Ten years ago organizations relied on centralized change centers of excellence, deploying standardized change methodologies in a traditional mechanistic approach. Typically, these frameworks were waterfall in nature, running in parallel with the overall program and designed to smooth the integration of program outcomes into business as usual.
The energy industry today is at a crossroads, and depending on one’s point of view, one might see either boundless opportunity or tumult and disruption....
CIOs are increasingly questioned about the ROI from technology investments, but shortcomings don’t always lie with the technology itself.
Change Management: A Consulting Add-On? Think Again.
Data, technology & marketing services enable faster time to market, optimized marketing spend, and a consolidated tech stack.
A combination of enablers like analytics, automation, personalization, social media integration and omni-channel experience, among others, enhance customer experience.
‘Enterprise’ and ‘escalations’ have become synonymous in telco world. With customers having greater control on their services and requests, telcos will have to deal less with the discontent amongst their enterprise customers.
The key to producing useful business architecture is to standardize and reduce complexity.
By 2030, Blockchain, smartphones and IoT networks could create a palm oil trading industry with near-perfect sustainability.
Develop an automation-centric strategy, bridge generational divides, & actively mitigate cyber-risks.
Experimentation with disruptive blockchain solutions is the way forward for wealth management firms.
By adopting the five sustainable levers of Agile Change, any organization can enjoy a greater return on investment.
Evolving your existing Shared Services into Global Business Services transforms cost cutting into an effective lever. .
Digital supply chain collaboration platforms can help water utilities meet their capital delivery commitments.
Dual supply chain management leads to innovation and consistency and enables organizations to meet customer demands.
Insurers need to examine the risk of sticking with the status quo as compared to leading industry collaboration.
By changing your focus to operational productivity you could potentially move your operating ratio 10 to 20 points.
For IT outsourcing to succeed, the transition must be treated as both an IT project and a Change Management project.
Supply chain strategists need to decide which markets and operating models they want to embrace to stay competitive.
Strategic Alignment and Deployment is not an overnight fix, but it’s a sustainable, even transformative one.
Streamlining and updating your reporting capability with the appropriate delivery model will enable you to significantly enhance your organization’s profitability, competitiveness, and ability to respond to the wider environment that it operates in.
By selecting the best tools to create a quality environment, any organization can and should become world class.
By breaking your mammoth supply chain into more manageable chunks, your business will gain the agility and control it needs in a competitive marketplace—and you can focus more on getting products to market rather than putting out fires.
This document summarizes Wipro Consulting Services’ point of view on a Target Operating Model and implementation roadmap for large global organizations to create a robust solution for their S2P Invoice Processing and Document Management system.
Businesses today need to consider a market scan that includes cross-industry innovation to succeed.
An integrated customer view can turn a rigidly siloed organization into one that makes customers feel understood.
The three levers of growth are gleaned from innovative insurance product development, sales, and claims processing
The business that has a steady stream of actionable information is the more agile, cost efficient, and better supply chain partner than the competition. How do you enhance the bottom line? In the context of supply chain, you do it with Demand Sensing.
Focusing on the key principles outlined in this POV will result in tremendous improvements and will accelerate returns on transformational investments—investments that are imperative to maintain a competitive edge in today's business environment.
A resilient, flexible, scenario-based supply chain provides a competitive edge during times of major disruptions.
Companies that implement new ERP systems can enjoy tremendous benefits if they take the right steps to plan the project and secure buy-in before tackling the job.
Wipro’s TOM for intercompany reconciliation and settlement is an accurate, cost effective and manageable solution.
Successful post-merger integrations are enabled by top-down accountability for business decisions early in the process.
One of the reasons Origin embraced Wipro was their focus on continuous improvement, innovation, and organizational cultural fit.
At a time when competition is so keen and so much is at stake, e-invoicing is another differentiating tool that can aid in your organization’s success.
The days of the primacy of assets as the differentiator in the industry are gone. Instead you have to look at processes and productivity, units of work,and delivery alternatives to be viable and, most importantly, consistently competitive.
S&OP relies on principles, rules, methodology, and specific measurable outcomes. But an S&OP implementation also calls for creative, incremental thoughts to address challenges.
Process Resilience is very important for industries which are either highly regulated, Internet-facing or serve end-user customers.
Wipro presented a success story at the Business Transformation & Operational Excellence Summit (BTOES18).
The most important business decisions are based on accurate people data. But chances are that most organizations don’t have it. The reason is that data exists in silos and it has been sliced and diced over time.
Businesses today are aware of the many benefits of enterprise mobility. They are therefore working on quickly adopting mobility solutions.
Businesses today realized that in these days of increased competition insulating the supply chain does not help. The current model of point to point interaction of suppliers and customers is high maintenance, has limited flexibility and is proving inadequate.
The HR function has seen moments of transformation over time. However due to the inability to bring about a complete change, it has not succeeded in assuming the role of a strategic business partner.