Can Abidali Neemuchwala Put An End To Wipro's Woes - Outlook Business

03/08/2016
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LeadStory
CanAbidali
NeemuchwalaPut
AnEndToWipro's
Woes?
Afterrelyingoninternal
choicesandbattlingbelow
industrygrowthrates,Wipro
turnstoanoutsidertoturnits
fortunearound
Kripa Mahalingam
WhenBengalurubasedITsoftwaremajorWiproannounceditsDecemberquarterearnings
onJanuary18,thefocuswasnotsomuchonthenumbersbutwhatthemanagementhadto
sayaboutitsfuturestrategypostitsrecentleadershipchange.Itwasanotherthingthatthe
numberswerentanythingtowritehomeabout.Dollarrevenuegrewbyamere0.3%,
sequentiallyimpactedbytheChennaifloods.Howeverinconstantcurrencyterms,itgrew
http://www.outlookbusiness.com/thebigstory/leadstory/canabidalineemuchwalaputanendtowiproswoes2510
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by1.4%meetingitsguidanceof0.52%.Thebrightspotforthequarterwasthatthe
companymanagedtobagsixneworders,largelydrivenbyitsglobalinfrastructureservices
business.WhilethecompanyindicatedthattheMarch2016quarterwillbeabetterone
witharevenuegrowthof24%,analystsfeelthatarecoveryisstillsomedistanceawayfor
Wipro.LeadingtherecoveryfromthefrontwillbeitsnewCEO,AbidaliNeemuchwala,who
waselevatedfromhispreviousrankastheCOO.Neemuchwalaspent23yearsatTata
ConsultancyServices(TCS)beforejoiningWiproinMarchlastyearandwilltakeoverin
February2016fromtheincumbentheadTKKurien,whosefiveyearstintcomestoaclose.
Theappointmentdidntreallycomeasasurprisetotoomany.Abidalibringsinsome
uniqueskillsaroundcoreexecution,whichneedstobethefocusofthecompanynow,says
Kurien.
AfterhandingoverthebatontoNeemuchwala,Kurienwillcontinueasthecompanys
executivevicechairmanandbeapartofWiprosboardtillMarch2017,ensuringasmooth
transitionanddevelopinganewtechnologyroadmapforthecompany.Neemuchwalawill
beWiprosthirdCEOsincetheeconomicslowdownin2008,whichsetthebeginningofa
newparadigmfortheITindustry.WhilecompaniessuchasTCSandCognizantwerequick
toadapttochangesinthemarketplace,Wiprostruggledduetointernalorganisational
modifications.ItsfailuretoreadthemarkettransitionmeantthatIndiasthirdlargest
softwarecompanylostoutonsignificantmarketshare,thusleavingittogrowatsubpar
industrygrowthrates(see:Laggingbehind).
ThenewsofNeemuchwalasexitfromTCS,whichfirstpoppedupontheleadership
WhatsAppgroup,cameasasurprisetoeveryone.The49yearold,whowasmentoredby
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TCStopgunNChandrasekaran,hasheldseveralkeyleadershiprolesattheITfirm.
EVENTS
However,hismostremarkablemilestonesremainscalingthecompanysBPObusinessand
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spearheadingtheacquisitionofeServeCitigroupsbackofficedivisionfor$505
million.ItsestimatedthatIndiaslargestsoftwareservicesplayerearnsarevenueof$500
millionfromCitigroupeveryyear.Apartfromhigherrevenue,Abidaliensuredcostswere
cutbymovingouteServesexpensivetopmanagementwhichinturncatapultedits
marginstothebestinclass.HeensuredthattheorganisationalstructureoftheBPO
remainedflexibleandnimbleforitssize,saysaTCSemployee.Hemovedpeopletonew
rolesandcreatednewpositionsaspernewbusinessdemandstoensurethatnoonebecame
complacent.Heplayedacrucialroleinautomatingalargepartofthebusinessandits
duringhistenurethatthebusinesscontributionincreasedfrom6.9%in200809to12%in
201314.AbidaliisalsocreditedwithimplementingtheGlobalNetworkDeliverymodelfor
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TCSUSclientsandhadevenforgedstrongrelationshipswithFortune500companiesin
theUS.
Laggingbehind
StrategicdecisionsgonewrongandslowdowninkeyverticalshaveleftWiprobehindintheraceto
thetop
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Source: Industry and analyst reports
AformerTCScolleagueofNeemuchwalarevealshowthenewWiproCEOscoredthe
GeneralElectricaccount,Heisgreatwithclientsandbuildingbusinesses.Hewasheading
theGEaccount.TheUSconglomerateisatoughclienttopleaseandisanaccountthatwas
thebreedinggroundforalotofpeopleinTCS.Knowntobeasoftspokenmanwhoprefers
tokeephisrelationshipsstrictlyprofessional,Neemuchwalaisashrewdbusinessman.The
exteammemberadds,TCSdidnothaveahireandfireculture.Neemuchwalahadvery
littletoleranceformediocrityandifanyonewasnotdelivering,hewouldbemovedoutof
theaccount.
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AstheTCSstalwartisallsettotakeoverthereinsatWipro,hehashisworkcutoutforhim.
