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of 500 people and run 40
CoEs and 50 innovation projects. The revenues from
innovation for the year 2005-06 are $53 million.
Apart from this, the
technology and intellectual property innovations contributed
$8.4 million, business innovative solutions contributed
about $41 million and business and productivity tools
solutions contributed $3.6 million, according to Azim Premji,
mentioning in the annual report.
The goal of a CoE is to enable the growth of an existing
practice or create a new one. CoEs to creates competencies
in existing and new technologies and domains.
This has resulted in the company bagging some big customer.
"With the CoE, we have managed to get a better insight into
the way technology can be leveraged for our customers," says
Vinod Harith, chief marketing officer. He cites the examples
of CoEs of retail, healthcare & life sciences, energy
trading and risk analytics and clinical trials.
"Many of its customer wins were due to the breadth of
services and innovation initiatives," says an analyst from
Ask Raymond James.
By 2009, Wipro plans to increase this from the existing five
per cent to 10 per cent of overall revenues.
FOR THE first time since their inception six years ago,
Wipro's innovation initia- tives are beginning to pay off.
The innovation initiatives in- clude establishing centres
that facilitate specific R&D projects and centres of excel-
lence (CoE) which have con- tributed five per cent of its
revenues and raked in $53 million for the last quarter
ending March 06. Currently, the CoE and innovation proj-
ects teams have a full-time team of 500 people and run 40
CoEs and 50 innovation proj- ects. The revenues from inno-
vation for the year 2005-06 are $53 million. Apart from
this, the tech- nology and intellectual prop- erty
innovations contributed $8.4 million, business innova- tive
solutions contributed about $41 million and busi- ness and
productivity tools solutions contributed $3.6 million,
according to Azim Premji, mentioning in the an- nual report.
The goal of a CoE is to en- able the growth of an exist- ing
practice or create a new one. CoEs to creates compe- tencies
in existing and new technologies and domains. This has
resulted in the company bagging some big customer. "With the
CoE, we have managed to get a better insight into the way
technolo- gy can be leveraged for our customers," says Vinod
Harith, chief marketing offi- cer. He cites the examples of
CoEs of retail, healthcare & life sciences, energy trading
and risk analytics and clini- cal trials. "Many of its
customer wins were due to the breadth of services and
innovation initiatives," says an analyst from Ask Raymond
James. By 2009, Wipro plans to in- crease this from the
existing five per cent to 10 per cent of overall revenues. |
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