index

1 introduction 2

2 Vision of wipro 5

3 Mission of wipro 6

4 Goals of wipro and culture 7

5 Nature of business in wipro 9

6 Knowledge management 11

7 Achievements 13

8 Wipro km practises 15

9 HumbleBeginnings:Mid-1940to 1970 15

10 Differtent division of company 29

11 conclusion 36

12 reference 37

1
 Introduction
Wipro started as a vegetable oil trading company in 1947 from an old
millfounded by Azim Premji's father. When his father died in 1966,
Azim, agraduate in Electrical Engineering from Stanford University,
took on theleadership of the company at the age 21. He repositioned it
and transformedWipro (Western India Vegetable Products Ltd) into a
consumer goodscompany that produced hydrogenated cooking oils/fat
company, laundry soap,wax and tin containers and later set up Wipro
Fluid Power to manufacturehydraulic and pneumatic cylinders in 1975.
At that time, it was valued at $2million.In 1977, when IBM was asked to
leave India, Wipro entered theinformation technology sector. In 1979,
Wipro began developing its owncomputers and in 1981, started selling
the finished product. This was the first ina string of products that would
make Wipro one of India's first computer makers.

The company licensed technology from Sentinel Computers in the

United Statesand began building India's first mini-computers. Wipro
hired managers whowere computer savvy, and strong on business
experience.

2
Wipro Limited (Wipro) is a global information technology (IT) services
company. Wipro provides outsourced research and development,
infrastructureoutsourcing, business process outsourcing (BPO) and
business consultingservices. The Company operates in three segments:
IT Services, IT Products,Consumer Care and Lighting. The IT Services
segment provides IT and ITenabled services to customers. The IT
Products segment sells a range of Wipro personal desktop computers,
Wipro servers and Wipro notebooks. The Companyis also a value added
reseller of desktops, servers, notebooks, storage products,networking
solutions and packaged software. The Consumer Care and
Lightingsegment manufactures, distributes and sells personal care
products, baby careproducts, lighting products and hydrogenated
cooking oils in the Indian andAsian markets. On June 10, 2011, the
Company acquired the CommercialBusiness Services Business Unit of
Science Applications International Corporation .

Wipro Technologies is a global services provider delivering

technologydrivenbusiness solutions that meet the strategic objectives of
its clients. Wiprohas 55+ ‘Centers of Excellence’ that create solutions
around specific needs ofindustries. Wipro delivers unmatched business
value to customers through acombination of process excellence, quality
frameworks and service delivery innovation.

3
In 1980 Wipro moved in software development and started developing
customized software packages for their hardware customers. This
expanded theirIT business and subsequently developed the first Indian
8086 chip.Since 1992 Wipro began to grow its roots off shore in United
States andby 2000 Wipro Ltd ADRs (American Depositary Receipts)
were listed on theNew York Stock Exchange.The company's revenue
grew by 450% from 2002 to 2007. This successhas led to higher salaries
(wages have been growing by more than 14% per yearsince 2005),
which puts pressure on the company's margins.

4
 VISION OF WIPRO

The Vision of WIPRO is to contribute for global e-society, where a wide

range of information is being exchanged beyond time and space over
globalnetworks, which breaks down the boundaries among countries,
regions andcultures, allowing individuals to take part in various social
activities in animpartial, secure way.

To do continuous effort to enhance people's lifestyle and quality by

means of developing new technology in wireless communication.

5
 MISSION

The Mission of WIPRO is to be a RF System Solution Provider, through

its innovative research and design works for a new world of broadband
wirelesscommunications.

6
GOALS OF WIPRO

 To support customers who rely on our ability as an advanced RF

SystemSolution Provider
 To build up core competencies through collaboration with
technologicalpartners
 contribute to the Ubiquitous Networking Society by providing
chip level RFsystem solutions

SPIRIT OF WIPRO

 Intensity to win

 Act with sensitivity

 Unyielding integrity

CORE VALUES OF WIPRO

 Outstanding
 Teamwork
 Challenge
 Spirit

7
CORPORATE CULTURE

Everyday at Wipro is challenging and thought provoking. What is tested

is drive, enthusiasm and initiative. New ideas are appreciated and
innovation isencouraged. Necessary support is given to transform a good
plan into action.