ManybelievehehaswhatittakesbutwillneedthesupportofchairmanAzimPremjiand
theboardtoexecute.PeterBendorSamuel,CEO,EverestGroup,says,Abidaliisvery
stronginexecution,hehassuccessfullybuiltoneofthefastestgrowingbusinessesforTCS
andisprobablythebestbettoleadWiprooutofitsunderperformingstreak.Whilehemay
comewithatrackrecordofstrongexecutionskills,therealchallengeforNeemuchwalawill
betogettheentireorganisationalignedwithhisvision.
Whatwentwrong
ThegenesisofWiprosperformancewoeswaswiththeonsetoftheeconomicrecessionof
2008.SureshVaswaniandGirishParanjpehadjusttakenoverasjointCEOsacoupleof
monthsearlier.Asthefinancialcrisisimploded,theCEOsprioritywastofocusoncost
reductionandproductivityimprovement.So,Wiprosbenchwasdownsized,expenses
includingsalesandmarketingspendwerecutback,campushiringwashalted.Asa
result,thecompanywasabletoprotectitsmarginsfromtheimpactofthecrisis,even
thoughemployeemoraledipped.Butwhatcaughtthecompanyonthewrongfootwasthe
timingoftherecoveryandthechangeincustomerbehaviour.Thecompanyexpectedthe
recessiontolast1824monthsbutthingsdidntquitegoaccordingtotheplan.Notonlydid
theymisstherevivalinthemarketbutalsothetransformationinthewaycustomers
worked.
CEOTrail
AlookattheWiproleaderswhospearheadedthecompanyovertheyears,deployingvarying
strategies
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Clientswerelookingforvendorswhocouldnotjustreducecostsbutalsoincreaserevenue.
Theyweremovingfromcostarbitragetopayingonoutcomesandinvestingintechnologies
suchascloud,mobilityandanalytics.Wiprowaslatetoseetheneedtomovetoan
industryanddomainexpertisemodel.CognizantandTCSrecognisedearlyonthatthe
marketwasmovingfromalowcostdeliverymodeltoanindustryanddomainexpertiseled
model.So,theyreorganisedbyindustryandverticalandmovedtheirleadershipcloserto
thecustomer.Wiprowasaslowmover,stuckintheclassicfactorydeliverymodelthatwas
centrallycontrolledanditsexecutionproblemlimiteditsabilitytogrowfast,explains
Samuel.
Whileitscompetitorsinvestedalotmoreintheirsalesandmarketingeffortsinabidtohelp
customersmakethetransitionintheirbusinessmodels,Wiprocutbackonthesespendsin
anattempttomanagemarginsbetter.Salesandmarketingspendwasseenaspartof
overheadcostsandcompaniessuchasWiproandInfosyscontinuedtounderinvestinthe
areatomanageprofitability.ButintheITservicesbusiness,salesandmarketingspendis
morelikeaninvestment.Wiprosabilitytomineitsclientaccountswasimpacted,says
SudinApte,CEO,OffshoreInsights.Themarketfortraditionalserviceswasmovingoutofa
hypergrowthenvironmenttoamorematureone,whereitwasgettingharderandharderto
getnewclientsandtheopportunitieswereaboutgrowinginexistingcustomeraccounts.
WhileWiprospent1112%ofitsrevenueonsalesandmarketing,CognizantandTCSspent
around1820%oftheirrevenue.Itwasnosurprise,then,thatboththesecompaniestook
thelionsshareoftheincrementalrevenueoverthepastfiveyears,whileWiprolandedat
thebottomoftheheap.Forinstance,TCSandCognizantsnappedup34.6%and31.5%
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shareoftheincrementalrevenue(oftopfiveIndiancompanies)overthepastfiveyears,
EVENTS
whileWipromanagedtogarneronlyan8.7%share.Infosys,withsimilarproblemsof
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leadershipchangesandhighattritionrates,managedtocopebetter,witha13.4%market
shareoftheincrementalrevenue.IthasbeenadoublewhammyofsortsforWipro.Neither
hasitbeenabletowintherevenuegrowthgame,norboastofthebestindustrymargins.For
instance,inFY12,Wiproendedtheyearwithrevenueof$5.9billion,whileCognizanthad
justpippedthecompany,clocking$6.12billion(CognizantfollowsaJanuaryDecember
financialyear).CuttoFY16,andCognizantislikelytofinishtheyearat$12.41billion,
whereasWiproislikelytoclockrevenueofaround$7.6billion.Onthemarginfront,while
InfosysandTCSenjoyedoperatingmarginsof27.9%and26.1%,respectively,inFY15,
Wiprorecordedoperatingmarginsof23.1%.
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Whilebothcompanieshavemanagedto
marginallyimproveinFY16,operating
marginsforWiproarelikelytoendlower
at21.2%.Thecompanyhopestoimprove
itsmarginsbyusingautomation.Ithasset
itselfanambitioustargetofreducing
peopledeploymentby35%forsometasks,
insteadoptingforautomationtools,
artificialintelligenceenginesand
You must have a stable organisation. If you keep

