Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Darden Business Publishing
Version: February 2003
Length: 7 pages
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https://casecent.re/p/1544
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Abstract
Vivek Paul was hired to run the IT division of a global company that originally sold cooking oil. Paul was brought on board to develop Wipro Technologies into a leading provider of software services to the world''s largest corporations. He was a native of India yet was educated and had worked in the United States for many years. Paul faced a number of challenges in achieving this goal. Most immediate was attracting, developing, and retaining key talent. Paul needed someone at the helm who had established relationships and held credibility with people in Wipro Technologies Indian operation centers. He wanted someone who knew the Indian operational culture and had the cross-cultural sophistication that comes from extended ex-patriot experience to be director at Wipro Technologies Europe. Sudip Nandy was the perfect fit for such an assignment. The story illustrates the cultural challenges of transforming an Indian company to enhance its global effectiveness. The (A) case (UVA-OB-0755) demonstrates some of the methods Wipro used to leverage difference in the workforce to create competitive advantage for the firm. The (B) case further describes some of Nandy''s ideas for business growth. In the (C) case (UVA-OB-0778) Nandy reviews more stratgies and updates the business situation to late 2002. Wipro illustrates the importance of national culture and ethnicity issues to everything a large corporation does-including its own culture of origin, the cultures of its potential customers, and the cultures of its employees. The case lends itself well to unfold the Hofstede cultural model during the class.
About
Abstract
Vivek Paul was hired to run the IT division of a global company that originally sold cooking oil. Paul was brought on board to develop Wipro Technologies into a leading provider of software services to the world''s largest corporations. He was a native of India yet was educated and had worked in the United States for many years. Paul faced a number of challenges in achieving this goal. Most immediate was attracting, developing, and retaining key talent. Paul needed someone at the helm who had established relationships and held credibility with people in Wipro Technologies Indian operation centers. He wanted someone who knew the Indian operational culture and had the cross-cultural sophistication that comes from extended ex-patriot experience to be director at Wipro Technologies Europe. Sudip Nandy was the perfect fit for such an assignment. The story illustrates the cultural challenges of transforming an Indian company to enhance its global effectiveness. The (A) case (UVA-OB-0755) demonstrates some of the methods Wipro used to leverage difference in the workforce to create competitive advantage for the firm. The (B) case further describes some of Nandy''s ideas for business growth. In the (C) case (UVA-OB-0778) Nandy reviews more stratgies and updates the business situation to late 2002. Wipro illustrates the importance of national culture and ethnicity issues to everything a large corporation does-including its own culture of origin, the cultures of its potential customers, and the cultures of its employees. The case lends itself well to unfold the Hofstede cultural model during the class.