Multiple M&A business scenarios driving ERP carve-out projects include:

• Legal entity or business assets sale
• Integration of an acquisition following company or asset acquisition
• Entity sale following an acquisition
• Corporate merger or split
• Selective carve-out of legal entities into a new SAP system
• Selective carve-out and merge into existing SAP system and chart of accounts

Why Data Transformation is the “Big Deal” in M&A and Carve-out deals?

Mergers or Carve-outs are incredibly complex projects by nature – that pose a particular challenge for the IT department. Often more than half the synergies available in a merger are related to IT. The key post-transaction reason M&A activities fail to deliver their expected value is a failure to properly integrate the technology. Besides standardising and restructuring IT systems, the focus is on data during system mergers or when a division is separated from an existing organisation. Which data must, can or may be migrated, and which historical data should be archived? There are many aspects to consider and many rules to follow. Data selection and migration at such a high level can become unnecessarily time-consuming if carried out incorrectly. 

Typical business and technical challenges involve: 

• Different architectures in the systems you want to merge
• Adapting applications, data and processes
• Visualising how the spin-off will affect your IT landscape
• Legal restrictions on data transfer, accurate data selection and deleting data in the source system
• Standardising organisational structures and designing a detailed project roadmap
• High data volumes
• Taking in-house developments into account and avoiding downtimes
• Different country-specific procedures in finance, controlling, materials management, sales and production
• Intra-transparent System Landscape comprising interfaces, organisational structures, functional usage

Thus, executing data migration, the centre piece of all transformations is often the most daunting aspect. The considerations are: how to make it simple, fast and secure with minimum business disruption in the remote-first world today. Organisations need support in every phase from due diligence, transitional agreement (TSA) support to audit trails with state-of-the-art software and services – for a successful outcome.

Yet the journey does not have to end in uncertainty if you plan it in advance and with the right partner. Complex projects such as mergers, carve-outs are now possible with minimum risk thanks to automated software approach – ensuring that you reach your goal securely. The software’s precise predictions allow you to plan transformation projects in detail along with accurate cost estimates. In addition, it can greatly reduce system downtime, an important cost factor, using the near-zero downtime method, therefore keeping your ongoing business operations largely uninterrupted. Unlike manual mergers, software automated mergers are much less error prone and consume fewer resources. Furthermore, the standardised process from planning to implementation has a positive effect on lead times and the project duration. All in all, rapid implementation ensures the agility of your company – an essential aspect for staying at the top in today’s increasingly competitive market environment.

Did you know that: 

• Data migration for even the toughest M&A scenarios and post-merger integrations can now be done in 24 hours or less? 
• You can successfully implement an SAP Carve-out project with complete system split in 3-4 months?

How? With automation. In 2015, SNP software was deployed to successfully split one of the world’s largest technology companies’ SAP Landscape and 50 TB database — five times that of the entire U.S. Library of Congress — into two separate, publicly-traded instances in 36 hours! SNP software merged two companies to form one of the world’s largest chemical companies. SNP has delivered some of the world’s largest and most complex SAP merger and carve-out projects. Our clients trust us to automate and accelerate their SAP transformations through SNP BLUEFIELD approach powered by CrystalBridge® – The Data Transformation Platform with Near-Zero Downtime. The essence of over 25 years of experience with 12,500 successful transformation projectsprovides a level of insight and control that can’t be achieved with traditional methodologies to “Keep the lights on”!

The one-stop shop end to end transformation solution supports customers and partners through 360 degree project preparation, system analysis, roadmap creation, running the transformation, going live and post-support like SAP Managed Services. The SAP ecosystem trusts BLUEFIELD approach to:

• Merge enterprises and systems: fast, secure and remotely – without business disruption.
• Reduce the usual time window for your M&A, Carve-out projects by up to 75{aa282f308afcc222aaa21b0478c79e01a8fedd01972e2180867097bd93930f22}.
• Ensure faster ROI and risk-free implementation 
• Save up to 70{aa282f308afcc222aaa21b0478c79e01a8fedd01972e2180867097bd93930f22} of the time, effort, and cost of your project, compared to traditional methods
• Achieve a carve-out with minimum risk and costs after the sale of a business unit
• Provide an efficient system within budget for the carved-out unit
• Secure, legally compliant data transfer to the buyer of the divested unit
• Adhere to due diligence issues
• Reduce the complexity of your SAP project through best of breed selective data migration scenarios
• Collapse multiple projects into one project with reduction of test cycles as well as downtime
• Offer flexibility to go-live on the day of your choice
• Move your operations to the SNP Cloud or partner clouds if desired

CLICK HERE to meet a BLUEFIELD Transformation Expert to “Keep the best Transform the rest”!

