Couples of interesting things happened with me last couple of week’s related to social networking.
First, I gave a presentation in our LUTT (Lets Talk Technology) session [This is the forum across the company where the technical presentations will be made regarding emerging trends]. It was quite an interesting one in terms of talking about social networking media without talking about any application in particular.
The broad agenda of the session was to introduce social media, concept of web 2.0, how it is transforming the work we do. How it is transforming our day-to-day browsing habits. The important factor is as how social media is changing the game of marketing.
Second thing was, I actually created my Facebook account, I am active on Orkut and Linkedin, but wanted to follow the leader and get started on Facebook. Surprisingly, it seems everyone is already in there and been effectively using to express themselves!!
I have intention of using this account as a marketing tool. But, I do understand it takes a bit of effort and time to make it more professional. But, I am amazed to understand the potential social media has in bringing up a change in our lives.
Social Networking and you and you can’t miss this!!
Sunday, February 20, 2011
Sunday, February 06, 2011
Faulty model or part of strategy or just a stick on bad performance?
Couple of week’s back, Wipro scrapped the joint CEO model for it’s IT business and appointed a new CEO to run the business. There are several stories fly around as why this was done now.
Many analysts say the management structure was faulty, as the model can work at best as a stop-gap arrangement. Industry watchers believe it was Wipro’s performance over the last four to five quarters that prompted the rejig at the top, after a three-year experiment with the dual CEO structure. Its believed that Wipro did not take an aggressive enough market-facing approach during the downturn, there in the growth after the downturn was not as big as other Indian companies. It failed to encash the growth in Financial segment.
While Premji mentioned the company’s performance vis-à-vis some of its peers, the real threat to Wipro comes from Nasdaq-listed Cognizant, which is a few steps behind. While a section of analysts feels that Cognizant will overtake Wipro in terms of revenue growth in the fourth quarter of this fiscal, there are indications that it would have already done so in the October-December quarter.
Many also point out that Wipro’s business model just did not allow it to make the best of the recovery. The banking, financial & insurance sector accounted for 50-55 per cent of Cognizant’s revenues and in excess of 35 per cent at Infosys and TCS. “So, they have got the advantage of extremely high turbocharged growth, which has happened in the financial services sector — an advantage we did not get,” Premji has noted.
The failure of the dual CEO model, if you want to call this as failure at all, is not attributed to individual capability. It’s more about lack of communication. You have two people and will work in different ways. Dual CEO also means a lengthy decision-making process and contradictory viewpoints. It also means a lack of nimbleness in an organization.
In the case of Wipro, many feel perhaps this was a stop-gap arrangement for Rishad Premji to make his mark on the business. He is very involved in all the important decisions, but Wipro denies this and says there is nothing like it and board made the decision about this shift.
Whatever is the reason behind the change, it has surprised many people, both internal to Wipro and at outside industry.
(data was taken by different souces….)
Many analysts say the management structure was faulty, as the model can work at best as a stop-gap arrangement. Industry watchers believe it was Wipro’s performance over the last four to five quarters that prompted the rejig at the top, after a three-year experiment with the dual CEO structure. Its believed that Wipro did not take an aggressive enough market-facing approach during the downturn, there in the growth after the downturn was not as big as other Indian companies. It failed to encash the growth in Financial segment.
While Premji mentioned the company’s performance vis-à-vis some of its peers, the real threat to Wipro comes from Nasdaq-listed Cognizant, which is a few steps behind. While a section of analysts feels that Cognizant will overtake Wipro in terms of revenue growth in the fourth quarter of this fiscal, there are indications that it would have already done so in the October-December quarter.
Many also point out that Wipro’s business model just did not allow it to make the best of the recovery. The banking, financial & insurance sector accounted for 50-55 per cent of Cognizant’s revenues and in excess of 35 per cent at Infosys and TCS. “So, they have got the advantage of extremely high turbocharged growth, which has happened in the financial services sector — an advantage we did not get,” Premji has noted.
The failure of the dual CEO model, if you want to call this as failure at all, is not attributed to individual capability. It’s more about lack of communication. You have two people and will work in different ways. Dual CEO also means a lengthy decision-making process and contradictory viewpoints. It also means a lack of nimbleness in an organization.
In the case of Wipro, many feel perhaps this was a stop-gap arrangement for Rishad Premji to make his mark on the business. He is very involved in all the important decisions, but Wipro denies this and says there is nothing like it and board made the decision about this shift.
Whatever is the reason behind the change, it has surprised many people, both internal to Wipro and at outside industry.
(data was taken by different souces….)
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