The new levers of business growth: Employee experience, ecosystems, education and data

The Wipro spirit: be passionate about customer success, be global and accountable, treat everyone with respect and unwavering integrity in everything we do.

When it comes to designing the future of work, there is no one-size-fits-all solution. Discovering success isn’t about a hybrid model or offering remote work options. Individuals and organizations are looking for more freedom. The freedom to choose the work model that makes the most sense. The freedom to choose one’s own values. And the freedom to pursue what matters most.

Karen Mangia, WSJ bestselling author and Salesforce executive, sat down with Stephanie Trautman, Chief Growth Officer at Wipro, to glean her insights and predictions on how to create a future that works for both employers and employees. employees. Wipro is a global leader in information technology, consulting and business process services. Recognized globally for its comprehensive service portfolio, strong commitment to sustainability and good corporate citizenship, Wipro has more than 220,000 employees dedicated to serving customers on six continents. Stephanie is a dynamic leader who builds, develops and elevates the teams she leads and the clients she engages with. She is an effective change agent who understands how essential it is to harness technology, talent and transformation to create sustainable business results.

Karen Mangia (KM): The topic of our time is the future of work. What are you discovering right now about how people will work together in this new normal?

Stephanie Trautman (ST): I have never seen a market like this. Whether you are a leader or a laggard, you have to do something. Our customers are in trouble. Our business is changing. The competition for talent is extremely intense. To find a way forward, start by asking yourself, your customers, and your organization: What do we need to work with and how can we get the most out of it? We can’t afford to wait for the perfect design.

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Stephanie Trautman, Chief Growth Officer Wipro

KM: “What do we need to work with and how can we get the most out of it? is a powerful question. Where are you going to look for answers?

ST: The short answer is our employees. And then our customers. Deep listening is key to discovering what matters. Understanding what matters most to those we serve is fundamental. Throughout my listening tour, one theme constantly surfaced inside and outside our organization: friction. This theme is our rallying cry and what unifies our employee experience and our customer experience: the pursuit of seamless processes, technology and engagement…it’s what we all want. So what can we do to eliminate friction inside and outside our organization?

KM: This question invites your stakeholders to explore with you. A journey to discover how you could do business together more easily. Your operating model has the added complexity of value-added partners. How do you fit them into your experience equation?

ST: We adopt a new state of mind vis-à-vis our partners. We are moving from an alliance mindset to an ecosystem mindset. In a traditional alliance model, we tend to associate our employees with one of our partners and then treat that partnership as its own business. The ecosystem mindset is a shift because we view all of our partners as part of the same business – our business. Our collective enterprise that serves our collective customers in service of the greater good. We are creating a partnership of partners, a more strategic approach that allows us to meet all of our clients’ challenges rather than committing ourselves on a case-by-case or market-by-market basis.

KM: Is the ecosystem mindset part of your strategy to change the way your customers perceive you?

ST: Yes, because our customers want more. They want and still need us to be a trusted partner. That hasn’t changed. What has changed is that they expect more from us – an agile approach to solving their biggest business challenges. And that means going beyond trusted partner status to portraying ourselves as innovators and orchestrators.

KM: How are you reskilling your workforce to make this change?

ST: The nature of work itself is changing, which means it’s essential for us to regularly review how to help our workforce succeed in this changing landscape. Beyond changing customer expectations, AI and machine learning will continue to disrupt what work is and how it happens within organizations. We take a results-based approach to reskilling – what results will this employee achieve as a result of completing this learning plan? This approach allows employees to see a clear link between the investment of their time and their trajectory in the future. We uncover the most critical skills to develop right now: deep technical and process skills, in addition to design thinking, facilitation, and co-creation. These are the skills of innovators and orchestrators.

KM: As Chief Growth Officer, how do you think the growth levers are evolving?

ST: The pandemic has exposed the inefficiencies and breaking points of all businesses and the opportunities for disruptors. Broken business processes and system gaps create friction. But the biggest challenge is data. Data is essential for shaping strategies, prioritizing portfolios and making smart business decisions. Failed data is a failed value. We need to create new tools and workflows – using data – to break down friction points so we can focus on creating value.

KM: An interview on the future of work would be incomplete without some predictions about the future. What are your predictions for the future of work?

ST: The hybrid work environment is here to stay. The way we define work will continue to change and new categories of work will emerge. Technology will continue to disrupt the work that is being done. Workforce roles and responsibilities will change. And technological innovation will make collaborative work exciting, wherever you physically do your work. But at the heart of it all are people, ambitious people who want great experiences, exciting work, the opportunity to retrain and adapt, and above all, to make an impact; on their families, colleagues, customers and on the planet where we can all thrive. We have an exciting professional future ahead of us.


This article was written by Karen Mangia, Vice President, Customer and Market Insights at Salesforce. Mangia is a WSJ Best Selling author, thought leader and strategist. A prolific blogger and sought-after media interviewer, she has been featured in Forbes and a regular contributor to Thrive Global, Authority Magazine and ZDNet. Thinkers 360 named her #9 on their list of global health and wellness thought leaders and influencers, #12 for mental health, and one of the top 150 B2B thought leaders. to be continued. Connect with her on Twitter @karenmangia.