For more questions or a demo connect at SNP JAPAC Hotline +65 9820 9905 or email at marketing-asia@snpgroup.com

This article is sponsored by SNP group

The post Keep the lights on! Fuel the Data Transformation in M&A, Carve-outs with BLUEFIELD™. appeared first on InsideSAP Asia.

In this report, you’ll learn:

• The information, analytics and enabling technology capabilities of AP top performers
• The skills, training and automation technology that best enable workers at top-performing companies
• How top performing companies use technology to enable organization and governance, service partnering and service design
• A checklist of service delivery objectives for maturing as an AP organization

Approaching the future with flexibility and maintaining a competitive edge requires a comprehensive approach to AP-focused P2P automation. Use this report to develop your future-proof strategy.

Not what you were looking for? Try The Outperformer’s Guide to Total Financial Process Domination!

The post A Checklist for Developing a Future-Proof AP Organization appeared first on InsideSAP Asia.

SNP Schneider-Neureither & Partner SE, a leading global provider of SAP® landscape transformation solutions, has been selected by Inventia Healthcare Limited, India for the implementation of its SAP® S/4HANA project. This is the first next generation enterprise conversion in India utilizing SNP BLUEFIELD, enabling an automated transformation to the SAP® S/4HANA digital core.

Inventia’s strategy is to maintain high agility in the competitive pharmaceutical industry by making rapid changes in its technology landscape, while keeping data secure and processes compliant. The company was exploring a fast upgrade of its existing on-premise SAP ERP 6.0 EhP7 to S/4HANA 1909 in the AWS Cloud platform.

In an official statement, Ms. Rajat Mittal Shah, Director of Information Technology at Inventia Healthcare, said,

“We are pleased to engage SNP and their BLUEFIELD approach powered by CrystalBridge® as the key partner in our digital transformation strategy to move to SAP® S/4HANA in less than six months to achieve Inventia’s business goals, leading the pharmaceutical industry in the region.”

From a technical perspective, Mr. Mukund KS, General Manager of IT, explained,

“We require a highly automated selective data migration approach that reduces the overall project effort, timescales and risks. The key selection criterion for BLUEFIELD was the flexibility to pick the best data and processes to transform in order to get the value of S/4HANA right away. With its BLUEFIELD approach, SNP could execute this project because of its decades of success with business transformations and proven ability to deliver multiple projects in a single step within just a few months with minimal business downtime, cost and risk.”

“In the S/4HANA preparation phase, we could scan and analyze the source landscape, plan and simulate the configuration of the desired target landscape, and compare different transformation scenarios using CrystalBridge® – SNP’s automated end-to-end business transformation platform – for an accurate outcome,” Mr. Mukund KS added.

Dr. Oswin Hartung, Managing Director at SNP Transformations SEA Pte. Ltd., said,

“We are excited about this first S/4HANA BLUEFIELD breakthrough project with Inventia in the promising Indian market. The tasks ahead of us involve selective data migration to the new SAP S/4HANA target system, time slicing the data modules, organizational entities and aligning interfaces. We will ensure that all application functionality is converted to the latest S/4 release and remove the risk of problems caused by master and transaction data that sometimes cannot be converted. The market is convinced that an automated software approach like BLUEFIELD is imperative to ensure maximum speed, accuracy and efficiency for complex data migrations in a permanently changing world.”

About Inventia

Inventia Healthcare Ltd is a pharmaceutical development and manufacturing company headquartered in Mumbai, India with over 30 years of operations. Its focus is on development of value added oral solid dosage formulations “OSDF”. Inventia has fully integrated manufacturing support systems at Ambernath which is approved by prominent regulatory authorities. The facility is focused on manufacturing of value added OSD including capsules, tablets, DC Granules and pellets.

