One of the ways in which we are going expand is to go with a localized talent pool in some markets, which means we are going to have to work very hard to assimilate people into the Wipro way of working and yet draw on the advantage of what you get when you get a lot of people coming in from the outside.
The second [aspect] is in the technology as it is emerging. There is a fair bit of change that happens because we work with a variety of partners [and] a variety of clients. How do we get people to keep their technical skills completely up-to-date? [We have] a huge engine which works on increasing the technical competency of people at all levels. We have a huge focus on developing project management skills because that is the crux of what we do. We have looked at creating a multifunction, multi-geography, and multi-business approach towards developing our leaders. One of the ways in which the leader’s role is going to change is to work with a multi-generational workforce, and that’s not a skill that is taught in most places. How do you work with people who are substantially younger or older than you? That is going to determine success or failure, because as we are getting into different markets, the profile of the workforce is very, very different.
Abhijit Bhaduri talks about Preparing Talent for Tomorrow’s Challenges in [email protected] Wharton