| Pub. Date | : October, 2021 |
|---|---|
| Product Name | : The IUP Journal of Organizational Behavior |
| Product Type | : Article |
| Product Code | : IJOB291021 |
| Author Name | : Smita Kulkarni*, Syeda Maseeha Qumer** and Syeda Ikrama |
| Availability | : YES |
| Subject/Domain | : Arts & Humanities |
| Download Format | : PDF Format |
| No. of Pages | : 19 |
The case focuses on corporate restructuring at Wipro, one of the largest IT companies in India. Wipro's CEO, Thierry Delaporte, announced a huge restructuring exercise, the first since he took charge of the company in July 2020. The restructuring of the company was aimed at simplifying the existing organizational structure and driving growth in all markets beyond the US. Wipro, which was one of the leaders in the Indian IT space, had been witnessing a slump in revenues since 2012 compared to other IT peers. Its inability to adapt to new technologies, its conservative approach, unimpressive acquisitions, slow economic growth, growing competition, and unwarranted price concessions to clients were some of the reasons for its underperformance. As Delaporte embarked on a major restructuring at Wipro, the challenges before him would be to boost revenues, build a strong talent pool, strengthen market share, help the company regain its market position, and drive growth amidst the Covid-19 pandemic.
In November 2020, India-based global information technology, consulting, and business process services company Wipro Ltd.'s (Wipro) newly appointed CEO and MD, Thierry Delaporte (Delaporte), announced a major organizational restructuring to turnaround the company's struggling business and meet the changing needs of its customers and clients. As part of the restructuring, Delaporte reduced layers of management, focused on a client centric model, and moved the decision-making authority across industry verticals and geographies. He replaced Wipro's existing structure of seven Strategic Marketing Units (SMUs), service lines,