tinkering with the DNA of an organisation, then you only
end up losing more than you gain
SudipBanerjee
Formerhead,enterprisebusiness,Wipro
algorithmbanks.Forstarters,inthe
December2015quarter,thecompany
managedtoreduceitspeoplerequirement
by4,300usingautomation.
ToaddtoWiprostroubles,its
organisationalstructurewhereitsverticalheadswereresponsibleforrevenuegeneration
andservicelineheadsmanagedcostsdidnthelpeither.Whiletheverticalledsalesteam
determinedthepricing,theservicelineheadswereresponsiblefordeliveryandkeeping
costsundercontrol.UnlikeTCS,whereeveryindustrialunit(ofthe25)isresponsiblefor
revenueandprofitandisfreetodecidethepricing,too,Wiprosverticalledsalesand
serviceteamsdidntworkwell.Andthatledtocustomersatisfactionissues.Infact,in2011,
someofitstopcustomersthreatenedtoshiftpartoftheirbusinesstoTCS,Cognizantand
Infosys.ClientminingalsobecameamajorconcernforWipro.Whileithasbeenscoring
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newaccounts,ithasnotbeenabletogodeeperintotheaccountrelationships.Inthe
EVENTS
Decemberquarter,revenuefromitstop10clientsdeclinedto19.3%comparedwith21%a
yearago.
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Systemreboot
In2011,PremjiandtheboarddecidedtodoawaywiththedualCEOstructureand
appointedTKKurien,whowasthenheadingtheecoenergybusiness.Inhis15yearstintat
Wipro,KurienledtheconsultingandBPObusinessesandthenewlyincubatedhealthcare
andlifesciencesbusiness.ButheisbestknownforhisturnaroundoftheBPObusiness.He
couldbuildstrongrelationshipsattheCEOlevelinclientorganisationsandalsogetintothe
nittygrittiesofoperationaldashboards.Therearenttoomanyleaderswhocanseethebig
pictureandyethaveagoodunderstandingofwhatshappeningontheground,says
MythilyRamesh,CEO,NextWealth.Ramesh,whohadworkedwithKuriencloselyforthree
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yearsduringtheturnaroundoftheBPObusiness,recalls,TheBPObusinesswas
consideredasuntouchablewithinWiprosincethemarginsweresolow.Wewouldtryand
alignwiththeverticalsbuttheywouldntwantanythingtodowithussincewewouldbea
dragontheiroverallmargins.Butwithinthreeyears,Kurienturnedaroundthebusiness,
bringingthemarginsonparwiththetechnologybusiness,shesays.Hemanagedtodoso
byreducingthecontributionofthecallcentrebusinessfrom95%to65%andincreasingthe
backofficeoperationsto35%,inadditiontogoingafterbilliondollardealsandbuilding
verticalpractices.
WhenKurientookoverastheCEO,there
weretoughdecisionstotakeandchanges
tobemade.Hebeefeduptheclientfacing
teamwithlateralhires,firednon
performingmanagersandincreased
spendonsalesandmarketing.Inabidto
streamlinetheorganisationalstructure,
heputyoungerclientfacingverticalheads
andgavethemmoreautonomytotake
I dont think leadership change is the problem. The

