Wipro

Wipro Limited, an Indian IT services and consulting company listed on NYSE and BSE, generated approximately $8.1 billion in revenue in FY2020. Despite its scale (175,000+ employees), Wipro had consistently underperformed peers like Infosys and TCS in revenue growth and large deal wins. The sales organization was structured geographically with overlapping coverage, resulting in multiple Wipro teams pursuing the same global accounts with competing proposals. Large deal win rates were low, with Wipro rarely appearing on shortlists for transformational engagements above $500 million in total contract value. The cost of sales was high relative to peers — the company employed a large field sales force with limited specialization, leading to long sales cycles and low conversion rates on enterprise pursuits.

When Thierry Delaporte became CEO in July 2020, he initiated a fundamental restructuring of Wipro's sales organization within his first 90 days:

• Sector-based reorganization: Replaced the geographic sales structure with four Strategic Market Units (SMUs) organized around industry verticals. Americas 1 and Americas 2 were structured by sector (banking, healthcare, manufacturing, etc.), while Europe and APMEA retained country-level structures. This eliminated internal competition and ensured domain-expert sellers pursued relevant accounts.
• Chief Growth Office: Created a dedicated Chief Growth Office (CGO) as a focused unit to pursue large deals. The CGO centralized deal pursuit resources — solution architects, pricing specialists, transition planners — into a single team rather than pulling them from delivery on an ad-hoc basis. This reduced pursuit cycle times and improved proposal quality.
• Senior talent overhaul: Brought in experienced enterprise sales leaders from competitors, while approximately 75 senior VPs and 300 general managers exited the firm in the first year — a decisive clearing of underperforming sales management layers.
• Account mining discipline: Installed a cadre of top account executives on Wipro's largest accounts with explicit targets for cross-sell and share-of-wallet expansion. Account plans were reviewed monthly at the CEO level.
• Simplified portfolio: Consolidated Wipro's service lines from dozens of overlapping offerings to a streamlined set of sector-specific solutions, making it easier for sellers to articulate value propositions and reducing pre-sales engineering effort per pursuit.

• Large deal acceleration: Wipro achieved record large deal bookings, with the CGO driving consistency in large deal wins that the company had historically lacked. By FY2022-FY2023, Wipro was regularly winning $500M+ engagements.
• Revenue growth: Revenue grew from $8.1 billion (FY2020) to approximately $10.8 billion (FY2023), a 33% increase over three years — significantly outpacing Wipro's prior growth trajectory.
• Top account growth: Revenue from Wipro's top 5 and top 10 accounts grew substantially, reflecting improved account mining effectiveness from the new account executive model.
• Sales force efficiency: The reorganization reduced duplicated pursuit effort across geographies and improved win rates on enterprise deals by eliminating internal competition.
• Timeframe: Restructuring implemented July 2020 through FY2023, with the most significant organizational changes completed in the first 18 months.

• New CEO with external perspective and a board mandate for transformation enabled decisive organizational surgery that internal leadership had avoided
• Wipro's brand recognition and delivery capabilities were fundamentally sound — the bottleneck was go-to-market execution, not capability
• COVID-19 accelerated enterprise outsourcing demand, providing a favorable market backdrop for Wipro's revamped sales organization to capture
• Competitive compensation packages attracted experienced sales leaders from Accenture, Cognizant, and Capgemini who brought existing client relationships