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SUBMITTED BY
BTech + MBA
ACHYUT CHANDRA
NEIL MATHEW
SHIKHAR AGNIHOTRI
SHOUMIK GOSWAMI
UTSAV KHURANA
SUBMITTED TO
DR ANJANI...
Wipro Limited was incorporated on 29
December 1945, in Mumbai by Mohamed
Premji as 'Western India Vegetable
Products Limit...
Wipro Ltd. has a long history of innovation
and intrapreneurship.
Wipro’s first brush with corporate
entrepreneurship coul...
In 1980, an energetic, committed team of
15 professional R & D and marketing
managers was brought together and in a
small ...
However, the 100 member R&D team faced
a situation when their expertise was no
longer required by any division in WIPRO.
T...
Another most recent example of corporate
entrepreneurship at work in Wipro was
how the internal quality initiatives were
t...
WIPRO ENTREPRENEURIAL CULTURE
 WIPRO followed meritocracy based
system (a system in which the
talented are chosen and mov...
There were a large number of corporate
spin outs like:
• Mindree Consulting started by Ashok
Soot and Subroto Bagchi
• e4e...
In their next attempt, the company put
together a more structured Innovation
Programme to take most outstanding
ideas to t...
Role of the Innovation Council is to
evaluates proposals and to provides
internal funding for the best ones.
The Innovatio...
At the root of this Innovation Programme
lie both individual and collective
attempts to find answers to some critical
ques...
Azim Premji, Chairman of WIPRO:
Wipro culture all these years is brought to
surface in the form of a slogan:
Innovation is...
WIPRO has councils, consisting of all our
financial, human resources, quality and
marketing people. They typically meet 4 ...
THANK YOU
REFERENCES
News Article (Live Mint)
http://bit.ly/1GLphBR
Business Essay (UK Essays)
http://bit.ly/1C4CeFD
Onlin...
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Corportate Entrepreneurship at WIPRO

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My Presentation on the Corporate Entrepreneurship seen at WIPRO. It starts with a brief idea of how WIPRO started, the opportunities utilized, the challenges faced and how those issues were ingeniously resolved.

This was presented as part of the Corporate Entrepreneurship Course by the B.Tech + MBA batch (Dual Degree) (2010-2015), Amity University, comprising of ACHYUT CHANDRA, NEIL MATHEW, SHIKHAR AGNIHOTRI, SHOUMIK GOSWAMI and UTSAV KHURANA.

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Corportate Entrepreneurship at WIPRO