8
NATURE OF BUSINESSES OF WIPRO

 IT Services: Wipro provides complete range of IT Services to the

organization. The range of services extends from Enterprise Application
Services (CRM, ERP, e-Procurement and SCM) to e-Business solutions.

 Product Engineering Solutions: Wipro is the largest independent

providerof R&D services in the world. Using "Extended
Engineering" model forleveraging R&D investment and accessing
new knowledge and experienceacross the globe, people and
technical infrastructure, Wipro enables firms tointroduce new
products rapidly.

 Technology Infrastructure Service: Wipro's Technology

InfrastructureServices (TIS) is the largest Indian IT infrastructure
service provider in termsof revenue, people and customers with
more than 200 customers in US,Europe, Japan and over 650
customers in India.

9
 Business Process Outsourcing: Wipro provides business
processoutsourcing services in areas Finance & Accounting,
Procurement, HRServices, Loyalty Services and Knowledge
Services. In 2002, Wipro acquiring Spectramind and became one
of the largest BPO service players.

 Consulting Services: Wipro offers services in Business

Consulting, ProcessConsulting, Quality Consulting, and
Technology Consulting.

10
Knowledge Management in WIPRO:

Since its inception, Wipro, with its open culture, has believed
incultivating knowledge and with its business expanding, it has become
all themore critical to get knowledge intensive, and implement an
enterprise wide KMsystem. Since there is no accepted standard
framework for KM, Wipro hasevolved a framework in accordance with
its needs, to achieve its business vision.It has been designed to build on
the existing efforts in the organization andenhance the culture of
knowledge sharing and utilization. To build and sustain aKM system, a
cultural change in the propensity to share knowledge isfundamental,
which is the most difficult part of knowledge management.
Anorganization should be able to induce the requisite behavioural
change amongpeople who are the contributors and users of knowledge.
It requires strongleadership to bring in cultural changes, set the right
direction, and continuouslymonitor progress. Using appropriate rewards
and recognition programmes is also necessary. This framework
encourages both bottom-up and top-downapproaches to accelerate the
culture change.

11
Objectives Knowledge Management in Wipro

Mature the organization to a competency based and knowledge driven

organization.Enable new technology/practices adoption for
diversification and growth.Develop competency extension framework to
create new businessopportunities.

12
 Achievements of Wipro:

 First Indian IT Service Provider to be awarded Gold-Level Status

in
 Microsoft's Windows Embedded Partner Program.
 World's largest independent R&D Services Provider.
 World's 1st PCMM Level 5 software company.
 World's 1st IT Services Company to use Six Sigma.
 The first to get the BS15000 certification for its Global Command
Centre.
 Among the top 3 offshore BPO service providers in the world.
 Only Indian company to be ranked among the 'Top 10 Global
Outsourcing
 Providers' in the IAOP-Fortune Global 100 listings.
 First company in the world to be certified in BS 7799 (2002)
security
 standards.

13
Wipro’s KM Practices

Wipro follows meticulous KM practices in order to excel in its ITeS

business.Some of the best practices followed by Wipro Technologies
are:KM servers are maintained for each and every individual
development centre,which integrates with Wipro’s main KM server.
Each and every individualemployee will have read only access to this
database and authors will have theread/write permissions for their
respective articles.

Each and every team is having KM lead who administers the team’s KM
database. KM leads collects the information from all members of the
team andare responsible for editing them and uploading them into
central KM database ofWipro.

Weekly KM meetings are held by each and every team. Apart from
trainingsgiven to freshers; various discussions and brain storming
sessions are conductedin order to generate new ideas. All the KM
meeting discussion MOM’s (minutesof meeting) are sent by KM leads
of the team.

14
Wipro strives to continuously improve its KM practices by recognizing
the bestpractices across the organisation and encouraging its employees
to innovate best
KM practices. Wipro annually recognises the Best KM lead, Best KM
practiceand Best KM Team across Wipro. Wipro annually conducts and
celebrates anevent for knowledge management recognition.

