Page 109 -

Chapter 3 • Enterprise Systems Architecture 85

Magnet Neural Networks
(Random choice, personal (Connectivity for goals,
enrichment, and personal structured choice, and
productivity focus) corporate productivity
focused)

Inward – Outward –
Outward Inward Branding
Branding WIPRO
Self-Service
Solution

Channel W Camp W
(unlimited choice of (Corporate cause, forced
personal enrichment set of choices, structure
and fun at fun)
workplace)
EXHIBIT 3-1 Wipro: Self-Service Strategies

their employees that provided various personal and organizational programs normally
found on a company’s Intranet. Wipro’s solution used two main drivers: bonding (as
mentioned earlier) and employee focus.
The implementation of Channel [W] was important to Wipro because, in an effort to
eliminate steps, approvals, forms, and the like, Wipro would be able to free up time for their
employees, which in today’s market is a very valuable resource. In order to implement this
capability an ERP self-service design was needed. Wipro identified their self-service objec-
tives as: (1) increase information access; (2) enable strategic HR; (3) reduce administrative
costs; (4) eliminate process steps, approvals, and forms; and (5) improve service to employees
and managers. On the technical side of things, Wipro’s software solution for Channel [W] was
Web-based: HTML, JavaScript, JSPs, Oracle 8i, and Netscape Enterprise Server 4.0 or 4.1. In
addition, the implementation process has been gradual since its genesis in 2000.
Wipro considers the Channel [W] self-service strategy a success because they
methodically achieved the following self-service success factors: (1) collaboration among
HR and IT; (2) adequate budgeting or funding; (3) CEO/high-level executive commitment;
(4) strategic plan that prioritizes applications; (5) process design or reengineering;
(6) marketing–employee communications; (7) corporate standards for technology
solutions; (8) business case; (9) any time and any place access; (10) metrics; (11) consis-
tent look and feel; and (12) consistent interface across media. These success factors,
however, are not the only method of measuring Channel [W]’s worth. Wipro has also been
evaluating the quantitative business side by measuring costs, returns, cycle time, and so on
to understand the complete value of this project. Even though this is a self-evaluation of
Wipro’s internal self-service implementation, their report seemed thorough and objective,
especially toward the conclusion when tables identified various IT applications used to
show their progress.