Some of the sectors, health care, energy, utilities are sectors that are actually probably investing more and less cautious, if you like. So this is the context – the facility is that you’re probably going to have to wait for some more months before really getting the confirmation that the market has rebounded for good.
Abhishek Kumar: So that’s helpful. Thank you all and all the best.
Thierry Delaporte: You’re welcome.
Operator: Thank you. We have our next question from the line of Ravi Menon from Macquarie. Please go ahead.
Ravi Menon: Thank you for the opportunity. Thierry, I just wanted to understand your reorganization into the four [ph] global business lines. If I look at it, consulting still separate. So I would have thought that there was a good opportunity to and that consulting more deeply and try to increase the cross-sell for that. Could you explain the rational launch behind the reorg?
Thierry Delaporte: Okay. All right. Ravi, so I’ll try to – I have a 1-hour version of the answer, but I’ll try to be concise. So back in late 2020, when we implemented our operating model with SMU and GBLs, we decided because this organization has never gone through a metric setup, you know, we felt that it needed to be extremely simple for it to be rapidly implementable. And that’s what we did. And that’s why we went with 2 GBLs iDEAS and iCORE. What possibly we could not anticipate at that time is the speed of the growth we would experience in those 2 GBLs. In 2 years, 45% growth met those two GBLs massively bigger than what we had anticipated when we launched the model. In parallel, the level of maturity of our organization to work with SMUs and GBL working together in a very integrated model has dramatically progressed.
And finally, we have seen – we have listened to our clients, and we’ve seen a couple of things. One, the fact that we’ve done great in engineering, and it was maybe time for engineering to just fly on its own a little more, right? Because we have a fabulous potential at Wipro to really be a leader in engineering even more. Second was the fact that more and more our clients were expecting from us that we come to them with a comprehensive cloud strategy addressing both infrastructure and applications without dissociating between those two different dimensions. And I think we felt that by combining those two components into what we call now a FullStride Cloud services would make us more impactful and more competitive and more – just able to better respond to their expectations.
Third, as you said, we’ve made acquisitions in consulting. We also had a consulting business. And you know by experience that consulting is – needs to be at the forefront of the market, so it needs to be as close as possible to the accounts and to the clients. They also need to be very closely connected to the other GBLs because basically, every global business line, every offerings need to work and enhance with our consultants. But at the same time, they need to be managed differently because consultants operate under a different operating model and different ways of working. And I have a deep understanding of this business, and it is – clearly, the objective was to create this platform, this consulting platform for the future of Wipro. And finally, our fourth GBL is what we call enterprise featuring that’s actually combining different type of businesses, DOP, data and a digital experience that have as part of their evolution and applications, obviously, the necessity to leverage artificial intelligence in everything they do.
