Final Proposal_Code Honey

1 Evaluating the Role of Interdepartmental Collaboration in Enhancing Strategy Execution at Wipro Student Name- Student ID-

2 Title and Introduction The title of the proposed study is “Evaluating the Role of Interdepartmental Collaboration in Enhancing Strategy Execution at Wipro (UK)”. The proposed study would examine Wipro in UK as a case study to examine the effectiveness of collaborative strategy creation and implementation within multinational corporations (MNCs). MNCs encounter particular difficulties in developing and putting into practise viable business strategies in the internationally linked and competitive economic environment of today (Jaiswal et al., 2022). In order to succeed in complex, dynamic global contexts, distinct functional units across numerous places must effectively coordinate (Esmaelnezhad et al., 2023). This research is centered on the strategic challenges faced by Wipro UK, a multinational technology company, in the context of interdepartmental collaboration and strategy execution. The choice of Wipro UK as the focal organization is motivated by its significance within the global technology industry and its relevance as a representative case study for examining broader issues surrounding collaborative strategy implementation. Wipro UK's strategic endeavors are emblematic of the complexities encountered by multinational corporations in an increasingly interconnected world. The importance of this research lies in addressing the specific problem of how interdepartmental collaboration influences the company's ability to execute its strategies effectively. This problem is not unique to Wipro UK but resonates with organizations worldwide, making the research findings applicable and informative for a wide range of global businesses navigating similar challenges. In essence, this study offers valuable insights into a pervasive issue and provides a roadmap for enhancing strategy execution through improved interdepartmental collaboration in the dynamic landscape of multinational corporations. MNCs must know and manage these dynamics skillfully in order to optimise strategy execution and negotiate the difficulties presented by globalisation and different operating contexts (Ren et al., 2022). The study's conclusions will provide information and suggestions to strengthen Wipro's execution of its plan. At Wipro, departmental silos prevent cross-functional collaboration by preventing a comprehensive grasp of goals and strategy (Lee, 2020). The study followed the secondary and qualitative research methodology. By establishing effective communication channels and information exchange protocols is still a challenge, which restricts employee involvement in interdepartmental initiatives and lowers project efficiency and zeal (Leon & Medlin, 2020). This study, which offers a thorough examination of international business complexity via the lens of collaborative tactics in Wipro, is in line with the goals of the Master's programme in Engineering Business Management. The programme gives the researcher the analytical abilities needed to successfully negotiate global markets, develop solid plans, and comprehend the changing organisational dynamics of companies like Wipro. It adds to the knowledge necessary to sustain organisational performance over time. Supervisor Comments

4 suggesting that a culture of trust, openness, and mutual respect can enhance collaboration between departments. By aligning performance incentives with interdepartmental collaboration, Wipro UK can motivate employees to actively engage in cross-functional collaboration. Additionally, regular training and development programs can equip employees with the skills and knowledge needed to work effectively with colleagues from different departments. To assess how Wipro UK's interdepartmental collaboration measures up to industry standards, it is essential to benchmark its performance against relevant metrics and best practices. Research by Ma et al., (2023) highlights the importance of benchmarking as a means of evaluating interdepartmental collaboration. Wipro UK can compare its collaboration levels, communication effectiveness, and cross-functional collaboration practices with industry leaders to identify areas for improvement. Additionally, conducting surveys and gathering feedback from employees can provide valuable insights into the current state of interdepartmental collaboration and help identify specific areas that require attention. The interdepartmental collaboration is a crucial factor that significantly affects Wipro UK's ability to execute its strategies effectively ( Leyenaar et al., 2019) . While there are obstacles to cross-functional collaboration, including silos and divergent goals, Wipro UK can employ various tactics and procedures to promote collaboration and enhance strategy execution. By fostering a culture of collaboration, implementing clear communication channels, and aligning performance incentives, Wipro UK can improve its interdepartmental collaboration. To measure its performance against industry standards, benchmarking and employee feedback can be valuable tools. Ultimately, the effective execution of strategies at Wipro UK hinges on its ability to cultivate a culture of interdepartmental collaboration and adapt to the ever-evolving technology industry. As per Ren et al. (2022), the development of a new generation of energy-efficient heating and cooling systems has led to a rise in the number of people using these systems. According to Jaiswal et al. (2022), despite popular concerns about job losses, organisational think tanks favour the complementary union of human and computer skills. They argue that introducing and accepting AI requires workers to upskill using dynamic skill, neo-human capital, and AI job replacement theories. Twenty seasoned IT experts working for MNCs in India were questioned to compile this report on the most important skills for upskilling personnel (Pearson et al. 2022). The study, which used Gioia's approach to qualitative analysis, identified data analysis, digital, complex cognition, decision-making, and continuous learning as the five most important skills for upskilling workers. To examine the distributional effects of profit shifting to tax havens, they take use of the country-by-country reporting data of the new multinational businesses, which has unequalled country coverage. The percentage of lost tax revenue as a percentage of total tax collections is higher in low-income nations. It is estimated that in 2016, multinational firms moved upwards of US$1 trillion in earnings (Garcia-Bernardo &Janský, 2022). This study also found that companies with headquarters in the United States and China are the most active profit-shifters and that the Cayman Islands are the most prominent tax haven. Based on the research, they deduce that the very non-linear connection between earnings and tax rates is best represented by a logarithmic function rather than a linear or quadratic