15
Humble Beginnings: Mid-1940s to Early1970s

Western India Vegetable Products Ltd. (Wipro Limited) was founded in

1945 by M.H. Premji. The company sold vanaspati solidified sunflower
oil to retailers, who sold it in bulk, scooping 50 and 100 grams for
customers who brought along their own containers. In 1947 the same
year that India gained independence from British rule, 32-year-old
Premji laid the foundations of a vegetable oil mill at Amalner in
Maharashtra. When Pakistan's prime minister offered him a position as
finance minister, Premji turned it down, citing his loyalty to India and
his fledgling cooking oil business. Little did either man know that later,
in the new millennium, Wipro's value would dwarf Pakistan's gross
domestic product. Wipro went public in 1947 for roughly $30,000.

Premji continued his political career along with his business in India. He
became the first Indian chairman of Bombay Electricity Board and a
board member of the Reserve Bank of India, the State Bank of India and
the Life Insurance Corporation of India. But Premji's untimely demise
occurred in 1966, due to a heart attack. Soon after, his 21-year-old son

16
Azim left his unfinished studies in engineering at Stanford University in
the United States and returned home to India to take over the business.
What used to be a sleepy business run by various members of the family
now became a highly professional one, leaving Azim Premji as the only
one in the family working at Wipro—a characteristic that still would
hold true decades later.

Premji planned to professionalize, diversify and expand his father's

business, which was already valued at about $3 million. He immediately
recruited top-notch managers from the renowned Indian Institute of
Management (IIM), where top graduates are also courted by blue-chip
firms in the West. "We were the pioneers in packaging for the mass
market," explains Premji. "We went from bulk packs of vanaspati to
[single-use] consumer packs." The packaging innovation took off, and
the marketing and distribution network expanded into rural areas. At this
point, the company had no plans to go global. By 1971 business nearly
doubled from when Azim Premji took over.

Going High-Tech: Mid-1970s to Late1980s

The company's first departure from its main cooking oil business came
about in 1975. Drawing Azim Premji's his engineering background, and
at the suggestion of one of the new IIM recruits, M. Seethapathy Rao,

17
Premji launched Wipro Fluid Power, an operation that manufactured
hydraulic and pneumatic cylinders. And under the direction of P.S. Pai,
Wipro's consumer care division expanded beyond oil in 1979,
establishing operations in soaps, toiletries, and baby care products.
Along with major expansions in distribution, Wipro's consumer care
division gained so much financial strength for the company that the
company was able to further diversify into IT and healthcare
instruments.

Wipro would diversify into computers almost as soon as India's

computer industry began to develop in the mid-1970s. At the time, the
Indian government was the largest purchaser of computers sold in India,
and was standardized on the Unix-based platform, which helped Indian
companies build a solid reputation in Unix-based software development.
The growing IT industry in India attracted multinationals such as IBM,
Motorola, and Texas Instruments, who took advantage of India's wealth
of low-cost engineering labor. But in 1977 the Indian government
decided to throw out U.S. computer giant IBM over a dispute about
investment and intellectual property, creating what Premji saw as a
golden business opportunity. He quickly set up an electronics unit. But
instead of luring ex-IBM employees into his business, Premji hired
managers from a truck maker and a refrigeration company.

18
In 1980 Wipro launched information technology services for the
domestic market, setting up in Bangalore a crack-team of R&D and
marketing managers, headed by Ashok Narasimhan. Their
professionalism, innovation and insistence on quality were to make
Wipro the No. 1 listed information technology company in the country
within the next 15 years. By 1984 the company diversified into software,
which it would discontinue by 1990, but it led to Wipro's foray into its
growth business, software services. Wipro began manufacturing PCs and
workstations in 1985, quickly building brand recognition and securing
the enviable position of commanding a premium price over the
competitions' cheap clones. Wipro assembled and redistributed hardware
for U.S. companies like Nortel, Sun Microsystems, and Cisco Systems.

India's $80-million market in medical equipment attracted General

Electric Co. (GE), which in 1989 chose Wipro for a joint venture to
develop and distribute ultrasound devices and other medical instruments,
especially throughout India and South Asia. In addition to creating a
new business segment for Wipro, the joint venture instantly secured
Wipro's reputation as a software integrator and led to scores of R&D
contracts with major companies, including Cisco Systems, Hitachi, and
Alcatel. Wipro GE came to be the largest exporter of medical systems.

