Essays on Wipros Green Initiatives Case Study

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The paper 'Wipro’ s Green Initiatives " is a good example of a management case study. The zeal to embark in green computing was propagated by the observance that consumers and corporations alike are not keen to mitigating greenhouse gas emissions by computer products and their related accessories. Then there was the desire to reduce wastage of energy particularly in the Information and communications industry. On the same note, Wipro was committed to promoting a massive campaign in advocating for the reduction of human exposure to harmful substances, usually termed as waste by industrialists.

The aim was to improve the efficiency derived from the use of computer resources and promote recyclability within the industry. Besides being a social endeavor to promote sustainable environmental standards, the company was concerned with the level of consumer ignorance on environmental degradation brought about by technological materials (WIPRO, 2009). There was yet another concern for the level of energy wastage within computer systems with a reported wastage of 97 kilowatts of energy for every 100 of them fed into computer machinery. The company management perceived such wastage as unacceptable (Carol et al, 2009).

These factors drove the company to establish green computing initiatives. In the year 2006, the company established an electronic waste disposal service as the first step towards guiding the change for green computing. This service comprised of sixteen electronic waste collection centers in India. Later the following year, Wipro extended its efforts through the design of specialized computers that had minimal levels of waste emission. This move was in line with the European Union regulation standards on the emission of harmful substances. It had set the tone, however, for the Local IT businesses (Mingay, 2007). Then the company established twenty-three green initiatives as a wider strategy to guide the process of reducing carbon emission to the environment each of which was an artefact.

The grand scheme was a campaign oriented at converting the company to green and lead the transition in the industry and beyond. The artefact was structured in sections each with the specialized mandate. The departmentalization was the unit of operation where it was expected to follow the green artefact (Srivastava, 2007). The twenty-three target areas were categorized into four groups namely: strategy, people, facilities and operations and IT-specific improvements.

The strategy category was meant to integrate the green IT into the company’ s overall growth and development scheme. People category was targeting the end-users of the IT and related products to empower them with information on the importance and best practices towards promoting environmental conservation. Facilities and operations contain five areas in the infrastructure of the company and its clients. IT-specifics focus on the improvement of the environmental base of the user and the service provider (Mingay, 2007). Beyond the IT industry, the company managed to make significant steps.

For instance, the company devised what it called ‘ Hosted Intelligent Document Management’ which is an efficient and energy-saving way of managing electronic information at the client’ s level. The system enables the client to reduce the physical number of machinery and storage files by capitalizing on a few hardware accessories through multitasking. This reduces energy consumption as well as reducing demand levels for computer gadgets hence reducing emissions of harmful substances (Kochhar1 & Arun, 2011).


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