issue is making the right bets on new growth areas and
creating differentiated offerings
client.Salariesoftheleaderswerelinked
Executivechairman,HappiestMinds
SPECIALS
structure,whichhadvertical,serviceline
andgeographyheadssellingtothesame
AshokSoota
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decisions,insteadoftheexisting
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attritionlevelsintheirteams.
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Buttheentireprocesstooklongerthananticipated.IthinkPremjiwasrightinbringingTK
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inwhenthedualCEOstructurewasntworking.Butmuscleregenerationtakestime,
especiallywhenthereissomedamage.Musclebuildingcanbeacceleratedwithsteroidsbut
regenerationcannotbeaccelerated,saysKrishnakumarNatarajan,CEO,Mindtree.But
Kuriendidnthavetheluxuryoftime,sincetherewasalreadyasenseofurgencyforresults
tobedelivered.TKtookoverapaternalisticorganisation.Hemadealotofdrasticchanges
andhadtomovealotoftalent,whichaffectedmorale,andthepacehehadtomoveat
addedtotheconfusion,saysEverestsSamuel.
Changingcode
Notwithstandingthechangesatthetop,therehavebeenmultiplereshufflesinthe
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companysleadershipteam.SangitaSinghandAyanMukerji,whospentmorethantwo
decadesattheITservicesfirmandwereheadingthefairlylargehealthcare,telecomand
mediaverticals,quitinDecember2015.FollowingAnandSankaransexitinOctober2013,
thereweremultipleportfolioshifts.Sankaran,whowasheadingWiproInfotechandthe
globalinfrastructurebusiness,whichbroughtinnearlyonethirdofthecompanysrevenue,
leftafteramorethan20yearstint.GKPrasanna,whowasheadingproductengineering
solutions,wasbroughtintoleadtheglobalinfrastructurebusiness.ShajiFarooqwasroped
infromInfosystoheadadvancedtechnologies.HenowheadstheBFSIbusinessatWipro.
SoumitroGhosh,whoheadedfinancialsolutions,tookchargeofWiproInfotech.Asperthe
recentmanagementrejig,PrasannawillheadthenewlycreatedMarketing,Innovations&
TechnologywhileBMBhanumurthy,whowasheadingthebusinessapplicationbusiness,
getsbumpeduptoCOO.SudipBanerjee,whowastheformerheadofWiprosenterprise
business,feelsthatthefrequentchangesatthetophavedonemoredamagethangood.You
cantkeeplosingpeople,especiallythosewhohavebeenwiththecompanyformorethan
twodecades.Everytimesomeoneleaves,youhavetocarveoutthebusinessandgiveitto
someoneelse,andthatcreatescompletechaosdowntheline.Youmusthaveastable
organisation.IfyoukeeptinkeringwiththeDNAofanorganisation,thenyouonlyendup
losingmorethanyougain,hesays.
Losingthefirstmoveradvantage
Wiprowasthefirsttoidentifythegrowthopportunitiesininfrastructuremanagementservices,
thefastestgrowingsegmentintheITindustry,butlosttheedgetoTCSandHCL
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Source: PhilipCapital
