7.11)
The Next Enterprise Transformation: Mobile Business Apps
The competitive 21st-century workplace is flat, flexible, and focused on getting the job done. Achieving that distinction will be the result of adopting mobile enterprise applications, a transformation enabled by the marriage of the emerging digital tablet and 4G technologies. (3.1.11)
Latin America: A New World Option for Offshoring
Latin America is developing into an attractive offshoring alternative for Europe-based businesses. Wipro Consulting's comprehensive ranking guide scores countries on cost effectiveness, talent and resource availability and other important criteria. (2.25.11)
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The People Data Imperative: A View From the Top
Improving your "people data" requires a collaborative effort between IT, HR, and business unit resources—a collaboration that focuses on data simplification, according to Wipro Consulting's Spyros Stamoulis and Martin Hill. (11.16.13)
Building Blocks for Successful S&OP
Sales & Operations Planning is both a science and an art. Like any science, it relies on principles, rules, methodology, and specific measurable outcomes. But an S&OP implementation also calls for creative, incremental thoughts to address challenges. Article by Sandeep Gupta and Charanyan Iyengar. (11.8.13)
Dollars and Sense in Application Security
Although it is difficult to quantify an ROI for security initiatives, investment in application security is logical for all businesses. Manohar Ganshani, of Wipro Consulting's Governance, Risk and Compliance Practice, is quoted. (9.4.13)
Enterprise Architecture Helps CSPs Align IT with Business Goals
Communication Service Providers must be flexible and agile in their all-around performance. The advantage goes to those who use Enterprise Architecture to provide a business-wide understanding of information flows, applications, and infrastructure with traceability across all business units. (9.2.13)
Enterprise Mobility is a Change Management Issue
Succeeding with enterprise mobility isn't just a technology challenge. It's also a people challenge, and that's an issue HR must solve through change management. Article by Jayanth Poorna and Deepak Alse. (8.8.13)
Controlling the Control Systems
All supply chain systems are subject to failure, and hedging against that possibility usually means adding monitoring and feedback mechanisms. But most control systems are the enemy of supply chain performance, creating additional work and slowing processes instead of identifying and addressing the root causes of performance unreliability. (8.5.13)
A Closer Look
Short-term thinking in the Insurance industry can be disruptive. But understanding the microeconomics of the business can help insurers thrive during the current difficult economic climate, according to Wipro Consulting's Mark Foster-Collier and Kris Denton. (7.31.13)
A More Competitive Supply Chain Approach for Manufacturers
Supply chain segmentation gives manufacturers greater agility and control. Those who have adopted it have improved responsiveness to customer demands by reducing stock-outs, increasing on-time deliveries, and helping their retail partners keep shelves stocked with what customers want. (7.1.13)
Outsourcing: Interview with Roop Singh
In this interview with Sramana Mitra, Roop Singh, head of Wipro Consulting Services, discusses the best outsourcing strategies in different areas of the world, explains benefits and challenges of nearshoring, and outlines future trends that are likely to drive the way business is done across industries. (6.27.13)
An Introduction to Wipro Consulting
Roop Singh, VP and Managing Partner at Wipro Consulting Services, is interviewed by ITPro Portal about the current business climate and innovations the firm is providing to clients. (6.20.13)
Developing a Collaborative Supply Chain
To stay competitive, businesses must aspire to reach previously unattainable levels of efficiency and speed. That means radically re-thinking their approach to supply chain collaboration. (6.10.13)
Big Data Boosts Enterprise Risk Management
Insurers have struggled to establish the unified technology and process environments needed to achieve enterprise risk management in their own businesses. Now big data has the potential to help. Wipro Consulting's Ali Bouhouch is interviewed. (4.5.13)
Channeling Your Inner Product Manager
To capitalize on the transformational power of enterprise mobility apps, CIOs must start thinking like nimble product managers. Article by Wipro Consulting's Deepak Alse. (3.28.13)
Five Questions CEOs Should Ask about their Supply Chain
Minimizing supply chain disruptions requires taking a best-in-class approach from the highest levels of the company. Article by Wipro Consulting's Brian Nolf and supply chain specialist Gerhard Plenert. (3.25.13)
Role of IT in the Current Economic Environment