Rapid Growth and Expansion in the 1990s

19
India's software industry continued to take off throughout the nineties, at
a compounded annual rate of nearly 60 percent for most of the decade.
India quickly became the third-largest supplier of IT labor, and its
communications infrastructure rapidly improved. Part of this growth was
driven by a growing number of U.S. corporations that began to tap into
the cheap IT labor market in India, often for 40 percent to 60 percent
less than the cost of U.S. labor. As a result, Wipro typically contracted
out teams of engineers to work at U.S.-based companies. As successful
as this model was, it could not be counted on to last, due to mounting
competition and Wipro's growing need to offer more sophisticated
technology solutions.

Wipro began to shift its IT business away from costly on-site

development projects in the United States, to more profitable offshore
development closer to home. To help keep its competitive edge, the
company replicated the development labs of some of its major clients,
including AT&T, IBM, and Intel Corporation. And while Wipro
continued to offer a range of programming services, including hardware
design, networking, and communications and operating system
support—it continued to diversify into other lines of business. In 1992
the company established a new lighting business, offering a range of
lighting solutions for domestic, commercial, industrial, and

20
pharmaceutical lab environments. Wipro discarded its PC brand in 1995
when it formed a joint venture with Acer, a Taiwan-based computer and
peripherals manufacturer and distributor.

By 1998, Bangalore became one of the many IT centers in India, with

about 250 high-tech firms, plus about 100 just outside the city's limits.
And Wipro became the center of this Indian "Silicon Valley," as India's
second-biggest software exporter. Both software and hardware
businesses generated 57 percent of the company's sales, and 75 percent
of its profits, with software employees numbering over 5,600 of the
company's 9,000 total. Still, Premji saw continued value in keeping
Wipro's non-IT businesses, which he was always quick to point out were
the best in their niche markets. The company invested about 25 percent
of its advertising budget into branding for its consumer care and lighting
division. The Santoor brand, for example, grew by 20 percent in 1997.
Wipro's power cylinder business grew at a similar rate as its hardware
business, and kept the company well poised to benefit from any boom in
future infrastructure expenditures. In 1998 Wipro started exporting
hydraulic cylinders throughout Southeast Asia. Also, a lot of synergies
existed between the medical systems and IT businesses within Wipro.
Wipro GE emerged as the largest healthcare systems company in South
Asia in 1998, and in that same year, became the top exporter of such
systems in India.

21
Wipro proved to be a nimble and formidable competitor throughout the
nineties. From 1991 to 1997, for example, Wipro went through six
corporate restructurings, keeping the company ready to adapt to the
constantly changing technological landscape. By September of 2000
Wipro's technologies division completed what may have been the most
significant restructuring effort, re-engineering the division's operations
toward four major market sectors: content housing platforms (computers
and Web servers), content transportation (networking media), content
access devices (mobile phones, PCs, etc.), and service providers. And
even its Six Sigma quality initiative, which aimed to reduce the defect
rate to virtually nothing, already led to an eightfold gain over the
investments in its first 20 months, which began in 1997. Wipro projected
that it would apply the Six Sigma concept, allowing a maximum of 3.4
mistakes for every one million opportunities for error, to every key
process by 2002.

Going Global in the 21st Century

Wipro seemed to have survived the effects of the U.S. economic

slowdown of 2000, with massive layoffs and profit warnings, and raced
ahead in 2001 amid its own soaring growth rates and a huge expansion
in its operating margins. Given that 60 percent of India's IT-related

22
services and software exports were tied to the U.S., Wipro's unscathed
emergence was remarkable. By the end of March 2001, the company's
net income hit a record $138 million (up 106 percent from the previous
year), and operating margins grew from 18 to 24 percent that same year.
While revenues from U.S. clients declined to 64 percent from 70
percent, revenues from Europe climbed from 24 percent to 29 percent,
and revenues from Japan did the same from 5 to 6 percent. With a fleet
of 150 Japanese-speaking engineers, and some 800 engineers dedicated
to Japanese customers including Fujitsu, NEC, Daiwa, Sony, Toshiba,
and NTT DoCoMo, Wipro's Japanese business promised to grow along
with other continued investments in a diversified customer base. Wipro
decided to set up an Asia-Pacific regional base in Singapore in 2001. By
this time, Wipro had a total of 209 active clients, the top five of whom
were: fiber-optic network equipment major Nortel Networks; British gas
transport firm Transco; U.S. conglomerate GE; telecom equipment
manufacturer Lucent Technologies; and French telecom equipment
maker Alcatel.