5 one (Esmaelnezhad et al. 2023). The global size of profit shifting is roughly estimated the same by both methods, but there are significant differences at the national level. The logarithmic function suggests that more earnings are being moved to countries with zero or extremely low effective tax rates (Ahluwalia et al. 2020). As a whole, the reviewed literature offers insightful information on leadership, innovation, skill development, operational efficiency, and financial considerations pertinent to the broader context of MNC operations, even though some of it may not directly align with collaborative strategy development within MNCs. Topic Articles Author, (Year) Organizational Culture Role of Organizational Culture as an Internal Business Factor in Successful Strategy Execution Sharma, M. K., & Sharma, S. (2022) Interdepartmental Quality Improvement Facilitators of interdepartmental quality improvement: a mixed- methods analysis of a collaborative to improve pediatric community-acquired pneumonia management Leyenaar, J. K., Andrews, C. B., Tyksinski, E. R., Biondi, E., Parikh, K., & Ralston, S. (2019) Strategy Implementation IDENTIFYING THE SUCCESS FACTORS FOR EFFECTIVE TURNAROUND STRATEGY IMPLEMENTATION AND OUTCOMES IN A PUBLIC SECTOR ORGANISATION IN NAMIBIA Sharma, M. K., & Sharma, S. (2022) Interdepartmental Collaboration How large entrepreneurial- oriented companies breed innovation: the roles of interdepartmental collaboration and organizational culture Ma, X., Rui, Z., & Zhong, G. (2023) Leadership and Organizational change Testing the leadership and organizational change for implementation (LOCI) intervention in Norwegian mental health clinics: a stepped-wedge cluster randomized design study protocol Egeland, K. M., Skar, A. M. S., Endsjø, M., Laukvik, E. H., Bækkelund, H., Babaii, A., ... & Aarons, G. A. (2019) Questions ● How much does interdepartmental collaboration affect Wipro UK's ability to execute