The macro-economic crisis has shaped IT departments into nimble units that can have a clear understanding of the business, and the ability to demonstrate ROI, while keeping the existing costs under check. Article by Wipro’s Roop Singh. (3.5.13)
Black Swan Events Give Insurers Occasion to Improve Service and Efficiency
With extraordinary weather events becoming common, insurers can create cost savings, operational efficiencies, and customer service improvements by integrating disaster response with day-to-day operations, according to Wipro's Mark Foster-Collier and Jonathan Roberts. (2.26.13)
Social CRM: It's About the Strategy, Not the Technology
Why do so many businesses still silo social media in their marketing or e-commerce department? Wipro's David Volpe and Atanas Popov explain why companies need to incorporate their social media efforts within their global CRM strategy to create "Social CRM." (11.6.12)
Systems Management: Driving Innovation Should be the Main Objective
Many executives believe technology infrastructure is limiting their ability to achieve business goals. But, in fact, IT should be the growth engine of innovation, pushing the organization ever faster. Wipro Consulting's Roop Singh is quoted. (11.5.12)
Benefits-Led Business Intelligence Can Drive Value
Companies that have suffered through unsuccessful attempts to develop Business Intelligence (BI) have one major mistake in common. They approach BI as either a business issue or a technology issue, when in fact it is both. Wipro Consulting's Spyros Stamoulis and Gareth Cummins outline a different approach. (9.18.12).
IT Companies Step Into McKinsey Territory
For IT companies, management consulting creates stickier client relationships and expands access from the CIO to a broader range of CXOs. Wipro Consulting's Kirk Strawser is among the management consulting leaders interviewed. (9.17.12)
How CIOs Can Develop Mobile Apps That Employees Actually Use
When it comes to developing business apps, too many decision makers are focusing solely on technology-forgetting that technology isn't the solution; it's an enabler of a solution. What businesses need to focus on first is the experience of the potential users and what they want to do in a mobile context, according to Wipro Consulting's Joe Zurawski. (9.11.12)
The Facebook Business Twist
Facebook gives people of all ages a forum for sharing the minutest details of their lives, and gives brands an opportunity to connect with customers. But are businesses and other enterprises missing a bet by limiting their use of Facebook to customer outreach? Wipro Consulting's Vasudev Murthy reports on another use. (8.10.12)
Avoiding "Discovernance" - A Practical Approach to Post-Merger Integration
Post-merger integration is rarely straightforward, but most businesses find ways to make it slower, less effective and more expensive than it needs to be—a phenomenon authors Kris Denton, Matt Dauphinais, and Michael Vos call "discovernance." Here's how to prevent it. (7.16.12)
The Integrated Customer View
Consumers expect companies they do business with to have their entire customer data available at all times for all products and services. Meeting that expectation needn't require a major systems overhaul or "big bang" budget. Article by Philip Watt and Peter Barnsley. (7.13.12)
Euro Zone Concerns Hit Home
With the euro zone crisis deepening, Indian software companies are feeling the impact and taking note. Roop Singh comments on how Wipro Consulting is deepening its relationships with clients during this challenging time. (6.4.12)
Leaving the Comfort Zone: How CSPs and TEVs Can Capitalize on Enterprise Mobility Applications
Enterprise Mobility Applications are transforming business, and the communications industry is well positioned to help. But to succeed, communications service providers and equipment manufacturers will need a change in mindset. Article by Jan Woodcock and Marc Jacobson. (5.18.12)
Bankers Should Take a Cue from Manufacturers
Typically, the financial services industry addresses market cycles with short-term, across-the-board cost cuts, often based on industry benchmarking. But with the growing burden of regulatory requirements, low industry innovation, and small efficient upstarts able to manage the same profit levels as mega-players, the industry's mindset must change. (4.25.12)
Six Things Every Consulting Candidate Should Know
From outward appearances, business consulting is glamorous—but the process of getting into consulting is far from glamorous, and competition is fierce. Wipro Consulting Services authors Vasudev Murthy and Rex Trewin offer pointers to prospective candidates. (4.25.12)
E-Invoicing: Overcoming the Challenges of Implementation
Adopting e-Invoicing can potentially yield huge savings, resolve inefficiencies and errors, and create new business opportunities. Yet many organizations are reluctant to opt-in because of concerns about implementation—concerns Wipro Consulting author Noel Billing says can be readily overcome. (4.18.12)
The Changing Role of the CIO