Along with diversifying its customer base, Wipro set out to expand and
deepen its IT service offerings and become a global tech powerhouse
that directly competes with giants such as IBM Global Consulting,
Accenture, and Electronic Data Service. Even though Wipro came out of
2000 quite well, India's IT industry quickly became flanked with

23
growing competition from countries such as Ireland, China, Vietnam,
and the Philippines. And even though 60 percent of Indian software
exports were absorbed by businesses in the U.S. in 1999, that accounted
for only 2 percent of the global total.

Wipro decided to go beyond the unglamorous back-office code-writing

on contract, and pursue even more high-profile, high-paying projects
that involved e-business development, new software products, and end-
to-end business/system consulting. Instead of doing small portions of
large IT software solutions, Wipro would set out to develop
comprehensive, end-to-end solutions, which included both software
services and hardware, and often involved outsourcing the simpler code
work to other countries. For example, in August of 2000, Wipro
launched a "Portal-in-a-Box," which was a fixed-price, end-to-end
solution to help businesses create a sales presence on the Web. Wipro's
new "upstream" strategy would not only help stave off the growing
competition, but also enable Wipro to continue its growth, and keep its
staff immune from the temptation to go West and start up their own
software companies. Wipro also continued to aggressively refocus on
offshore projects and expand its efforts in the domestic market.

Wipro has come a long way from its simple sunflower oil business. At
the start of the new millennium, Wipro continued to prove itself a

24
pioneer in three main businesses—consumer care and lighting,
healthcare technology services, and information technology—altogether
encompassing a broad range of high-quality products and services. With
its solid reputation in these businesses, deep ties with major world
companies, and newly opened offices including the United Kingdom,
Germany, Paris, Singapore, the Middle East, and the United States,
Wipro promised to quickly become a true multinational corporation.

Principal Subsidiaries:Wipro Inc. (United States); Enthink Inc. (United

States); Wipro Japan KK (Japan); Wipro Welfare Limited; Wipro
Prosper Limited; Wipro Trademarks Holding Limited.

Principal Divisions :Information Technology; Consumer Care &

Lighting; Healthcare Technology Services.

PrincipalCompetitors :Accenture; Booz-Allen; Cambridge

Technology; Cognizant Technology Solutions; Compaq; Computer
Sciences; Deloitte Touche Tohmatsu; EDS; Ernst & Young; GE;
Getronics; Hewlett-Packard; Hindustan Lever; IBM; Infosys
Technologies; Johnson & Johnson; McKinsey & Company; KPMG;
Perot Systems; Philips Electronics; PricewaterhouseCoopers; Procter &
Gamble; Sapient; Satyam; Siemens; Silverline Technologies; Tata
Enterprises; Unilever; Zenith.

25
Wipro Personal Computing Products:–
DesktopsEntry Level:
• • Wipro Desktop WSG37205
• • Wipro Desktop WSG37555
• • Wipro Desktop WSG15C55
• • Wipro Desktop WSG15D55
• • Wipro Desktop WSG41155.

Mainstream:
• • Wipro Desktop WSG53255
• • Wipro Desktop WSG37555
• • Wipro Desktop WSG15C55
• • Wipro Desktop WSG15D55
• • Wipro Desktop WSG41155.

Performance:
• • Wipro Desktop WSG38105
• • Wipro Desktop WSG41155

Gaming PC :
• • Intel® Processor based

• • AMD Processor based

Palm–Sized PC:
Protos Desktop

Wipro Green Computing:

• • Wipro Desktop WSG 15D55V
26
• • Wipro Desktop WSG 37555V.

27
Note Book:
• • Wipro 7B1610

• • Wipro EM4700

• • Wipro 7B1630

• • Wipro 7E1100

• • Wipro 7B1100

• • Wipro 7B3800

• • Wipro 7710P

• • Wipro 7B1650.

Server:
• • Entry level and dual servers

• • Performance Segment

• • Blade server

• • Enterprise class server.

AMD– performance & Enterprise

classWiproLooKeys.Supercomputing
Services offered by the company:
• • System Integration

• • Managed Services

• • Total Outsourcing

• • Application Development and Portals

28
• • Business Transformation Services

• • Security Governance

• • Data Warehousing and Biz Intelligence

29
 Different divisions of the company:

Wipro Technologies – Wipro Technologies is the global IT services

business division of Wipro Limited. With over 20 offices around the
world, Wipro Technologies is the No.1 provider of integrated business,
technology and process solutions on a global delivery platform.