ButAshokSoota,oneofWiprosearliestCEOsandnowthechairmanofHappiestMinds,
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feelsthatthesechangesareinevitable,especiallywhenthecompanyisgoingthrougha
challengingtime.Changeisinevitablebecauseyoudontwanttobegrowingatslowerthan
theindustrygrowthrate.Idontthinkleadershipchangeistheproblem.Theissueis
makingtherightbetsonnewgrowthareasandcreatingdifferentiatedofferings.Itneedsto
focusonagrowthorientedstrategyratherthanacostreductionstrategy,aversSoota.
Inthepast,Wiprohasbeenknowntopicksomemarketopportunitiesaheadof
competition,butitfailedtocapitaliseonitsfirstmoveradvantage.Take,forinstance,the
infrastructuremanagementservices(IMS):WiproacquiredInfocrossing(revenueof$238
million)in2007for$600milliontoaddtoitsofferingstheendtoendcapabilitiesofIMS.
By2010,theIMSbusinesswasnearlyabilliondollarpracticeforWipro,evenaspeerssuch
asTCSandHCLwereclockinghalftherevenueofWipro(see:Losingthefirstmover
advantage).IMShasbeenoneofthefastestgrowingsegmentsfortheindustry,andwhile
rivalsTCSandHCLleveragedontheopportunityandgrewtheIMSbusinessnearlyfour
timesitssizeinthepastfiveyears,Wiprohasonlymanagedtodoubleitsbusinessduring
thesametime.Itsinfrastructurebusinesshasbeengrapplingwithgrowthissuesas
customerscontinuetomovequicklytothecloud.Cloudcomputingtechnologyis
transformingthenatureofbusinessintheinfrastructurespaceandeverythingisnowbeing
definedbysoftware.Wiproisconfidentthattheinvestmentsithasmadeinthisspacewill
helpitleveragetheshiftinthemarket.Infact,intheDecemberquarter,thecompany
managedtobagsomelargedeals,whichshouldbringsomegrowthmomentumbackinthis
business.
Similarly,WiprowasamongthethefirsttoofferR&Dservicesasanoutsourcedservicebut
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itfailedtoscaleupthebusiness.TechnologywasWiprosstrengthanditfailedtoleverage
EVENTS
thatstrength.OneofthereasonsforWiprosearliersuccesswasbecauseitattractedgood
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peopleandgavethemthefreedomtooperate.Somewhere,thesystemsovertookthepeople.
Itisimportanttohaveprocessesinplaceasyougrowlargerbuttheprocessesmustensure
youstaynimbleandagile,pointsoutDrSridharMitta,managingdirector,NextWealth
Entrepreneurs.
Inthepastdecade,thebusinesshas
remainedstagnant,whereasHCLandTCS
havemanagedtogrowby17%onaverage
duringthesameperiod.Ininfrastructure
services,itwasnotabletomaintainthe
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leadithadandallowedcompetitionto
catchup.AsfarasengineeringandR&D
servicesareconcerned,ithasignoredthe
practicebecausetheybelievedthe
businessdidnthaveenoughscalebut
HCL,TCSandPersistentSystemshave
investedinthebusinessandmanagedto
growitrapidly,saysApte.
In tough times, when tough calls need to be made, I

