Customer Reviews

Bangalore Tiger: How Indian Tech Upstart Wipro is Rewriting the Rules of Global Competition

5 star:		(5)
4 star:		(5)
3 star:		(1)
2 star:		(0)
1 star:		(0)

 

 

As the book description says, Hamm gives you a rare glimpse into the mind of Wipro's charismatic chairman and thought leader, Azim Premji. Premji's adoption of world-class business processes helped Wipro thrive. Indeed, the Wipro Way will soon be a baseline for management, as was The Toyota Way in years past.

It's all about "Extreme Competition," as described in Business Process Management guru, Peter Fingar's book by that title. Here's what Premji wrote on the back cover of "Extreme Competition, "In an interconnected world, the services sector has seen varied levels innovation, often inspired by historical breakthroughs in manufacturing. At Wipro we are pioneering the use of Lean manufacturing techniques in the digitization of business processes. This innovation is our key to surviving and thriving in the world of Extreme Competition. --Azim Premji, Chairman, Wipro Ltd., Chennai, India

Taken together, "Bangalor Tiger" and "Extreme Competition" will arm you with the knowledge you need to get ready for total global competition. And you'd better be ready, for globalization is the greatest reorganization of the business world since the Industrial Revolution.

While the book focuses on WIPRO (an Indian high tech company), it really is an insightful description of a major global economic shift. While the book focuses on a particular Indian company, it carries significant messages for North American companies - not only what we need to learn to be competitive, but also how we need to adjust to take advantage of the things that "WIPRO" brings to our businesses. I discovered that these Indian companies provide much more than low-cost labor for things like programming or phone services. They are building a whole new infrastructure to engage in the full gamut of development and innovation in high tech.
Thoroughly readable and comprehensive, Bangalore Tiger is a must read for those of us who care about staying competitive as this economic shift evolves.

Steve Hamm has given us a useful book about an important company. The emergence of the big Indian outsourcers is one of the most promising developments of the past decade and is every bit as important as the rise of Toyota, Honda and the rest of the Japanese automotive industry. Tata Consultancy Services, Infosys, HCL, NIIT (a smaller player, but important in learning and as an enabler) and of course Wipro are redefining the world of software services, and in all likelihood we are just at the beginning of the transformation that this will catalyze.

In Bangalore Tiger the story of the rise of Wipro from a small Mumbai food-oil company to a multi-billion dollar information services and business process outsourcer is well told. The discipline and vision of its management, led by Azim Premji, comes across clearly, as does the culture of efficiency, innovation, and customer service that he and his team have created. Extremely important for those of us who collaborate and compete with the Indian tigers is the way they have adopted and then transformed key management tools. The Indian tigers have shown true leadership in implementing CMM (the Software Engineering Institute's Capability Maturity Model), making rigorous use of techniques such as UML (something Hamm misses in his book), ISO standards and even Six Sigma. Wipro's application of Toyota's lean production system to software and business services is an important development and one worthy of much more attention. The Deming is to Toyota as SEI CMM is to Wipro analogy works for me. And then to bring this full circle by applying the Toyota way to software is a lovely development.

So why only four stars? Part of this is a response to Hamm's irritating comments on US companies, which often seem to be poorly informed. In fact, people in Western services business work every bit as hard as those at Wipro, at least the ones I work with, and are as open and aggressive about applying new methodologies. The book also suffers from the occasional technical errors (I suppose his editors should have caught these). In order to get a fuller view of the rise of the Indian IT and business process outsourcers one must read much more widely on the overall structure of Indian business (the role of Indian generic drug manufacturers for example), understand the strengths and weaknesses of the Indian educational system, and put this in context of the emerging competitive partnership with China.

But read the book. I know Wipro reasonably well, have visited Indian companies in India, and try to keep current in the area, and I learned a great deal.

"Bangalore Tiger's" purpose is to provide insight and praise for Wipro, a large and growing outsourcing company in India. (Market capitalization 2/06 of $20 billion, vs. $13 billion for EDS - the original outsourcer.) However, the book's real value is to document outsourcing trends in the software and business process re-engineering areas. (Also remember that libraries are full of analyses of successful companies at the height of their impact, only to flame-out 2-3 years later.)

Hamm asserts that '03 profit margins at the top six Indian software etc. technology firms averaged 21.7%, vs. 4.3% for the top Western firms (eg. IBM, EDS, HP, etc.). While the Indian share was only 3% in '06, it had grown 33% in just the last year, and was projected to hit 10% by '08. Meanwhile, it is also expanding to legal, market research, online education, and medical areas. Experts believe India's economy will be the world's 3rd largest by 2050, behind China and the U.S.

Addition insight into the power of the Indian challenge is provided by returning to Wipro data: 1.2 million apply/year, but only 20,000 are hired. Wipro operates about 40 Centers of Excellence at any one time - these focus on integrating emerging technologies into business process.

Finally, as to the credibility of the Wipro (think India) threat - Hamm reminds us how people laughed at Toyota when it first sent cars to the U.S.

Large business managers and politicians need to read "Bangalore Tiger," as well as other books summarizing the China and illegal Mexican immigrant threats to the U.S. One may be OK - all three provide serious challenge.