Wipro Infotech– Wipro Infotech is the leading strategic IT partner for

companies across India, the Middle East and Asia–Pacific – offering
integrated IT solutions. We plan, deploy, sustain and maintain your IT
lifecycle through our total outsourcing, consulting services, business
solutions and professional services.

Wipro Consumer Care and Lighting– Wipro Consumer Care and

Lighting, a business unit of Wipro Limited, has a profitable presence in
the branded retail market of toilet soaps, hair care soaps, baby care
products and lighting products. It is also a leader in institutional lighting
in specified segments like software, pharma and retail.

Wipro Infrastructure Engineering – Wipro Infrastructure Engineering

was Wipro Limited’s first diversification in 1975, which addressed the
hydraulic equipment requirements of mobile original equipment
manufacturers in India. Over the past 25 years, the Wipro Infrastructure

30
Engineering business unit has become a leader in the Hydraulic
Cylinders and Truck Tipping Systems markets in India, and intends
growing its business to serve the global manufacturing requirements of
Hydraulic Cylinders and Truck Tippers.

Wipro GE Medical Systems – Wipro GE Medical Systems is a joint

venture between Wipro and General Electric Company. As a part of GE
Medical Systems South Asia, it caters to customer and patient needs
with a commitment to uncompromising quality. Wipro GE is India’s
largest exporter of medical systems, with unmatched distribution and
service reach in South Asia. Wipro GE pioneered the manufacture of
Ultrasound and Computed Tomography systems in India and is a
supplier for all GE Medical Systems products and services in South
Asia.

Wipro's service-offerings include:

Analytics and Information Management BusinessApplicatioServices
Business Process Outsourcing Services Cloud Services Consulting
Services Eco Energy Services

31
Infrastructure Management Services Mobility Solutions Product
Engineering Services Wipro Limited also has a hardware business unit
called Wipro Infotech that sells notebooks, desktops and storage devices
primarily to government departments and public sector undertakings
(PSUs) in India. Wipro's subsidiaries include Wipro Consumer Care &
Lighting, Wipro GE Medical Systems Limited and Wipro Infrastructure
Engineering.

Wipro Limited joined with KPN (Royal Dutch telecom) to form a joint
venture company "Wipro Net Limited" to provide internet services in
India. In 2000 Wipro launched Wipro OSS Smart and Wipro WAP
Smart. In the same year, Wipro was listed on the New York Stock
Exchange.

32
In February 2002, Wipro became the first software technology and
services company in India to be ISO 14001 certified. Wipro Consumer
Care and Lighting Group entered the market of compact fluorescent
lamps, with the launch of a range of CFL, under the brand name of
Wipro Smartlite. As the company grew, a study revealed that Wipro was
the fastest wealth creator for 5 years (1997–2002). It set up a wholly
owned subsidiary company (Wipro Consumer Care Limited) to
manufacture consumer care and lighting products. In 2004 Wipro joined
the billion dollar club. It also partnered with Intel for i-shiksha. In 2006,
Wipro acquired cMango Inc., a US-based technology infrastructure
consulting firm, and a Europe-based retail provider. In 2007, Wipro
signed a deal with Lockheed Martin. It also agreed to acquire Oki
Techno Centre Singapore Pte Ltd (OTCS) and signed an R&D
partnership contract with Nokia Siemens Networks in Germany. In
2008, Wipro’s entered the clean energy business with Wipro Eco
Energy.
In April 2011, Wipro signed an agreement with Science Applications
International Corporation (SAIC) for the acquisition of their global oil
and gas information technology practice. In 2012, Wipro employed more
than 70,000 H-1B visa professional temporary workers in the United
States.
In 2012, Wipro acquired Australian Trade Promotions Management firm
Promax Applications Group (PAG) for $35 million. Also, in that year,