  1. 1. SUBMITTED BY BTech + MBA ACHYUT CHANDRA NEIL MATHEW SHIKHAR AGNIHOTRI SHOUMIK GOSWAMI UTSAV KHURANA SUBMITTED TO DR ANJANI KUMAR SINGH CORPORATE ENTREPRENEURSHIP AT WIPRO
  2. 2. Wipro Limited was incorporated on 29 December 1945, in Mumbai by Mohamed Premji as 'Western India Vegetable Products Limited’ later abbreviated to 'Wipro'. It was initially set up as a manufacturer of vegetable and refined oils in Mumbai, Maharashtra, India under the trade names of Kisan, Sunflower and Camel. The company logo still contains a sunflower to reflect products of the original business. In 1966, after Mohamed Premji’s death, his son Azim Premji returned home from Stanford University and took over Wipro as its chairman at the age of 21. UTSAV
  3. 3. Wipro Ltd. has a long history of innovation and intrapreneurship. Wipro’s first brush with corporate entrepreneurship could be traced way back in late seventies when it started its Information Technology business. In late seventies, foreign corporations such as Coca Cola and IBM pulled out of India. This was due to the unfriendly policies of the Government of India headed by Prime Minister Morarji Desai. Because of it, Wipro recognized that there was a market for Indian vendors of computers and software.
  4. 4. In 1980, an energetic, committed team of 15 professional R & D and marketing managers was brought together and in a small laboratory at the Indian Institute of Science (IISc) Bangalore. The team developed the first Indian mini computer based on Intel 8086 chip. A year later, the company released Wipro 456, a spreadsheet program similar to Lotus 123, a top seller in the U.S. at the time. WIPRO focused on the Indian Market building computer systems and softwares for corporate clients. It acquired licenses from global hardware and software giants and with the help of the improved 100 member strong R&D team, they would develop architecture suitable to the Indian Market.
  5. 5. However, the 100 member R&D team faced a situation when their expertise was no longer required by any division in WIPRO. The concept of “Lab on Hire” was conceived by Dr. Sridhar Mitta, the then R&D Chief at Wipro to leverage the technology competencies developed over one decade by providing R&D services to erstwhile technology partners like Intel, Sun, Motorola and Cisco. This way, it captured more value for the company by putting to use an idling resource group profitably. Over the years the R&D services business grew rapidly and became one of the main revenue earners for Wipro Technology. SHOUMIK
  6. 6. Another most recent example of corporate entrepreneurship at work in Wipro was how the internal quality initiatives were translated into a quality consulting practice with over 150 `customer touch' Six Sigma projects under way. The internal quality measurements had set the benchmark for other companies. Leveraging the lessons from its internal quality initiatives, the company developed a copyrighted Six Sigma for software methodologies. Though the Quality Consulting business of Wipro started in 2002 and was just a little over two-years- old, but the division was fast emerging as a key contributor to the company's revenues.
  7. 7. WIPRO ENTREPRENEURIAL CULTURE  WIPRO followed meritocracy based system (a system in which the talented are chosen and moved ahead)  WIPRO was a very open organization completely devoid of politics.  WIPRO nurtured an entrepreneurial culture.  WIPRO allowed free space for innovation to take root and flourish. While some of the ideas got the support of the top management and were taken to the market within the umbrage of Wipro, some other ideas did not get blessings of the power that be resulting in spin outs. NEIL
  8. 8. There were a large number of corporate spin outs like: • Mindree Consulting started by Ashok Soot and Subroto Bagchi • e4e Labs started by Dr. Sridhar Mitta • Exodus started by K.B. Chandrasekhar • and many others. This was another problem. Top professionals left WIPRO in pursuit of their entrepreneurial ambitions. In their first attempt to retain their professionals, they offered them various incentives like offering stock options. However, the wealth made millionaires of several WIPRO employees, and gave them the financial security they needed to step out.
  9. 9. In their next attempt, the company put together a more structured Innovation Programme to take most outstanding ideas to the market on a ongoing basis. This was more practical and structured process. The innovation would go through various stages of approval and commitments of funds. An idea has to meet certain goal sets before going through the next stage of support. There is also “financial measurement system” to enable Wipro staff share the gains generated by their ideas. It formed the Innovation Council (formed of senior managers) in late 2000s to take most outstanding ideas to market. This led to higher hit rates and cost effectiveness.
  10. 10. Role of the Innovation Council is to evaluates proposals and to provides internal funding for the best ones. The Innovation Council is made up of senior managers but the ideas are gathered ‘bottom-up’. It is the engineers and project managers who are immersed in the technical issues and generate the creative long-term ideas. Council’s job is to choose the best ones and sponsor the same, based on its analysis of how the resulting technologies and components will, in turn, provide value to its corporate customers or integrated into their products. SHIKHAR
  11. 11. At the root of this Innovation Programme lie both individual and collective attempts to find answers to some critical questions: • Is WIPRO attracting the best talent and keeping the talent challenged and contemporary? • Is the innovation creating higher value for our customers? • Are we doing low risk experimenting to filter out “good” ideas from the truly outstanding ones? • Are we taking positions on technology developments and building skills to anticipate tomorrow? • In the process of work within the organization are we continuously eliminating redundancy and non- value adds?
  12. 12. Azim Premji, Chairman of WIPRO: Wipro culture all these years is brought to surface in the form of a slogan: Innovation is Wipro, Wipro is Innovation There has been a constant focus on bench marking and upgrading in Wipro. It keenly follows the companies like Hindustan Lever, Infosys and GE and tries to adopt the best practices. Wipro continuously compares itself with those considered best on various functions. WIPRO tries to understand the process and see how you can bridge the gap or exceed the gap. This is a continuous process. ACHYUT
  13. 13. WIPRO has councils, consisting of all our financial, human resources, quality and marketing people. They typically meet 4 or 5 times a year, one or two days each time, and significant part of the agenda is sharing what the other is better at. So that improvement of one division is quickly transferred to the rest of the company. WIRPO is using processes like six Sigma to keep on fine tuning, reducing cost, increasing productivity and maintaining and improving consistency in the quality of our execution.” This trait of Wipro to continuously explore new ideas and seek change proactively helps company transform itself several times to face the future better by warding of any threats and capitalizing on the emerging opportunities.
  14. 14. THANK YOU REFERENCES News Article (Live Mint) http://bit.ly/1GLphBR Business Essay (UK Essays) http://bit.ly/1C4CeFD Online Article (VIKALPA) http://bit.ly/1C4D4lR

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My Presentation on the Corporate Entrepreneurship seen at WIPRO. It starts with a brief idea of how WIPRO started, the opportunities utilized, the challenges faced and how those issues were ingeniously resolved. This was presented as part of the Corporate Entrepreneurship Course by the B.Tech + MBA batch (Dual Degree) (2010-2015), Amity University, comprising of ACHYUT CHANDRA, NEIL MATHEW, SHIKHAR AGNIHOTRI, SHOUMIK GOSWAMI and UTSAV KHURANA.

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