No longer can the CIO dictate what he needs to provide; he now has to provide what is needed on a variety of platforms to deliver value to users and the organization. Article by Wipro Consulting's Roop Singh. (4.5.12)
Five Ways to Help Your Annual Strategy Succeed
The annual strategic plan that starts strong out of the gate is likely to lose relevance as the first quarter fades into the second, the third, and finally ends where the process began—assembling a plan for the next year. Here’s how to turn an annual ritual into a meaningful exercise. Article by Wipro Consulting's Vasudev Murthy. (3.28.12)
How to Implement an Effective Market Scan
Many companies neglect the most important element of a supply chain market scan: looking outside your own industry for innovative ideas to drive growth. Article by Wipro Consulting's Brian Nolf, Ramanan Sambukumar, and Panagiotis Tsiakis. (3.27.12)
Enterprise Mobile Apps: Let the Revolution Begin
In today's manufacturing world, leaders must embrace new intelligence tools or risk obsolescence. Article by Wipro's Jan Woodcock and Marc Jacobson. (3.12.12)
Quality Chaos
There's no universally accepted definition of quality, which means businesses, their customers, and their suppliers all look at it differently. Article by Wipro Consulting's Gerhard Plenert. (3.9.12)
Storage Virtualization: Companies Benefit from Better Performance and Efficiency
Storage virtualization can help reduce the sprawl and complexity of modern storage architectures through its ability to pool storage resources. Wipro Consulting's Mandar Vanarse is interviewed. (3.1.12)
Social Media and the CIO: Be the Gas Pedal, Not the Brake
Like it or not, your enterprise is now social. Social media should no longer be the exclusive province of the marketing department. Here are five key recommendations for how CIOs can add value. Article by Wipro Consulting's Vasudev Murthy. (2.28.12)
Wipro Bets Big on Consulting
Wipro's focus on consulting seems to be paying off. The company expects to have a $500 million consulting business in the next three years, according to Wipro Consulting Services managing partner Kirk Strawser. (1.12.12)
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Online Fraud Third Most Prevalent Crime in India, Per Survey
Indian companies have become more proactive with cyber-threats, although ensuring security is a bigger challenge than ever. Wipro Consulting's Manohar Ganshani, Governance, Risk and Compliance Practice Partner, is quoted. (12.19.11)
The Cost of Culture Clash
In today’s global economy, offshoring could be a key to your business’s success. But if you don’t do a good job of melding organizational cultures, your brilliant strategic move could be your company’s undoing. Article by Wipro's Jayanth Poorna. (11.7.11)
How Lean Principles Can Benefit Process-Driven IT
For many companies, IT tends to be a functional silo removed from the organization’s core operations. All too often that works against the goal of IT, which is to help system users make good decisions. We need to break that pattern. Article by Wipro's Gerhard Plenert. (10.8.11)
Opportunities and Headwinds for IT Firms' Management Consulting Push
With annual revenue approaching $200 million, Wipro Consulting Services aims to be "the largest pure-play business transformation consulting practice" in India, according to an interview with Kirk Strawser, Managing Partner of the firm. (9.28.11)
Lean Knowledge Work
Lean principles can be applied in some form to almost any kind of knowledge work, resulting in many of the same benefits that Lean creates in manufacturing and IT. Authors Bradley Staats and David Upton draw upon their research work with Wipro to draft a set of principles on how to make knowledge operations Lean. (9.28.11)
Cloud Control: Managing Data in the Cloud Requires the Right Touch
As the use of Cloud services continues to grow in size and relevance to today's businesses, IT managers are increasingly advised to embrace the change and learn how to manage these services as they co-mingle with existing data center resources. Interview with Wipro's Ramesh Subramanian (9.23.11)
The Problem with Cloud Computing Standardization
Cloud computing standards haven't yet gained traction, and industry observers say this could limit future adoption of the technology. Wipro Consulting's Nirlay Kundu is quoted. (8.5.11)
The Cure for Chronic Inventory Distress
High tech businesses often cannot satisfy demand for their most popular products due to availability issues, and they also experience inventory overhangs when a slump in demand catches them off-guard. The fix for this problem is creating a segmented supply chain based on product lifecycle. Supply chain blog by Wipro's Chris Gordon. (8.3.11)
Indian IT Firms Win More Clients by Banking on Consulting
Wipro started its consulting practice almost three years ago and it has been steadily increasing. In the next three and a half years, it plans to more than triple the number of consultants, from 1,500 to about 5,000. (8.2.11)
Are Tablets Right For Your Business?