33
Wipro Ltd. demerged its consumer care, lighting, furniture,
infrastructure engineering (hydraulics and water and medical diagnostic
business) into a separate company to be named 'Wipro Enterprises Ltd'.
Prior to demerger, these companies together contributed about 10% of
the revenues of Wipro Limited.
In 2014, Wipro signed a 10-year $1.2 billion contract with ATCO, a
Canadian Energy and Utilities corporation based in Calgary, Alberta.
This was the largest deal in Wipro's history. In October 2016, Wipro
announced that it was buying Appirio, an Indianapolis-based cloud
services company for $500 million. In 2017, the company expanded its
operations in London.
In 2017, Wipro Limited won a five-year IT infrastructure and
applications managed services engagement with Grameenphone (GP), a
major telecom operator in Bangladesh and announced it would set up a
new delivery centre there.
In 2018, the company began building software to help with the General
Data Protection Regulation (GDPR) in Europe. In March 2018, Wipro
said it would be buying a third of Denim Group. In April 2018, the
company sold its stake in the airport IT services company JV.

34
In August 2018, Wipro paid US $75m to National Grid US as a
settlement for a botched SAP implementation that a 2014 audit
estimated could cost the company US $1 billion. Wipro had been hired
as systems integrator in 2010, but errors in the rollout, intended to
replace an Oracle system, caused serious losses and reputational
damage.
To compete with Hindustan Unilever and Procter & Gamble, in May
2018 Wipro Consumer Care and Lighting announced it would increase
Indian distribution of its acquired personal care brands Enchanteur and
Yardley. Other recent acquisitions included Unza Holdings, LD
Waxson, and Zhongshan. On May 3, 2018, it was announced that Wipro
was opening manufacturing locations in Andhra Pradesh and
Guangzhou. On May 4, 2018, it was reported that Wipro's stock value
had been decreasing. The day earlier, it was reported that HCL would
likely unseat Wipro that quarter as the third largest Indian IT company,
after TCS and Infosys.
In 2019, Wipro Consumer Care and the Ang-Hortaleza Corporation
signed a share purchase agreement for the sale of 100% of the latter's
stake in the personal care business of Splash Corporation, the companies
announced on Monday, April 29.
IIT-Kharagpur partners with Wipro for advanced research in 5G and
artificial intelligence. IIT-Kharagpur and Wipro will focus on AI

35
research applicable in the healthcare, education and retail sectors as well
as in domains such as climate change and cybersecurity

Today Wipro Limited is the first PCMM Level 5 and SEI CMM Level 5
certified IT Services Company globally. Wipro provides comprehensive
IT solutions and services, including systems integration, Information
Systems outsourcing, package implementation, software application
development and maintenance, and research and development services
to corporations globally.

In the Indian market, Wipro is a leader in providing IT solutions and

services for the corporate segment in India offering system integration,
network integration, software solutions and IT services.

36
Conclusion:

Wipro faced many barries when it first started, the biggest as its CEO
mentioned in an interview with Forbes was that they were looked as a
joke being a consumer care company going into technology. That's why
they changed their name from Western India Products Limited to Wipro.
It was about the credibility. But they invested a lot in R&D and talent.
Wipro put plenty of support money into building custom solutions and
into building a strong after-sales service network that was not very
prevalent in those days.

Today the IT industry is strong and so its Wipro. Wipro has presence
around the world and even in Latin Amerca where it has been difficult
for them to acquire the experience. Wipro is a company that keeps
growing, and expanding around the world.
Wipro is doing recruitment from American, European campuses and are
now starting Japanese campuses. They are setting up a center in Atlanta,
where they will be recruiting from universities, and would like to build
up to 500 people. They'll probably have two more centers in the U.S.,
typically in low-cost areas, university towns. Community sensitivity and
visa concerns make this essential, and it makes sense to have a local
cadre, apart from employees gained through acquisitions

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References:

https://www.referenceforbusiness.com/history2/73/Wipro-Limited.html

https://www.researchgate.net/publication/319329517_A_Study_on_Cor
porate_Social_Responsibility_Initiatives_of_Wipro_Ltd

http://wiproltd.blogspot.com/2008/04/conclusion.html?m=1

https://www.google.com/url?sa=t&source=web&rct=j&url=http://shodh
ganga.inflibnet.ac.in/bitstream/10603/18278/7/07_chapter%25202.pdf

https://en.m.wikipedia.org/wiki/Wipro

https://wap.business-standard.com/company/wipro-
614/information/company-history

https://www.wipro.com/en-IN/about-us/

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