Legacy long timers with an inertia to change, and experts at gaming the internal systems, are among the root cause of Wipro still struggling below the $10 billion revenue mark, while competitors like HCL keep chugging past Wipro. There are many senior positions with great titles but zero empowerment to make a decision as trivial as hiring and assigning resources to projects.
Digital Consulting. A lot of big talk about Strategy, CIO Advisory, Transformation, and what not. That's merely a PPT wrapper. Off comes the wrapper, and the reality is that the Consulting organization is a low-end staff augmentation shop, (mis)managed by a visionless leadership. A total hogwash, unworthy of being called a Consulting org. Practice Directors are tossed into (any kind of) client engagements with 100% billability, leaving no bandwidth to build a practice. The answer to any question is, "Get yourself billable ASAP". Clear indicator of incompetent leadership. Guess what, such leadership survives and thrives, purely on basis of glossy quarterly reports & spreadsheets full of hogwash. Many engagements reported by the Consulting organization, are merely internal cost transfers, and not real tangible revenues.
There are also "ecosystems" in Wipro that report revenues with double & triple counting (indirect revenue credits in engagements where involvement of the reporting unit has been zero). It is like the painter claiming credits for building the whole house, just because they just had "some involvement" ! No wonder, the "real" revenue growth has been below industry standard.