7 Research Strategy To evaluate particular hypotheses taken from current theories and literature, the study will take a deductive approach (Pandey & Pandey, 2021). This method is ideal for determining how successfully departments work together to carry out the company's strategic plans. In the context of a large, international company like Wipro, it offers a disciplined framework for examining empirical data and reaching relevant conclusions. Research Design To thoroughly explore the connections between the various study components, an explanatory research design will be used (Snyder, 2019). It follows the research onion framework. In order to provide a comprehensive knowledge of the relationship between interdepartmental collaboration and strategy implementation at Wipro, this design of qualitative data. It enables a more thorough investigation of the phenomenon being studied. Data collecting method This study will use secondary data collection because it is affordable and easily accessible (Newman & Gough, 2020). It provides access to a range of recent data and scholarly materials important to developing and implementing collaborative strategies at Wipro. Researchers will be able to thoroughly explore the body of literature, examine historical trends, and contrast their conclusions with those of other academics thanks to secondary data. Data Analysis In this study, thematic analysis will be used to examine the data (Rinjit, 2020). It is appropriate for methodically and systematically analysing the influence of interdepartmental collaboration on strategy execution since thematic analysis is well-suited for discovering patterns and themes within qualitative data. By employing this method, researchers will be able to gain insightful knowledge from the various Wipro employees' experiences, which will help to fully comprehend the research issues. Objective Outcome Benefits 1 ● Identifying key influencing factors in collaborative strategy deployment. ● Enhanced understanding of organisational culture's impact on collaboration ● Improved communication and information- sharing practices to optimise strategies. ● Strengthened trust and relationship building for effective partnerships. 2 ● Analysis of tangible benefits gained in collaborative strategy development and deployment. ● Strategic alignment to enhance overall effectiveness at Wipro. ● Access to diverse expertise and knowledge for innovative strategies. 3 ● Assessment of tangible challenges faced in ● Strengthened adaptability and agility in responding to market changes. ● Identification of coordination and

8 collaborative strategy development and deployment. communication bottlenecks. ● Understanding and addressing conflicting interests among stakeholders. Ethical consideration Ethical use of publicly accessible data and sources that recognise and abide by copyright and intellectual property rights will be crucial. To guarantee an accurate and balanced presentation of available data, the researcher must also thoroughly analyse the quality and credibility of secondary sources (Mishra & Alok, 2022). Integrity in secondary research relies heavily on researchers making ethical use of data and following standard citation procedures. Supervisor Comments Mark out of /15 Data The necessary information for this study will come from a wide range of institutions, people, and reliable sources. The study followed the secondary and qualitative research methodology. By establishing effective communication channels and information exchange protocols is still a challenge, which restricts employee involvement in interdepartmental initiatives and lowers project efficiency and zeal. To ensure a thorough grasp of collaborative initiatives, their suppliers, partners, and customers will also be included. Secondary data will be gathered from scholarly publications, industry reports, and trustworthy databases to supplement the main data. To ensure that complete and in-depth information is acquired from relevant stakeholders, secondary data gathering strategies will be painstakingly created. By fostering a culture of collaboration, implementing clear communication channels, and aligning performance incentives, Wipro UK can improve its interdepartmental collaboration. To measure its performance against industry standards, benchmarking and employee feedback can be valuable tools. Ultimately, the effective execution of strategies at Wipro UK hinges on its ability to cultivate a culture of interdepartmental collaboration and adapt to the ever-evolving technology industry. In line with the goals of the study, this will enable a detailed investigation into the application of collaborative solutions (Azeem et al., 2021). Supervisor Comments

1 Discussion Any changes to the working hypothesis or set of research questions will be carefully considered to guarantee that they still serve the overarching goals of the study. In order to provide a thorough and focused analysis of the implementation of collaborative strategies by Wipro, this research will carefully analyse the most important research topics in this area (Ren et al. 2022). The main finding of this research is that multinational firms' worldwide competitive the advantage is favourably impacted by the creation and implementation of collaborative strategies. This study is motivated by the following research objectives are: ● To evaluate the interdepartmental collaboration affect Wipro UK's ability to execute strategies. ● To study the main obstacles to cross-functional collaboration at Wipro in the UK. ● To analyse the tactics and procedures can Wipro UK employ to promote an environment of departmental collaboration and enhance the results of strategy execution. ● To evaluate the Wipro's interdepartmental collaboration in the UK measure up to industry standards. The research hypothesis are: H0 (Null Hypothesis) - Interdepartmental collaboration has no significant effect on Wipro UK's ability to execute strategies effectively. H1 (Alternative Hypothesis) - Interdepartmental collaboration significantly affects Wipro UK's ability to execute strategies effectively. This study focuses on identifying obstacles to developing collaborative strategies, examining the practical advantages of collaboration at Wipro, and identifying critical variables affecting their execution (Traga, Philippakos, & MacArthur, 2020). There are a number of strategies that can be used to address the interdepartmental collaboration problems at Wipro. First, creating cross-functional teams is crucial because it allows people from many divisions to work together on projects. Functional barriers can be broken down and general grasp of organisational goals and procedures improved by empowering employees from varied backgrounds to actively participate in these teams and giving them the authority to communicate effectively (Ashna et al., 2019). To ensure effective resource allocation, avoid burnout and project delays, a thorough assessment of staff workloads and priorities is essential. Without compromising current responsibilities, participation in interdepartmental initiatives can be increased by setting project priorities and managing staff capacity effectively (Lee, 2020). Additionally, choosing committed leaders for cross-departmental projects is crucial. In order to provide cohesiveness and accountability in cross-functional operations, these leaders should have the power to promote collaboration, expedite decision-making, and align projects with the organization's overarching strategy (Ma et al., 2023). Supervisor Comments

