Wipro Consulting Services (WCS) as a global business leader in Coursework

Wipro Consulting Services (WCS) as a global business leader in technology consulting - Coursework Example But in order to become the business leader in technology, it needs to go further. It required the independence and also the strategic focus which comes from operating as one of the separate unit within Wipro but at the same time take the advantage of the parent company in technology and to acquire the customer base. Wipro Technologies Ltd is based in Bangalore and employs about 95000 people across its office which is spread globally (Lampel, wt al, 2010). In the year 2001, most of the technology consulting firms such s Infosys, Wipro and Tata Consultancy Services had started to provide the basis IT infrastructure as well as development of application services to its customers. As the companies started to gain a better knowledge and understanding of its customers the companies started to assist them to use IT in their business to improve the efficiency and hence reduce the cost. Today these IT firms face a tremendous pressure in order to deliver high value of IT services to its custom ers. As a result different business models were adopted by the firms and also by Wipro. Wipro Technologies uses two distribution models namely â€Å"Global Delivery Model† and â€Å"Fixed Delivery Model†. Wipro have developed globally a competitive business which is based on the expertise and also the ability to identify, train, and manage and motivate the talent. Prior to 2001, it was difficult as well as costly for the company to access their talent in the developed countries. Thus in such a situation it become increasingly necessary for Wipro to develop business models so to compete with the upcoming demand in the developed markets. Under the leadership of Kirk Strawser, Wipro undertook two from of business model. When IT software and consulting firm emerged in India, most of the Indian companies did not use the sophisticated technology to support the system; this further resulted in challenge for Wipro to convince the companies to use the technology and help build them a competitive advantage over the other firms. In addition, most of companies had an in house IT department and was not willing to outsource to other firms. The developed market offered a much deeper pool of customers and also higher price for the services than those in the Indian market (Khanna and Palepu, 2010, p.155). With the emergence of IT services and software, many big companies started to implemented the use of IT and as a result Wipro technologies competed with the service providers of technology. Wipro had faced challenge in its technology sector from two categories one was the global players and the next was the Indian players. Global players included companies such as Accenture, IBM, HP, Cap Gemini and EDS (Burgelman, et al, 2008). These companies had made more than 90% of the global consulting market. Wipro was way behind these companies. The companies made use of the resources and also because of cost advantage of its offshore presence in countries such as Russia, India, Philippines, Europe and others. Indian layers included companies such as TCS, HCL, Cognizant, Infosys and others. Wipro and these firms basically used the same concept as they started their operation with low cost IT service providers and adopted the â€Å"global delivery models†, â€Å"technology rationalization† and â€Å"service integration† (Lampel, wt al, 2010). The terrain of IT services and