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Bangalore Tiger Paperback – 10 Feb 2007
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About the Author
STEVE HAMM is a senior writer andthe software editor at BusinessWeek.He contributed to BusinessWeek’sspecial August 2005 double issue onthe emergence of India and China asglobal economic powers, which was awarded the Fundfor American Studies/Institute on Political JournalismAward for Excellence in Economic Writing. A businessjournalist since 1985, Hamm has chronicled the techindustry since 1989 and has tracked the progress ofIndia’s tech services industry since 2001.
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Most helpful customer reviews on Amazon.com
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.
Decent, I guess. In hindisght, I wouldn't buy it. Get it from the library, maybe.
Thoroughly readable and comprehensive, Bangalore Tiger is a must read for those of us who care about staying competitive as this economic shift evolves.
Most other books look at the more advanced economies which end up either misleading or discouraging those in the developing worlds.