2 Mark out of /10 Gantt Chart 15th Octo ber – 19 th Octo ber 2023 20 th Octo ber – 29 th Octo ber 2023 30 th Octobe r – 8 th Novem ber 2023 9 th Novem ber – 14 th Novem ber 2023 15 th Novem ber – 17 th Novem ber 2023 18 th Novem ber – 21 st Novem ber 22 nd Nov – 29 th Nov 2023 30 th Novem ber 2 nd Decem ber Selection of topic Introduct ion Literatur e Scope Research Questions and Objective s Methodol ogy Data Collectio n and analysis Discussio n Completi on of research References and Bibliography Ahluwalia, S., Mahto, R. V., & Guerrero, M. (2020). Blockchain technology and startup financing: A transaction cost economics perspective. Technological Forecasting and Social Change , 151 , 119854. https://nrl.northumbria.ac.uk/id/eprint/41752/1/TFSC.pdf Aipinge, L. P., & Shopati, A. K. (2022). IDENTIFYING THE SUCCESS FACTORS FOR

4 scenario analysis in biopharmaceutical industry. Journal of Business Research , 158 , 113663. https://www.sciencedirect.com/science/article/pii/S0148296323000218 Garcia-Bernardo, J., &Janský, P. (2022). Profit shifting of multinational corporations worldwide. arXiv preprint arXiv:2201.08444 . https://arxiv.org/pdf/2201.08444 Gupta, A. K., & Govindarajan, V. (2017). Converting global presence into global competitive advantage. In International Human Resource Management (pp. 431-442). Routledge. https://www.taylorfrancis.com/chapters/edit/10.4324/9781315252025- 30/converting-global-presence-global-competitive-advantage-anil-gupta-vijay- govindarajan Jaiswal, A., Arun, C. J., & Varma, A. (2022). Rebooting employees: Upskilling for artificial intelligence in multinational corporations. The International Journal of Human Resource Management , 33 (6), 1179-1208. https://www.tandfonline.com/doi/pdf/10.1080/09585192.2021.1891114 Ketokivi, M., & Mahoney, J. T. (2020). Transaction cost economics as a theory of supply chain efficiency. Production and Operations Management , 29 (4), 1011-1031. https://josephmahoney.web.illinois.edu/BADM504_Fall%202019/Ketokivi%20and %20Mahoney%20(2020).pdf Kolb, D. A. (2014). Experiential learning: Experience as the source of learning and development . FT press. http://www.fullerton.edu/cice/_resources/pdfs/sl_documents/Experiential%20Learning %20-%20Experience%20As%20The%20Source%20Of%20Learning%20and %20Development.pdf Leyenaar, J. K., Andrews, C. B., Tyksinski, E. R., Biondi, E., Parikh, K., & Ralston, S. (2019). Facilitators of interdepartmental quality improvement: a mixed-methods analysis of a collaborative to improve pediatric community-acquired pneumonia management. BMJ quality & safety , 28 (3), 215-222. https://qualitysafety.bmj.com/content/28/3/215.abstract Ma, X., Rui, Z., & Zhong, G. (2023). How large entrepreneurial-oriented companies breed innovation: the roles of interdepartmental collaboration and organizational culture. Chinese Management Studies , 17 (1), 64-88. https://www.emerald.com/insight/content/doi/10.1108/CMS-06-2021-0247/full/html Majid, O. B., Hilmi, M. F., Rashid, N. A., Syed-Mohammad, S. M., Malim, N., &Zainol, Z. (2013). Collaborative Learning Environment with Think-Pair-Share Method and Learning Tools for Learning Arabic Online. In 2013 Taibah University International Conference on Advances in Information Technology for the Holy Quran and Its Sciences (pp. 77-82). IEEE. https://doi.org/10.1109/NOORIC.2013.27 Mishra, S. B., & Alok, S. (2022). Handbook of research methodology. http://74.208.36.141:8080/jspui/bitstream/123456789/1319/1/BookResearchMethodo logy.pdf Mohajan, H. K. (2018). Qualitative research methodology in social sciences and related subjects. Journal of Economic Development, Environment and People , 7 (1), 23-48.

