How does the new president of an IT division of a global company that originally sold cooking oil attract, develop, and retain key talent in the quick changing high tech business? The story illustrates the cultural challenges of transforming an Indian company to enhance its global effectiveness. The (A) case demonstrates some of the methods Wipro Technologies used to leverage difference in the workforce to create competitive advantage for the firm. The (B) case further describes some of Sudip Nandy’s ideas for business growth. In the (C) case Nandy reviews more strategies 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.
Darden Business Publishing – University of Virginia