With an ever-growing portfolio of niche products, Inventia’s presence has progressively increased to 28 countries globally. The company intends to leverage its existing relationships and our business experience to explore opportunities in the high growth injectables business. Inventia also intends to leverage its capabilities to explore growth opportunities in the nutraceuticals segment by developing and manufacturing branded nutraceutical ingredients as well as finished nutraceutical products in the domestic and international markets. For more information visit www.inventiahealthcare.com

About SNP 

SNP SE helps organizations transform their business models and take advantage of the opportunities arising from digitalization with its own solutions. Its software and services make it easier to implement technical or commercial changes in business applications and allow customers to automate this process. 

The unique BLUEFIELD approach and the world-leading SNP business transformation platform CrystalBridge® have laid the foundations for the company to set an industry standard for automated data transformation. SNP specializes in automatically analyzing, implementing and tracking changes in IT systems. This approach greatly improves quality while significantly reducing costs, risks and the time required to complete complex transformation projects while observing the highest compliance and security standards. 

The SNP Group has around 1,400 employees worldwide. The company is headquartered in Heidelberg, Germany, and generated revenue of around EUR 145 million in the 2019 fiscal year. It serves multinational companies in all industries. SNP was established in 1994, went public in 2000, and has been listed in the Prime Standard segment of the Frankfurt Stock Exchange since August 2014 (ISIN DE0007203705). Since 2017, the company has been trading as a European company (Societas Europaea/SE). 

More information is available at  www.snpgroup.com

This article is sponsored by SNP

The post SAP S/4HANA Transformation by Inventia Pharma India with SNP BLUEFIELD™ appeared first on InsideSAP Asia.

Download this comprehensive whitepaper – Managing an S/4HANA migration with Rev-Trac – to discover:

• Why automating your SAP change management processes is crucial
• How Rev-Trac Platinum can help you to successfully manage dual SAP environments
• What key Rev-Trac Platinum features help to minimize unscheduled downtime

Run without interruption during your S/4HANA migration –

Download the report below.

By completing this form, you will be sending your details to RSC in accordance with their privacy policy

Summary of Rev-Trac 

A Revelation Software Concepts (RSC) technology that automates SAP change management processes to massively reduce the time, effort, and cost to deliver change. Automate SAP change management for faster, more frequent, and low-risk change and respond to business demands quickly. Rev-Trac Platinum eliminates error-prone manual SAP change processes and provides the control and governance to achieve agile, DevOps, and continuous delivery objectives.

This page is sponsored by RSC

The post Rev-Trac Platinum appeared first on InsideSAP Asia.

About PT ABM Investama Tbk. (ABM) 

ABM pursues a lofty vision of becoming a company with strategic investments in mining re-sources, mining services, and mining infrastructure. Accordingly, in our business development, we strive to integrate and create synergy among our business units in order to fulfill the needs of the supply-chain activities of mining businesses. 

To secure a stable and solid future, we aim to expand our business portfolio through the activities of our subsidiaries in a number of business developments in various sectors related to the mining resources, mining services, and mining infrastructure. We also continue to expand our production platform, as well as improve the profitability of our operating business units, while developing a comprehensive organization which will be capable of strong synergy and integration in all business units. 

Please visit: www.abm-investama.com 

About SNP 

SNP SE helps organizations transform their business models and take advantage of the opportunities arising from digitalization with its own solutions. Its software and services make it easier to implement technical or commercial changes in business applications and allow customers to automate this process. 

The unique BLUEFIELD approach and the world-leading SNP business transformation platform CrystalBridge® have laid the foundations for the company to set an industry standard for automated data transformation. SNP specializes in automatically analyzing, implementing and tracking changes in IT systems. This approach greatly improves quality while significantly reducing costs, risks and the time required to complete complex transformation projects while observing the highest compliance and security standards. 

The SNP Group has around 1,400 employees worldwide. The company is headquartered in Heidelberg, Germany, and generated revenue of around EUR 145 million in the 2019 fiscal year. It serves multinational companies in all industries. SNP was established in 1994, went public in 2000, and has been listed in the Prime Standard segment of the Frankfurt Stock Exchange since August 2014 (ISIN DE0007203705). Since 2017, the company has been trading as a European company (Societas Europaea/SE). 

More information is available at  www.snpgroup.com 

This article is sponsored by SNP Group

The post Mining Behemoth ABM Group Leads the First SAP S/4HANA Digital Transformation Powered by SNP BLUEFIELD™ in Indonesia appeared first on InsideSAP Asia.

