Many businesses find their legacy systems just sort of blend into the day-to-day operations. While not perfect, they manage to keep things ticking over. The thought of replacing them often feels too costly, too risky, and something that can easily be put off for another quarter.

The thing is, “good enough” systems seldom stay that way for very long.

What might begin as a minor annoyance can quietly escalate into higher maintenance bills, slower product development, nagging security worries, integration issues, and general operational slowdowns that ripple across the entire company. Many businesses often don’t fully grasp the true cost of outdated systems because the costs are hidden, spread across departments like operations, support, and security, and reflected in overall productivity, rather than showing up as a single clear line item.

When companies face aging infrastructure, specialized legacy system migration services can help reduce operational risks while bringing those essential systems up to speed—systems that perhaps no longer quite meet today’s business demands.

For many, it’s no longer a question of *if* they need to modernize, but rather *how much longer* they can really afford to wait.

So, how exactly do companies start to pinpoint the true cost of those older enterprise systems?

Now, the direct costs of older infrastructure are usually pretty clear. Every year, businesses can point to costs such as server maintenance, support contracts, licensing fees, and hardware replacement.

The real issue, though, often lies in everything quietly happening beneath those visible numbers.

Outdated systems frequently force employees into manual workarounds, which simply slows them down daily. Teams might spend hours sorting out inconsistent reports, trying to match up disconnected data, moving information by hand between different systems, or simply waiting for clunky old processes to grind to a halt. These kinds of inefficiencies rarely show up as a line item in an IT budget, but they steadily chip away at productivity throughout the entire organization.

Technical debt, you see, often builds up quietly in these older environments, until even making a small, straightforward update turns into something risky and costly. Eventually, companies reach a point where they’re genuinely hesitant to change anything, worried that a minor tweak could unexpectedly bring down other connected systems.

This lack of adaptability, in turn, impacts a company’s growth in very tangible ways.

Something like launching a new customer portal, bringing in modern analytics, expanding eCommerce features, or simply improving the customer experience might suddenly require months of engineering time rather than just weeks. For industries that move quickly, such delays can put a company at a competitive disadvantage.

Even attracting new talent becomes tougher.

Many engineers would rather work with modern technologies than spend their days maintaining old systems with outdated frameworks and patchy documentation. Businesses that heavily depend on old infrastructure frequently find it hard to both attract and keep experienced technical professionals.

What ends up happening is that teams spend more and more of their energy just keeping these fragile systems running, instead of actually developing new features or capabilities.

So, how can businesses reduce the security and compliance risks associated with their legacy systems?

You often find that outdated systems become security weaknesses well before a company even thinks about replacing them.

A lot of these older platforms were simply built for a totally different technological era; they weren’t made to handle today’s security demands, cloud setups, or modern authentication methods.

The older the systems get, the harder and riskier it becomes to manage their security issues properly.

Some of these platforms no longer get updates or security patches from their vendors. Others run on operating systems that aren’t supported anymore, or they’re in highly customized setups that make any kind of upgrade really complicated and risky. Sometimes, companies even avoid applying patches altogether, fearing downtime or potential compatibility issues.

This just leads to long-term vulnerability.

Moreover, older enterprise systems often come with weaker monitoring, less clear audit trails, and fragmented access controls. These shortcomings make it much tougher for companies to spot threats quickly or react fast when an incident happens.

And then there are compliance requirements, which just pile on more pressure.

Fields such as healthcare, finance, retail, and logistics are facing increasingly stringent expectations for data protection, transparent reporting, and operational accountability. Legacy environments frequently struggle to meet these standards effectively, mainly because they were simply not built with modern compliance frameworks in mind.

The risks involved aren’t just technical, either. A significant security breach can throw operations off balance, erode customer trust, open up legal liabilities, and trigger costly recovery processes.

So, what’s the path forward for businesses looking to tackle the integration and scalability challenges associated with legacy software?

A lot of businesses really start to see the limits of their legacy software when they try to bring other parts of their operations up to date.