Tablet integration succeeds when business conditions are met. Tablets are particularly effective in both sales and service industries, facilitating extreme multitasking, and they can reduce the transaction cost of global business delivery. Interview with Wipro's Jan Woodcock. (7.31.11)
Applying Change Management Practices in Government Organizations
Corporate and government organizations are both exposed to economic, technological and social forces. Yet the implications of change – its reception and process of acceptance - differ substantially in government, requiring a different change management approach. Wipro Authors: Vasudev Murthy and Dr. Vashima Shubha. (7.26.11)
Taking CRM to the Cloud
Over time a majority of CRM applications will migrate to the cloud, leaving traditional CRM systems out in the cold. CIOs should be working proactively with sales and marketing personnel to determine where cloud services provide the most benefits and to develop a joint policy on their use. Interview with Wipro's Roger Camrass. (6.22.11)
Why U.S. Telecom Companies Need to Get Out of the Pipeline Business
We do not envy the lot of U.S. telecom CEOs. Potent forces are chipping away at their traditional business model, and they must transition from owning and operating "dumb pipes" to creating new portfolios of smart network services. Authors: Wipro's Jan Woodcock and Vijay Govindarajan of Dartmouth's Tuck School of Business. (6.14.11)
How to Consolidate Data Centers
Data center consolidation is driven by financial needs and the opportunity to improve upon architecture and processes. It is also an opportunity to revisit the network contracts that support the organization. Interview with Wipro's Rakesh Pissay. (6.3.11)
Designing a Lean-Based Supply Chain Using Demand Pull
With a robust pull-based supply chain, organizations can improve on-time shipments, increase customer service levels, free working capital, reduce components obsolescence and improve the reliability of the supply chain. Wipro Author: Manoj Nanda. (5.11.11)
The Top Three Reasons Supply Chain Transformations Fail
Supply chain management used to be simple, but times have changed. Today, manufacturers have to contend with global competition, exchange rate fluctuations, product lifecycle compression, and, most important, rising customer power. Wipro Authors: Ramanan Sambukumar and Anil Vijayan. (5.2.11)
Nationwide Mutual Insurance Saves $2 Million Through Lean Operations
The buzz at the latest Gartner CIO Leadership Forum is around lean operations to add value to business by eliminating waste in IT. That's the approach Nationwide Mutual Insurance Co. took by engaging Wipro to help it gain process efficiencies in areas such as application development and maintenance. (3.31.11)
21st Century Companies Can't Cut Their Way to Growth
No company shrinks to greatness, and organizations can't simply expect that growth is their due for hard work and cutbacks. Growth has to be strategically cultivated and captured. Wipro Author: Chris Rooney. (3.24.11)
Cloud Strategy: What Every CIO Needs to Know
Cloud has the potential to virtualize almost every aspect of activity, starting with IT, and CIOs will have a rare opportunity to reinvent their role. Wipro Authors: Roger Camrass & Suhel Bidani. (3.22.11)
Business Apps Helping Drive iPad Adoption
The rapid creation of business apps by third party developers is helping efforts like Apple's "Joint Venture" to lure business users to iPads and other tablet devices. Interview with Wipro's Jan Woodcock. (3.2.11)
Enterprise Mobile Apps Will Transform How We Do Business
New mobile hardware, infrastructure and the increasing use of enterprise mobile applications offer organizations new ways to compete and win in today's global economy. Wipro Author: Jan Woodcock. (2.24.11)
The Killer App That's Transforming Business: Enterprise
Entrepreneurs of every size should take note. For the first time in history, the major drivers to enable a new mobile work style on a massive scale are in place. Wipro Author: Jan Woodcock. (2.9.11)
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Forrester: The Forrester Wave™ - Business Intelligence Service Providers, Q4 2012
Forrester says Wipro's "good mix of process consulting skills backed by leading technology" is behind its increasing ability to compete and win business against the former Big Four and other management consulting firms in Business Intelligence strategy and consulting services. (October 2012)
Forrester: The Forrester Wave™ - Business Technology Transformation, Q3 2012
Wipro has scored the highest possible scores for its vision, quality of consulting engagements, business organization, business alignment and management credentials. Wipro also scored among the highest in client references of all vendors profiled in the report. (August 2012)
TBR: Defining process excellence with Wipro IT Organizational Design
The need to drive more effective business decisions and leverage IT for efficiency, compels enterprise organizations to undertake initiatives to improve outdated systems and processes while eliminating costs. (2012)
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Forrester: Wipro Consulting Services: Can Wipro Finally Crack The Code?