This huge architectural change has meant that the application can be redesigned to simplify processing steps. For example, the SAP ECC Finance module relied on many different tables to separate headers, line item details and supporting master data attributes, which made for a very complex data model. 

With SAP S/4 HANA, the database is able to cope with greater data volumes and complexity within single tables or views. So the volume of tables and structures are simplified. This should therefore make reporting easier, and as such increase the transparency of information. This simplifies the landscape options, as it means that there is the opportunity to consolidate the system landscape. 

Now there is no need for separate SAP Advanced Planning and Optimisation (APO) or Business Warehouse systems, as you have the HANA database. Also, by mandating SAP HANA as the database, you’ll further reduce the complexity of your deployment options, while presenting a cost saving opportunity through the removal of separately licensed third-party databases. 

Despite this code base change, there are familiar aspects to SAP S/4 HANA. The table structure is flatter, but the majority of the standard SAP ECC tables still exist. From the user interface perspective, there is still an ABAP user interface, which looks and behaves in a very similar manner to SAP ECC. However, this is intended for use by administrators only. For end users, the intention is to use the SAP Fiori user interface. 

With S/4 HANA, SAP has also recognised that customers are expecting more agile deployment approaches, so they have also offered different implementation scenarios to align more with a cloud deployment model. As such, SAP S/4 HANA is available as a traditional on-premise solution but there is also a version available as a public cloud option. There is also a managed cloud option to provide the middle ground

SAP S/4 HANA has been designed with simplicity in mind, although that is generally intended for the end-users, rather than implementers, systems integrators or administrators. From a security perspective, you can expect significant involvement in an SAP S/4 HANA implementation, as there are some fundamental changes to the way in which these simple processes are delivered to users.

Download the rest of this guide to gain a practical understanding of the new security considerations that come with implementing SAP S/4 HANA – helping you side-step the mistakes of the previous ERP implementations.

This article is sponsored by Turnkey Consulting

The post Understanding the Differences Between SAP ECC and SAP S/4HANA appeared first on InsideSAP Asia.

However, when supporting SAP implementations, some systems integrators (SI’s) don’t consider security highly enough – focusing too much on the functional aspects of the project in order to get the project over the line as efficiently as possible.

This is unsurprising as today, whilst having great functional experience, few systems integrators have the skills to safeguard SAP effectively. But not doing so at the point of implementation can have considerable consequences:

1. Overspent budgets

Projects often go over budget due to avoidable and costly retrospective security remediation. 

2. Missed deadlines

Retrospective remediation doesn’t only cost money, it costs time – often resulting in missed project deadlines.

3. Auditor rejection

When it comes to the project being approved, either by auditors or internal teams, if the appropriate security measures haven’t been implemented it’s unlikely to get the go-ahead.

4. Business downtime

If left unchecked, poor security controls can result downtime – restricting user access to your business-critical application.

Often a more effective approach to implementation is to employ an SAP security specialist to work alongside an SI – bringing together great functional experience with the right security expertise. But how does this work in reality? How can SAP security specialists work alongside SIs?

Find the answers in the next part of Turnkey’s 7-part video series – where Turnkey’s global management team met to address some of the biggest challenges facing SAP security professionals today.

The post Why you can’t rely on systems integrators for SAP security appeared first on InsideSAP Asia.

Why making better business decisions across the board has never been more important. 

At bottom, managing a business means making decisions. Dozens of daily ones to keep the enterprise humming along and, less often, larger and more strategic ones about the health and future direction of the company itself.

Business intelligence tools can be useful aids for executives weighing up their options and deciding which way to jump.

Too often though, they only provide insight into one aspect of operations, not the bird’s eye view that’s needed to allow business leaders to appreciate all the ramifications, both positive and negative, of the critical commercial decisions they’re called on to make.

Augmenting traditional business intelligence solutions with corporate performance management tools can deliver the additional decision support capability businesses need to make optimum decisions across the enterprise.

The make or break decisions Australian enterprises face in 2019 and beyond

Doing so successfully has never been more important. Digital disruption, uncertain political and economic conditions and changing consumer tastes are making ‘business as usual’ an impossible proposition for thousands of Australian enterprises.

An astonishing one-third of the local economy faces substantial disruption – soon – from digital technologies and business models, according to Deloitte’s Digital disruption: Short fuse, big bangstudy of 2017.

Digital innovation is driving change across markets and economies and reinventing the way companies relate to their suppliers and customers, the report notes.