Older enterprise systems frequently struggle to integrate with modern tools, cloud platforms, and the real-time workflows we expect today. Their APIs might be restricted, old, poorly documented, or simply non-existent. Getting data to sync between different systems often turns into a slow, unreliable chore, pushing teams towards manual tasks or quick-fix workarounds.

This, of course, creates friction between departments.

Sales teams might be operating with partial customer data. Inventory visibility could be inconsistent across different sales channels. Reports might always seem a step behind actual business activity. And marketing automation might end up relying on manual exports, simply because the systems can’t talk to each other correctly.

As a business grows, these issues usually just compound.

Systems that were initially built for smaller operational volumes frequently struggle to handle growing traffic, bigger datasets, and more intricate business demands. During periods of expansion, company acquisitions, or significant digital transformation efforts, these scalability limitations become impossible to overlook.

A common approach is to try to fix things by simply adding more tools on top of the old infrastructure. While this can offer a temporary band-aid, it often just makes things more complex and adds to the technical debt in the long run.

Modernization, however, offers companies an opportunity to clear away years of accumulated complexity, rather than constantly trying to work around it.

With modern architectures, cloud-native infrastructure, and API-driven systems, organizations can integrate more smoothly, scale up quickly, and adapt far more easily as their business needs evolve.

How can organizations go about modernizing their legacy systems without bringing their day-to-day operations to a halt?

One of the main reasons businesses often put off modernization is simply the fear of interrupting everything.

The idea of replacing systems that are essential to daily operations, customer transactions, inventory management, or financial processes can understandably feel quite risky.

However, modernization doesn’t always mean ripping everything out and replacing it all at once.

Many businesses are now adopting phased modernization strategies that help reduce operational risk while gradually enhancing the underlying infrastructure.

This approach might involve:

• updating one module at a time
• moving workloads in smaller steps
• operating both the old and new systems side-by-side for a period
• bringing in middleware during the transition phases
• or focusing on the systems that pose the greatest risk first

The key is to gain more flexibility without causing major interruptions to core operations.

Typically, successful modernization projects start with a thorough audit of the current setup. Businesses really need to get a clear picture of all their dependencies, integrations, operational risks, and technical limitations *before* they begin making architectural choices.

Setting up pilot environments is also crucial. Testing modernization approaches under controlled conditions allows teams to confirm everything works as expected before rolling it out across the entire business.

Data migration, in particular, demands extremely careful planning. If not handled well, it can lead to downtime, inconsistent reporting, or data integrity issues that impact numerous departments.

For many companies, this quickly stops being solely an IT concern and becomes a broader operational challenge.

That’s often why many organizations choose to collaborate with experienced modernization partners who truly grasp enterprise migration strategies, phased rollouts, and complex, integration-heavy environments. Companies such as nCube assist businesses in modernizing essential systems by offering scalable engineering teams and migration approaches focused on operations, all designed to minimize disruptions.

So, how exactly can modernized enterprise systems actually boost business performance?

Modernization isn’t just about the technology itself. A lot of the time, it fundamentally shifts how quickly a business can adapt and expand.

Modern enterprise systems can boost operational efficiency across several areas simultaneously.

Teams find themselves spending less time on manual workarounds, wrestling with disconnected data, or repetitive processes. Reporting gets quicker and more precise. Departments end up collaborating more smoothly because their systems share information far more reliably.

The customer experience often improves, too.

With modern systems, it becomes simpler to support omnichannel strategies, offer real-time inventory insights, deliver personalized experiences, and provide quicker service. Companies can respond to evolving customer expectations without completely overhauling their infrastructure every time a new need emerges.

Scaling up also becomes significantly simpler.

Cloud-native and modular environments empower organizations to expand their infrastructure more efficiently, sidestepping many common bottlenecks in older systems.

Often, long-term maintenance costs also come down. Businesses can dedicate less effort to managing delicate infrastructure and more to driving growth initiatives.