Leading independent research firm Forrester cites Wipro Consulting Services as an example of a new breed of management consulting practice -- one that understands business issues as well as technology and can create a more realistic and arguably more successful business transformation experience. (2011)
TBR: Wipro Consulting and Lean
Technology Business Research reports on how Wipro Consulting is leveraging its Lean experience and consulting capabilities to help businesses use Lean to drive significant strategic benefits from a combination of customer, operational and financial improvements. (2011)
IDC: BT Uses Wipro for Business Transformation
BT, one of the world's largest communications services companies, used Wipro to drive significant reductions in the cost of its release-service introduction, testing, and deployment activities, while simultaneously driving significant increases in the efficiency and quality of these activities to improve the internal and external end-user experience. (2011)
TBR: Wipro Consulting and Magyar Telekom Create a Blueprint for an IT Factory
Technology Business Research believes Wipro's Process Excellence Practice leverages key strengths and differentiators that stem from its deep-rooted knowledge of IT strategy, organization redesign, process standardization, and change management. (2010)
IDC: Wipro Enhances Business Consulting with Execution
IDC reports on Wipro Consulting's Business Transformation Practice, established in early 2009 to provide an optimal structure to engage with senior business executives and offering the option to pursue modular or cohesive sub-practice specialties. (2010)
TBR: Wipro Consulting's Business Performance Management Services
Wipro Consulting Services' Process Excellence practice is successfully addressing the market need for standardized business processes through its Business Performance Management (BPM) services, according to this report by Technology Business Research. (2010)
IDC: Wipro's Transformational Consulting at ING
ING, one of Europe's leading financial institutions, needed to improve cost efficiency, timeliness, and quality in its IT development projects. IDC reports on why ING chose Wipro Consulting to provide expertise in design and implementation of the change using global best practices. (2010)
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Intercompany Reconciliation and Settlement
Manual processes and workarounds often hamper large companies in the reconciliation and settlement of their intercompany trading balances. A secure, scalable, affordable solution to the challenge isn't available from any of the major ERP or finance software providers. But Wipro Consulting's "Target Operating Model" provides the basis for a customized solution that addresses all of the major pain points. (3.12.14)
 
 
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Mark Vickery, Group I.S. & Change Director,
Premier Foods


Wipro Consulting Services have been instrumental in helping to establish our Business Performance Management Reporting programme at Premier Foods. Read more
Prince Waleed Naser F. Al-Saud, VP Corporate Affairs,
Riyadh International Catering Corp., Saudi Arabia


We have worked with many well known international consulting firms. But we were never as overwhelmed by the professionalism, commitment, and quality of work as we were with Wipro. Read more
Philippe Sersot,
Chief Technology Officer of CACIB


When we started the Programme to establish our Captive Centre in Asia, we understood that our colleagues will face significant challenges such as working with culturally diverse teams, language barriers, remote working and changes in roles and responsibilities. Read more