‘Digital reduces barriers to entry, blurs category boundaries, and opens doors for a new generation of entrepreneurs and innovators’, it states.

The collective opportunity these new market entrants enjoy represents an existential threat to existing businesses which are unwilling or unable to start doing things differently.

Taking an evidence-based approach to transformation

Making decisions about what needs to change; when, where and how, is key to the process of digital transformation. Taking a strategic, long-term approach, rather than embarking on a series of tactical or knee-jerk responses, is the modus operandimost likely to serve an enterprise well in uncertain times.

Working out where you want to go and how you’ll get there is less daunting for leaders who have a deep understanding of how the enterprise is faring on a number of key fronts, and an understanding of the probable consequences specific decisions and actions will create.

Business intelligence can provide some of the pieces of the puzzle, in the form of data which details revenue, sales and marketing investment and activity and the like.

Typically though, it’s just a snapshot of where things are at now. It’s ‘must know’ information but, it doesn’t offer any insight into the input that’s likely to be needed to effect a desired outcome – such as whether putting additional resources into the sales department will lead to more business in a key market segment, for example.

This is where Corporate Performance Management (CPM) software can help. It includes forecasting, budgeting and planning functions and uses graphical dashboards to summarise and present salient corporate data.

CPM software makes it possible for decision-makers to map project progress and performance against corporate goals and strategies and the key performance indicators associated with them. Typically, these include turnover, return on investment, operating costs and capital expenditure.

Seamlessly linking the data that’s used for analysis and reporting allows decision makers to undertake planning and forecasting activities based on that data. Modeling different scenarios makes it possible to identify the course of action most closely aligned to corporate goals.

It’s about bringing data-driven insights to life – harnessing them to inform decisions that are made on hard evidence and likely outcomes, not gut feel and hope.

In these times of rapid and unprecedented change, the latter is something companies rely upon at their peril.

The right tools for a digitally driven future 

Will Australian enterprises crash and burn or revive and thrive, post the fourth industrial revolution, which continues to up-end established industries and business practices around the country?

Making smart, timely choices to evolve, adapt and pivot will be critical to survival and ongoing success. Businesses which fail to do so can expect to see their profitability and viability erode, in some cases rapidly, as more agile upstarts make inroads on their market share.

Against this backdrop, supporting the business decision-making process with technology that allows enterprises to exploit the insights contained within their organisational data to the full is more than merely a nice idea. It makes sound commercial sense, for Australian companies that would prefer to enter the digital era on the front foot.

www.board.com

The post Taking an evidence-based approach to transformation appeared first on InsideSAP Asia.

With the Philippines as a country in the midst of a digital transformation, it is no surprise that more opportunities related to digitizing business platforms are arising. Thus, it won’t take long until large local-owned enterprise down to the micro, small, and medium entrepreneurs adapt to a more online business environment as access to technology becomes more convenient.

Based on a report from Channel Asia Singapore, there are more than 5,000 jobs in the fields of digital business and cloud computing available for aspiring IT professionals in the country as of June this year. German software giant SAP alone is looking at 75 positions for their digital platforms to be filled within this year. The company continues to be bullish in promoting inclusive software solutions in the country according to SAP Philippines Managing Director Edler Panlilio during the recently concluded SAPPHIRE NOW and ASUGa (Americas’ SAP Users’ Group) Annual Conference in Florida.

In an interview with The Manila Standard, Panlilio said that these recent developments, particularly on database management system SAP HANA®, will benefit businesses and industries of varying scales – making their technology accessible for everybody in the long run. Aside from that, SAP has also been exploring partnerships with local government units to integrate the company’s enterprise solutions in developing “smart cities” in the country.

This surge of opportunities for digital isn’t a coincidence though even for a country that is still catching up like the Philippines. Digital is indeed the way forward for businesses much as integrating technology in the daily is the main philosophy of the Fourth Industrial Revolution. 2018 alone saw huge corporations filing bankruptcies with the rise of e-commerce platforms. In the Philippine context as well, major publications for example have made the effort of transferring to online circulations due to rising costs and shifting demands. Businesses nowadays need to rely on digital technology to thrive and this is a paradigm that will not be slowing down anytime soon. It’s either you keep up or get left behind.