From humble beginnings as a manufacturer of vegetable oil in India, Wipro reinvented itself, with stunning speed, as one of the world's leading providers of high-tech and business-process outsourcing (BPO) services to clients around the globe. Early in this decade, Wipro's annual revenues were $500 million. B the end of the first quarter of 2007, Wipro revenues had risen to $3.47 billion - a 41% increase over the same period in 2006. The firm is an acclaimed high-tech trendsetter. It received the accolade most prized by true business cognoscenti: becoming the subject of a Harvard Business School case study. The school examined how Wipro applied the principles of Toyota's "Lean" production system to its operations. So who is Wipro, what does the company do, and how did it become so successful so fast? We recommend that executives and managers read this book to discover the answers. Learn how your company can adopt the Wipro Way to turbocharge its operations.

Steve Hamm's Bangalore Tiger is a very readable book for anyone interested in understanding how Indian companies (Wipro is what he has showcased here) operate, or should operate, in today's global climate. As a journalist, Steve leverages both his observation skills and writing mastery, and, as a Westerner, looks at Wipro (and outsourcing) through an expert lens. His message is quite universal for anyone or for any company trying to succeed in today's world. Although the first four parts are Wipro specific, the subtext of his message in those parts is actually much broader in its implication. His final and the fifth part is the most useful for anyone who wants to emulate the success Wipro has achieved. All in all, it is a must read for anyone who is trying to understand how to work in India today. In fact, as their career coach, to many of my clients, who are transitioning back to India, I recomend them this title to round out their returning plans.

This book is basically a really long commercial for Wipro. It starts out with a short history lesson, and the later parts of the book dive into the firm's "strategy for success." It's something of a cross between "Elephants can dance" and the McKinsey way, in that the book tries to be a mgmt guide/reference as well.

Decent, I guess. In hindisght, I wouldn't buy it. Get it from the library, maybe.

If you want to get ready for total global competition, this book is a must to read. Companies like Wipro are changing the world of software services and everyone who is interested in understanding how Indian companies compete and collaborate will learn a lot from reading it.

It is an interesting read on a company that was the underdog of offshoring. Reading up on the level of commitment in playing fair was surprising with Wipro and was a major part of their growth. As the large offshoring companies from India thin down into the normal oligopoly, it will be interesting to see how Wipro continues to evolve for the long term. I do believe that partnerships with off-shoring companies should be developed for better work life balance with these companies for 24/7 coverage, however, the 20 hour people days (mentioned in the book) sounds a bit too much for health and family - this is where I am disappointed in Wipro. While I am sure the people get caught up in the adrenaline of commitment with Wipro, one should not burn them out. Overworking really does not equate to "doing more with less" efficiencies but more doing "well enough" by too much to save money and offer less to the customer. Actually their IT innovation is a watered down version of quality methods that Japan delivered in the 80s for electronics and automobiles. This is a good book on some lessons in how the latecomer to the industry can end up the giant, and that is where I do commend Wipro! I believe that Premji does not compare to Bill Gates but more comparable to Thomas Watson of IBM history.
I will definitely be reading more on Wipro and Premji.

One of my favorite books of the last 12 months is Bangalore Tiger by Steve Hamm. I bought it when it first came out and couldn't put it down. Well written, it describes Indian Outsourcing firm Wipro (specifically) and gives a detailed review of what's behind Outsourcing / Globalization (in general). I definitely recommend reading it. I'd consider it required reading for anyone providing Outsourcing services to customers, and am disappointed when I see that it's lessons aren't applied.

One of the best takeaways I enjoyed is how Wipro pragmatically applied disciplined approaches to production and quality, and saw great results. Were there failures & setbacks in their approach? I'm sure - but they learned from them and re-adjusted their approach. The examples they highlighted really aligned with what I have seen first-hand from Wipro consultants CMM, Six Sigma and Lean Sigma provide a good framework and set of tools (much like ITIL does), but it takes some skill to understand when and how to apply what tools for what effect.

There are other great points conveyed throughout various chapters in the book - "Growth: Keep a Thousand Fires Burning", "Adopt Ultrastrict Ethics to Build a Sterling Brand", "Reward Employees with Recognition and Respect", "Measure Everything Constantly", "Plan Three Years Ahead to Prepare for Rapid Growth", "Adopt the Best Ideas, Then Make Them Your Own Way", "Be Obsessive About Customers"...and there are others...

It's not so much that there were a lot of new or novel insights in the book - and that's the point! Much of what I read I have read before elsewhere - and so has Wipro. Wipro has tried, applied and "refried" these ideas to affect a positive force for consistent growth at their company, growing from $500 Million USD in 2000, to realizing a market capitalization of more than $20 Billion USD 6 years later - surpassing EDS' market capitalization of $13 Billion at that time (now at $10.91 Billion USD, as of this writing).

"We have a feeling that the platform we're on, offshoring, with price arbitrage, is a burning platform. It's only good for a few more years," says Chief Strategy Officer Sudip Nandy. "We need to do things differently to compete against international competition." (p. 69)

Well said, and a point that is easily lost on American Nationalists worried about "offshoring of work" - which (I believe) is itself a myopic, misanthropic term that prejudices the speaker into an inaccurate way of thinking about how the nature of work is changing.