Perhaps most importantly, modern systems enable companies to react much more quickly as their business landscape shifts.

This kind of flexibility is becoming invaluable in industries where customer expectations, operational pressures, and technological standards are all changing rapidly.

The hidden costs of outdated enterprise systems rarely hit all at once.

Instead, these costs build up over time through operational inefficiencies, security vulnerabilities, increasing maintenance expenses, integration headaches, and generally slower innovation. What might initially seem like the cheaper option to maintain can, surprisingly, become much more expensive in the long run.

For many businesses, the real risk isn’t modernization itself. It’s actually taking too long to tackle that aging infrastructure, which is already dragging on their operations.

Ultimately, modernization is about building systems that are simpler to scale, easier to integrate, more secure, and readily adaptable as the business itself changes and grows.

With careful planning, a phased implementation approach, and the right migration strategy, companies can update their most critical systems without bringing operations to a standstill, laying a much more robust foundation for future expansion.

Tali Raphaely (born 27 December 1977) is a Miami-based real estate entrepreneur, attorney, and investor known for his hands-on approach to property ownership and development.

At 48, he has built a growing portfolio across South Florida focused on single-family homes, multifamily apartment buildings, luxury rentals, Section 8 housing, and ground-up construction projects.

Originally from Baltimore, Maryland, Raphaely attended law school in Florida on a full merit-based scholarship and graduated in the top 3% of his class. He later returned to Maryland and served as a Law Clerk for the Court of Special Appeals of Maryland for two years. After briefly practising as a litigation attorney, he transitioned into real estate law and title insurance, eventually owning a nationwide real estate title company.

Over time, Raphaely shifted his focus from legal work to real estate investment and operations. Today, he specialises in purchasing underperforming multifamily properties, renovating them, and managing them through his own team. His portfolio is centred entirely in South Florida, where he has lived for more than a decade.

Raphaely is also the owner of South Florida Home Group, a property management company, and a yacht charter business. He is the author of The Complete Guide on How to Negotiate and is recognised for combining legal knowledge, operational discipline, and practical experience in the real estate industry.

Outside of work, his interests include fitness, boxing, chess, boating, reading, and exploring Miami’s restaurant scene.

Q&A With Real Estate Entrepreneur Tali Raphaely

Q: What first interested you in real estate?

Tali Raphaely: I did not begin in real estate investing. I started in law. I attended law school in Florida on a full scholarship and graduated near the top of my class. After that, I worked as a Law Clerk for the Court of Special Appeals of Maryland. That experience taught me discipline and attention to detail.

Later, I briefly practised litigation, but I realised I wanted to build businesses rather than only work on disputes. Real estate became the natural fit because it combines negotiation, operations, long-term thinking, and problem-solving.

Q: How did your legal background help your career in property investment?

Tali Raphaely: It helped a lot. Before becoming an investor, I worked in real estate law and eventually owned a nationwide title company. That gave me insight into transactions, contracts, and risk.

You start understanding how deals are structured and where problems usually happen. I think that gave me a strong foundation before I began buying my own properties.

Q: What type of properties do you focus on today?

Tali Raphaely: My main focus is multifamily apartment buildings in South Florida. I also own single-family homes, luxury rentals, and Section 8 properties.

I like properties that need improvement. I enjoy buying buildings that are underperforming, renovating them, and improving the operations. Sometimes the biggest value comes from organisation and management, not just construction work.

Q: Why Miami?

Tali Raphaely: I moved to Miami about 13 years ago and stayed because of the energy here. Miami is constantly evolving. There is always development happening and the market moves quickly.

It is competitive, but that also creates opportunities. You need to pay attention to trends and stay flexible. My entire portfolio today is based in South Florida because I prefer to stay close to my projects and operations.

Q: You are known for being hands-on. Why is that important to you?

Tali Raphaely: Real estate is not passive for me. I self-manage my properties along with my team. I believe owning buildings is only one part of the business. Managing them properly is equally important.

