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Case
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Reference no. 397-065-1
Authors: Sumantra Ghoshal
Published by: London Business School
Published in: 1997

Abstract

Wipro is both a typical Indian family-owned business group - highly diversified in several unrelated businesses - and a very special company in its environment, with a total commitment to integrity and to a set of enduring values. Historically, one of the fastest growing and most respected companies in India, it faces a set of severe challenges in 1995. The rapidly deregulating Indian markets have seen the entry of the global leaders in almost all of Wipro''s businesses, completely changing the competitive landscape. To survive in this new environment, must the company refocus on a few businesses in which it can build world-class capabilities? Does it need to fundamentally change its organisational and managerial approaches? Does it need to become a very different kind of company, in spite of its outstanding success to date? This case raises a set of issues that are being confronted by diversified business groups in emerging markets around the world and provides the data for a rich debate on the strategic, organisational and managerial changes they need to make to respond to their changing environments.
Location:
Size:
Annual revenues of circa USD250 million, highly diversified corporation
Other setting(s):
Up to 1994

About

Abstract

Wipro is both a typical Indian family-owned business group - highly diversified in several unrelated businesses - and a very special company in its environment, with a total commitment to integrity and to a set of enduring values. Historically, one of the fastest growing and most respected companies in India, it faces a set of severe challenges in 1995. The rapidly deregulating Indian markets have seen the entry of the global leaders in almost all of Wipro''s businesses, completely changing the competitive landscape. To survive in this new environment, must the company refocus on a few businesses in which it can build world-class capabilities? Does it need to fundamentally change its organisational and managerial approaches? Does it need to become a very different kind of company, in spite of its outstanding success to date? This case raises a set of issues that are being confronted by diversified business groups in emerging markets around the world and provides the data for a rich debate on the strategic, organisational and managerial changes they need to make to respond to their changing environments.

Settings

Location:
Size:
Annual revenues of circa USD250 million, highly diversified corporation
Other setting(s):
Up to 1994

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