would bet on an outsider, as an insider may try the same
thing more efciently and that may not work
KrishnakumarNatarajan
CEO,Mindtree
Digitaldisruption
Apartfromsomebaddecisions,Wipro
alsopaidthepriceforhavingasub
optimalportfoliomix.Unfortunately,two
ofthelargestverticalsthatthecompany
hasthehighestexposuretooilandgasandtelecomhaveseenahugeslump,leadingto
shrinkingdemandforITservices.Inthecaseofoilandgas,whichcontributes16%to
revenue,thedeclineincrudeoilpricefrom$100perbarreltoa12yearlowof$30hasseen
spendingbyoilandgascompaniesreducebymorethanhalf,leadingtoadeclinein
revenue.Similarly,intelecom,notonlyWiprobutalmosteverycompanyincludingTech
Mahindra,whichuntilnowmanagedtobuckthetrendandgrowcomplainedofdemand
beingimpactedbydelayeddecisionmaking.Nonewprojectsarebeingawarded.Evenin
theBFSIspace,wheredemandbouncedbackstrongly,insuranceandcapitalmarkets,
whereWiprowasfocused,arereachingsaturation.Also,CognizantandTCShavebuiltfar
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strongerpositionsinBFSIandhealthcare,thetwoverticalsthatstillwitnessafairbitof
EVENTS
demandmomentum.
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Unfortunately,itwasacombinationofbadluckandbaddecisionsforWipro,saysApte.
Aboutfourofitstop10clientswerefromtheoilandgassector.Andasthecompanylostout
tocompetitiononsomeexistingbusiness,despitehavinghadsomestrongdealwinsof$3
billioninFY15,(almostdoublethatofthepreviousyear),growthratesforWiproinFY16
weremuted.EvenInfosys,thecountryssecondlargestITservicesfirm,whichhadsimilar
woesofunderperformance,isexpectedtopoststrongernumbersinFY16comparedwith
Wipro.InfosysraiseditsannualrevenueguidanceforFY16from1012%to12.813.2%ona
constantcurrencybasis(whicheliminatescurrencyfluctuations).
Asthemarketfortraditionalservicesmatures,thegainswillcomefrommarket
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consolidation.Cognizantisalreadyplayingthisgamebyacquiringcompaniesthatnotonly
addtoitscapabilitiesbutalsogrowth.Overthelastdecade,theUSbasedITbehemoth
generated$7.4billionofcashandspent$3.3billiononacquisitions(45%).Wipro,onthe
otherhand,apartfromits$600millionInfocrossingacquisitionin2007,madeastringof
smalleracquisitions,spending22.9%ofitscash,whichisstillhigherthantherestofthe
Indianfirms.Ratherthangoingforabigbangacquisition,Wiproadoptsastringofpearls
acquisitionstrategy.ThecompanyacquiredUSbasedsecuritiesprocessingand
administrationservicesproviderViteosfor$130million.Theacquisitiongivesthefirm
accesstohedgefunds(thebuysideofthesecuritiesmarkets).Wiproalreadycaterstothe
sellside(brokingfirmsofthesecuritiesmarket).Inearly2015,WiproacquiredDenmark
baseddesignfirmDesignitfor$95milliontostrengthenitspositioninthedigitalspace.It
alsoacquiredGermanITconsultingfirmCellentAGfor73.5milliontoexpandits
presenceincontinentalEurope.Wiprohasindicatedthatitwillcontinuetoscoutforbuys
intheengineeringspace,forhealthcareplaysintheUSandmorefirmsintheNordicregion
toexpanditspresencethere.Aptefeelsthatthisistherightstrategytopursueatthispoint.
Wiproneedstogetthingsinorderinternallybeforeitbeginstolookforlargebuys.Alarge
acquisitionrequiresalotofmanagementattentionandrightnow,thecompanysfocusmust
beonimprovingcustomersatisfactionandminingexistingaccountsbetter.
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Technology was
Wipros strength and it
failed to leverage that
strength. Somewhere,
the systems overtook
the people
The traditional
incremental growth is
coming from cloud, big
data, etc. That talent
has to be acquired from
start-ups
As the market
moves to a new
inection point, the
question isnt if Wipro
can, but can any Indian
rm make the pivot?
SudinApte
SridharMitta
VBalakrishnan
PeterBendor
CEO,OffshoreInsights
MD,NextWealth
Entrepreneurs
FormerCFO,Infosys
Right now, the