I like being involved in renovations, tenant issues, maintenance decisions, and operational planning. Staying close to the day-to-day side of the business helps you understand what is really happening.

Q: What do you enjoy most about renovations and construction?

Tali Raphaely: I enjoy the transformation process. There is something satisfying about taking an older property and improving it.

I also do ground-up construction of single-family homes, which is a different challenge. With new construction, you control everything from the design to the final product. With rehabs, you are solving existing problems. I enjoy both because they require different ways of thinking.

Q: Has negotiation played a major role in your success?

Tali Raphaely: Absolutely. Negotiation is part of every business decision. That is why I wrote The Complete Guide on How to Negotiate.

People often think negotiation is about being aggressive, but I see it differently. A good negotiation is really about understanding the other side, listening carefully, and finding practical solutions. That applies to real estate, business partnerships, and everyday operations.

Q: What challenges do you see in today’s real estate industry?

Tali Raphaely: The market changes constantly. Costs change, regulations change, and buyer behaviour changes. You cannot become too comfortable.

I think adaptability is important. Investors and operators need to stay organised and understand their numbers, but they also need patience. Real estate is a long-term business.

Q: What keeps you motivated after all these years?

Tali Raphaely: I genuinely enjoy the process. I like finding opportunities, improving properties, and building systems.

Outside of work, I stay active with fitness and boxing, and I enjoy boating, chess, reading, and exploring restaurants around Miami. But overall, I still enjoy the business itself. That makes a big difference.

SYDNEY — Commonwealth Bank of Australia shares closed at $164.60 on May 22, 2026, down 1.07 or 0.65 percent on the Australian Securities Exchange as the banking sector traded mixed amid ongoing economic uncertainty and interest rate expectations.

The stock traded in a range between $163.50 and $166.20 during the session. Trading volume was near average levels. In after-hours trading, the stock showed little movement.

Recent Performance

Commonwealth Bank has reported steady lending growth in its latest quarterly updates. The bank maintained stable net interest margins despite competitive pressures in the mortgage market. Cash earnings have remained resilient, supported by fee income from wealth management and institutional banking divisions.

The bank’s home lending portfolio has grown modestly, with a continued focus on credit quality. Non-performing loans have stayed at low levels, reflecting the strength of the Australian housing market.

Economic Background

The Reserve Bank of Australia has held its cash rate at 4.10 percent in recent months. Market expectations for future rate movements have shifted based on inflation data. Commonwealth Bank has noted cautious consumer spending and business investment trends in its commentary.

Housing prices in major cities have stabilized, supporting the value of the bank’s mortgage book. Unemployment has remained relatively low, providing a buffer for credit quality.

Sector Trends

Major Australian banks showed mixed results on May 22. Westpac Banking Corp and Australia and New Zealand Banking Group posted modest gains, while National Australia Bank traded slightly lower. The banking sector has been supported by stable margins but faces challenges from regulatory changes and lending competition.

Analyst Perspectives

Analysts have maintained generally positive outlooks on Commonwealth Bank. The stock is viewed as a defensive holding with a strong dividend yield. Consensus price targets cluster around recent trading levels, with some analysts highlighting potential upside from wealth management growth and cost discipline.

The bank’s dividend policy continues to attract income-focused investors. Commonwealth Bank has a long history of consistent dividend payments, making it a core holding for many superannuation funds.

Strategic Updates

Commonwealth Bank continues to invest in digital banking platforms and customer experience improvements. The bank has expanded its wealth management offerings and maintained focus on sustainability initiatives, including green lending targets.

Cost management remains a priority. Recent updates have highlighted progress in reducing operational expenses while maintaining service levels.

Market Environment

The Australian sharemarket has displayed resilience in 2026. Resource stocks have been volatile due to commodity price fluctuations, while banks have provided relative stability. Commonwealth Bank, as the largest bank by market capitalization, often influences broader market sentiment.

