Jim Stikeleather: One of the things that is talked about more and more is that organizations are recognizing more than 80% of the IT budget is spent on keeping the lights on. Instead of being chief information officers people are chief infrastructure officers, and keeping the lights on doesn’t do anything in terms of creating value
By guest author Irina Patterson One of the best ways for a business incubator to leverage the 1M/1M Program is to organize meetups around our weekly roundtables, which are held at 8 a.m. Pacific time each Thursday.
Sramana Mitra: I think your point about business process outsourcing to business functional sourcing is well taken, but you have mentioned different components of that. I would like to understand some of the trends that you see from your perspective. You talked about labor arbitrage, which was obviously the genesis of the industry. Wipro has been
Sramana: How did you deliver your product? Was it software that you sold or did you host it online? Zafar Khan: That was before cloud computing, but that is essentially how we delivered our solution for people who did not have the ability to download it and install it. Back then we called ourselves an
From its humble beginnings as a consumer products business in 1945, Wipro has become a global company that serves customers in IT, BPO and R&D. Although its headquarters remain in Bangalore, India, Wipro has expanded its service horizons to include, North America, Latin America, Europe and Asia.
By guest author Irina Patterson Let’s see . . . Are you able to pay $750 an hour or $5,000 a day? Most likely not. Most entrepreneurs we see are not at the stage were they have the resources to pay that kind of private consulting fees. But here is the good news. With a
By guest author Irina Patterson Not every business fits the angel financing model. Angels are looking for businesses that can scale rapidly to at least $30 million in revenue so that they can get the five- to tenfold return on their money.
Sramana Mitra: I think of a well-articulated framework in the picture. Let’s go into more detail on it. Where are you as Dell, as an organization, along that continuum? How much of that very specialized SARS application, procurement, or positioning is happening in different parts of your organization, and how is it managing that inflow of