5 https://mpra.ub.uni-muenchen.de/85654/1/mpra_paper_85654.pdf Newman, M., & Gough, D. (2020). Systematic reviews in educational research: Methodology, perspectives and appRilication. Systematic reviews in educational research , 3-22. https://library.oapen.org/bitstream/handle/20.500.12657/23142/1007012.pdf? sequence=1#page=22 Pandey, P., & Pandey, M. M. (2021). Research methodology tools and techniques . Bridge Center. http://dspace.vnbrims.org:13000/jspui/bitstream/123456789/4666/1/RESEARCH %20METHODOLOGY%20TOOLS%20AND%20TECHNIQUES.pdf Pearson, A. D., Allen, C., Fangusaro, J., Hutter, C., Witt, O., Weiner, S., ... & Vassal, G. (2022). Paediatric Strategy Forum for Medicinal Product Development in Mitogen- Activated Protein Kinase (MAPK) pathway inhibitors. ACCELERATE in collaboration with the European Medicines Agency With participation of the Food and Drug Administration. European Journal of Cancer . https://www.sciencedirect.com/science/article/pii/S0959804922007766 Ren, J., Liu, J., Zhou, S., Kim, M. K., & Miao, J. (2022). Developing a collaborative control strategy of a combined radiant floor cooling and ventilation system: A PMV-based model. Journal of Building Engineering , 54 , 104648. https://www.sciencedirect.com/science/article/am/pii/S2352710222006611 Rinjit, K. (2020). Research methodology. http://14.99.188.242:8080/jspui/bitstream/123456789/11658/1/Research %20Methodology%20A%20Step-by-Step%20Guide%20for%20Beginners%20by %20Ranjit%20Kumar%20%28z-lib.org%29.pdf Sharma, M. K., & Sharma, S. (2022). Role of Organizational Culture as an Internal Business Factor in Successful Strategy Execution: A Review. IUP Journal of Management Research , 21 (2). https://search.ebscohost.com/login.aspx? direct=true&profile=ehost&scope=site&authtype=crawler&jrnl=09725342&AN=158321 757&h=6agOsDjmI0giZcDsefCUmdcQQSUKYmeejiG6BUiX12eCE3amc6mX11pNYGSHHR wredkYXLPQxlp8D0My%2Bh9qBQ%3D%3D&crl=c Snyder, H. (2019). Literature review as a research methodology: An overview and guidelines. Journal of business research , 104 , 333-339. https://www.sciencedirect.com/science/article/pii/S0148296319304564 TragaPhilippakos, Z. A., & MacArthur, C. A. (2020). Integrating collaborative reasoning and strategy instruction to improve second graders’ opinion writing. Reading & Writing Quarterly , 36 (4), 379-395. https://www.tandfonline.com/doi/abs/10.1080/10573569.2019.1650315 Trongtorsak, S., Saraubon, K., &Nilsook, P. (2021). Collaborative Experiential Learning Process for Enhancing Digital Entrepreneurship. Higher Education Studies , 11 (1), 137- 147. https://files.eric.ed.gov/fulltext/EJ1288683.pdf Zangirolami-Raimundo, J., Echeimberg, J. D. O., & Leone, C. (2018). Research