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company
must focus
more on improving
customer satisfaction
and mining existing
accounts better
Samuel
FounderandCEO,Everest
Group
AccordingtoEverestsSamuel,themarketisatyetanotherinflectionpoint,whereitis
movingtoanIPledservicesmodel.VBalakrishnan,formerCFOofInfosys,believesthat
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mostIndianITcompaniesmustlookatacquisitionstoaddcapabilitiesinnewgrowthareas
likecloud,mobility,bigdataandtheInternetofthings(IoT).Thetraditionalbusinessis
gettingcommoditised,soyouarenotgettingthepricepointsyouusedtogetandthatis
impactingthemargins.Whiletheincrementalgrowthiscomingfromcloud,mobilityand
bigdata,youcantbeanexpertineverything.Thattalenthastobeacquiredfromstart
ups,hesays.Digitaltransformationremainsabigtheme,withcompaniessuchas
AccentureandCognizant,whohavebuiltuplargedigitalpractices,benefittingfromthe
surgefordigitaltransformationservices.WhileTCSgetsabout13%ofitsrevenuefrom
digital,formostIndiancompanies,includingWipro,itformslessthan10%.Asthemarket
movestoanewinflectionpointofIPledservices,thequestionisnotwhetherWiprocan,
butcananyIndiancompanysuccessfullymakethepivot?Theyknowhowtoinvestin
peoplebasedmodelsbuttheydontunderstandIPfocusedmodels,Samuelpointsout.
NeemuchwalahasindicatedthatthecompanywillcontinuetoinvestindigitalandIPled
solutionsandlookatmergersandacquisitionstoaugmentitsofferings,helpingits
customersmakethedigitaltransformationfaster.
AccordingtoMindtreesNatarajan,thechangeintheindustrypresentsagreatopportunity
foranyonetodisrupttheexistingplayers,asthecustomerconnectwithexistingvendorsis
notthathighandtheywouldwanttoworkwithvendorswhoareexperts.Hebelievesthat
forWiprotomakethebigchangesitneedstomake,anoutsiderlikeNeemuchwalaisthe
rightchoice.Inchallengingtimes,whentoughcallsneedtobemade,Iwouldbetonan
outsiderbecauseaninsidermaytryanddothesamethingmoreefficientlyandthatmaynot
work.HebelievesthatjustasVishalSikkabroughtasenseofpurposebacktoInfosys,
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NeemuchwalacouldhavethesameeffectonWipro.Thechallengewillbearoundexecution.
EVENTS
HedrawsupacricketanalogyastowhatWipromustdo.Thepitchisgreenandtheballis
seamingeverywhere.Youneedtoputyourheaddown,lookforthesinglesandwaitfora
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badballtoscoreafourorasix.Accordingtohim,thereisnothinglikesmall,consistent
winstobringtheconfidenceback.
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WIPRO
CEO
ABIDALINEEMUCHWALA
GLOBALNETWORKDELIVERY
COGNIZANTANDTCS
ASHOKSOOTA
TKKURIEN
AZIMPREMJI
WIPROINFOTECH
NCHANDRASEKARAN
SURESHVASWANI
GKPRASANNA
CITIGROUP
GIRISHPARANJPE
SOUMITROGHOSH
VISHALSIKKA
12/18
03/08/2016
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ArupBhanjaExcellentwriteup.
djrishinterestingread..keepsharing
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Can Abidali Neemuchwala Put An End To Wipro's Woes - Outlook Business

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03/08/2016

THE BIG STORY

THE BIG STORY

THE BIG STORY

THE BIG STORY

You must have a stable organisation. If you keep

I dont think leadership change is the problem. The

THE BIG STORY

THE BIG STORY

In tough times, when tough calls need to be made, I

THE BIG STORY

Right now, the

THE BIG STORY

Picture Abhi Baaki Hai

From good day to better

Bad debt or death bed?

"My concern is the

THE BIG STORY

THE BIG STORY

THE BIG STORY

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