‘For every one person onsite, we must get the efficiency of four people at offshore sites’

K. Giriprakash K. Venkatasubramanian Venkatesh Ganesh Bangalore | Updated on January 18, 2014

T.K. Kurien

My job is to manage talent and to look at innovative modes of delivering services. — T.K. Kurien, CEO, Wipro

Wipro’s Chief Executive Officer T.K. Kurien believes that the company needs to increase its growth rates before it can reach a level of consistency.

In an interview with Business Line, Kurien outlined how the company plans to achieve stability in its various verticals. Excerpts:

Wipro has been able to steadily improve its performance with broad-based growth. How do you see things shaping up?

This performance has all been about execution. In a way, all segments have performed well this quarter. The demand has improved a little bit. We expect the performance to continue in the coming quarter as well.

Can we now infer that the company is well on the path towards achieving consistent growth?

I will never be comfortable with just these levels of growth. I want to ensure that we hit sequential growths of 4-4.5 per cent on a regular basis for at least four successive quarters.

Only then, can we claim to have consistent growth.

Has there been a revival in discretionary spending from clients?

Yes, there has definitely been a revival across verticals. We are seeing growth even from depressed sectors such as hi-tech.

You had indicated earlier that there would be increased hiring onsite and operating margins would be sustainable. How would you reconcile the two factors?

We would have to increase efficiency in a significant way. For every one person that we hire onsite, we must get the efficiency of four people at the offshore sites. We are pretty confident of doing this and maintaining our margins.

Has the management reorganisation helped better your performance?

Not necessarily. Reorganisation at the top does not mean anything.

For us, the impact happens at the account level. Whether the boss moves or not is completely immaterial.

We are completely decentralising our business units. My job is to manage talent and drive key initiatives to look at innovative modes of delivering services.

You indicated earlier that lot of parameters are still work-in-progress…

See for us three things are important. The first thing is to gain share.

We have gained share, but not to the extent that I would have liked to. Next, we have to deliver on consistency of experience.

Third is the cost proposition. We need to have a cost proposition that is unique. We are not yet there on these parameters.

You had indicated that there is a good funnel of leadership. Can you elaborate on it?

We have a well-layered leadership structure. I need 20 per cent of my leadership from outside the company.

That is the only way by which internal management will be challenged and paradigms will be altered.

How is your India business shaping up?

The Central Government is spending less.

The payment cycle from government contracts tends to drag. It may be temporary, however, and may pick up after elections.

Published on January 18, 2014

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