BENGALURU: Thierry Delaporte joined Wipro as CEO in July last year from Capgemini. Since then, he has undertaken a major organisational revamp, created a new operating model that put the focus on geographies instead of industry verticals, and empowered P&L owners more.
The company share price has risen 103% since he came. Delaporte spoke with TOI after the company’s third quarter results. Excerpts:
You got a good set of numbers in Q3, even as you implemented one of the largest transformations that Wipro has seen in recent years.
After having joined Wipro, I spent a lot of time defining where the priorities were, understanding what our strengths and weaknesses are, and building a strategy in terms of who we want to be.
In October, we articulated the priorities for Wipro in terms of ambition for growth, attention to customers, definition of markets of priority, offerings and solutions where we want to take leadership position in the market, investment in talent, and the need to simplify tremendously our operating model.
We have moved into execution – Q3 was a quarter where we had to perform while transforming – in terms of growth, profitability. I want to go after more large deals. I don’t think there is a magic formula, but a lot of intensity and discipline and spirit of One Wipro and everybody aligning around the same metrics and key priorities.
Execution is key and you’ve formed a large deals team. What else is different?
At Wipro for many years, the sales performance was tracked on a quarterly basis. We have moved into a monthly cadence. That has tripled the speed, and we have seen an immediate positive impact of this measure. We have made changes to the account teams that are managing large accounts and we have equipped them with more power.
Some of our competitors have gone after large deals and for some reason Wipro hasn’t closed large deals for some years. It’s simply that we were not organised to go after large deals. We have structured a big deals team that is working with different market needs. It requires a different approach in finance modelling, commercial expertise and technical capabilities.
We have put in place a process to review the pipeline of large deals every single week. Every week, my executive committee spends one hour going through deals that are in play and that are material. Only growth matters and employees have a reaffirmed ambition to grow and put Wipro back to where it belongs.
Do you think Continental Europe could soon emerge as a mega deal hub?
I believe there is a momentum in Europe despite the pandemic. There is an acceleration of large transformation programmes as many firms have realised through the crisis, the power of tech. In some sectors, there is a certain level of resistance to the idea of public cloud. It was based on the perception that the public cloud is insecure.
In the last weeks and months, the anxiety around the concept of public cloud has disappeared for the most part. We will see many more large deals in the coming quarters.
You have made major changes to the senior leadership team that has taken the street by surprise. Do you see more changes in the offing?
I think we are on a journey. We have made changes in terms of people – it’s all about talent, but it’s the result of the simplification of our organisation.
The needs for talent has changed from less operators and less generalists to deep content and domain specialists and technology experts. We are also bringing talent from the outside. We want to be a true global player.