Despite the increasing opportunities and changing nature of business in the Philippines, the biggest question still remains – is the country ready for this kind of setup? If you take available infrastructure, policy environment, and other relevant factors into consideration, the safest answer would be…not yet. However, with the growing appreciation and interest in industries such as cloud computing or e-commerce, the Philippines can catch up and compete with the global market. There are just some important aspects that should be given urgent attention should we want to fast track this digital revolution.

An article from Business World, one of the Philippines’ leading business broadsheets, suggests that with the current business models in the country, adapting to the digital must come from the top. This means that leadership is the first one that should undergo a digital transformation. Such process does not only begin and end from acquiring modern machinery and deploying it to the workforce. A digital leadership requires constant presence in all platforms, open communication modes, and. A more flexible workforce – among others. In this way, digital-age leaders will “live” digitally rather than “being” digital. Such is integral especially in the discourse of implementing a more flexible working hierarchy which could entail interactive working conditions for employers and employees alike, for example.

As leaders go more digital, the Philippine business industry should also give more prime to policies which may affect the newer environments they are trying to embrace. One instance is the enactment of stronger data privacy legislation in the Philippines. This is an important factor to consider as ensuring security and avoiding any breaches in personal privacy in the digital platform is a sensitive terrain to walk around. By going digital, businesses can work with more creative strategies and solutions to ensure that everything remains safe and private to all parties concerned when needed.

The post Doing Business in the Philippines During the Digital Age appeared first on InsideSAP Asia.

Azim Premji, one of the pioneers of the Indian technology industry and Founder of Wipro Limited, will retire as Executive Chairman upon the completion of his current term on July 30, 2019 after having led the company for 53 years. However, he will continue to serve on the Board as Non-Executive Director and Founder Chairman.

The Board has also announced that Chief Executive Officer and Executive Director Abidali Z. Neemuchwala will be re-designated as Chief Executive Officer and Managing Director. These changes will be effective July 31, 2019, subject to shareholder approval.

Azim Premji transformed a small hydrogenated cooking fat company to a USD 8.5 billion global IT powerhouse while also leading the transformation of Wipro Enterprises Limited into a global FMCG, Infrastructure Engineering and Medical Devices leader, with revenues of approximately USD 2 billion. He will remain the Chairman of Wipro Enterprises Limited and continue to Chair the Board of Wipro-GE Healthcare.

Ashok S. Ganguly, Independent Director and Chairman, Board Governance, Nomination and Compensation Committee, Wipro Limited said,

“We thank Azim for his vision, outstanding leadership and years of extraordinary contribution towards building Wipro and the Indian IT industry. His unflinching commitment to values makes him an exemplar of how business and ethics can and must go together. His exceptional generosity makes him one of the greatest philanthropists of our time.

Rishad’s understanding of the global technology industry, strong strategic orientation and diverse leadership experience make him the right person to guide Wipro. He is also best positioned to represent the interests and fundamental social purpose of the largest shareholder of Wipro.”

Azim Premji said,

“I wish to thank generations of Wiproites and their families for their contribution towards building our company to what it is today. I am grateful to our clients, partners, and other stakeholders who have reposed trust and confidence in us.

It has been a long and satisfying journey for me. As I look into the future, I plan to devote more time to focus on our philanthropic activities. I have great confidence and trust in Rishad’s leadership to steer Wipro in its next phase of growth as we move forward.”

Chairman designate, Rishad Premji said,

“I am humbled and honoured to be invited to chair the Board of Wipro Limited, a company that has over decades demonstrated that success can be built on the foundation of strong values and uncompromising integrity. This is a testament to the spirit and dedication of thousands of Wiproites.

I am very excited about our future and the opportunity to create value for all our stakeholders in these transformative times for Wipro and the technology industry. I look forward to their trust, collaboration and support.”

About Wipro Limited

Wipro Limited (NYSE: WIT, BSE: 507685, NSE: WIPRO) is a leading global information technology, consulting and business process services company. We harness the power of cognitive computing, hyper-automation, robotics, cloud, analytics and emerging technologies to help our clients adapt to the digital world and make them successful. A company recognized globally for its comprehensive portfolio of services, strong commitment to sustainability and good corporate citizenship, we have over 175,000 dedicated employees serving clients across six continents. Together, we discover ideas and connect the dots to build a better and a bold new future.

The post Wipro Limited Appoints Rishad Premji as Executive Chairman appeared first on InsideSAP Asia.