The S&P/ASX 200 index traded mixed on May 22, with gains in mining stocks partially offset by movements in other sectors. Commonwealth Bank’s performance reflected broader banking sector trends.

Economic Indicators

Australia’s economy has continued moderate growth. Inflation has moderated but remains above the Reserve Bank of Australia’s target band. The housing market has shown signs of stabilization. Business investment in the resources sector remains a key driver.

Commonwealth Bank economists have noted resilient consumer spending supported by low unemployment. Higher interest rates continue to influence borrowing and discretionary spending in some segments.

Outlook Factors

Commonwealth Bank expects steady lending growth in coming quarters. The bank will monitor economic conditions closely, particularly the impact of interest rates on mortgage holders and business investment.

The next full financial results are scheduled for August 2026. Analysts will focus on net interest margin trends, credit quality metrics and progress on digital transformation initiatives.

Commonwealth Bank remains one of Australia’s most valuable companies and a key component of the S&P/ASX 200 index. Its performance is closely watched by both domestic and international investors.

A workplace EV charge point used to be a perk reserved for headquartered corporates. The picture in 2026 looks different. Small and medium-sized enterprises across the UK are installing chargers at their own premises.

Customer expectations, staff retention pressures, and the cost-to-install curve all read as reasons to act sooner. The decision now sits in front of most SME owners with a car park, a forecourt, or even a customer-facing kerb.

The right installer turns the decision from a multi-week project into a clean rollout. Essex-based providers like TBE Electrical handle the workplace EV charger installation alongside their wider commercial electrical services, which makes the project a single-contract job rather than a coordination headache. The framework below covers what UK SME owners should know before booking the install.

Why Is Workplace EV Charging Becoming a UK SME Decision?

Workplace EV charging has become an SME decision because three operational signals have aligned at once. Staff increasingly expect a charging option at work. Customer-facing premises read a visible charger as a credibility cue. And the OZEV-administered Workplace Charging Scheme reduces the per-socket cost meaningfully.

Three structural reasons explain why the conversation is now everywhere. First, EV uptake among UK private drivers continues to climb, which means staff arrive in EVs more often. The UK government’s Office for Zero Emission Vehicles coordinates the policy framework SME owners now work through.

Second, the workplace charger has become a recruitment signal in competitive sectors. Candidates increasingly read the car park before reading the offer letter.

Third, premises owners are starting to see chargers as infrastructure rather than tech. The install is now treated as part of the building’s electrical fit-out, not an optional add-on.

What Six Factors Shape the Workplace EV Charging Install?

Six factors usually drive the workplace EV charger decision for UK SMEs.

1. Premises survey. A qualified electrician assesses the existing supply, board capacity, and the cable run from the consumer unit.
2. Charger type. 7kW single-phase or 22kW three-phase chargers fit different premises and use-cases.
3. Number of sockets. Two-to-four sockets cover most SME premises; high-traffic forecourts need more.
4. Cable management. Tethered or untethered options affect both upfront cost and ongoing user experience.
5. Authentication setup. RFID cards, app authentication, or open access each suit different operational models.
6. OZEV grant eligibility. The Workplace Charging Scheme covers up to 40 sockets per applicant, but the eligibility criteria need a careful read.

A well-scoped install usually fits inside a one-to-two day window for most SME premises. The UK government’s low-emission vehicle grants collection covers the funding routes SME owners can stack alongside the install.

How Should an SME Owner Plan the Install?

Five practical steps shape a workplace EV charging rollout that does not derail the business.

The first is the premises walk-around. A qualified electrician walks the site, checks supply capacity, and identifies the most cost-effective cable route.

The second is the use-case scoping. Staff-only, customer-only, or mixed access shapes the socket count and authentication choice. Coverage of UK car safety ratings reinforces how vehicle-side criteria shape the wider workplace fleet conversation.

The third is the grant application. The OZEV Workplace Charging Scheme application sits with the chosen installer, who needs the relevant authorisations.

The fourth is the install scheduling. Most SMEs find a quiet weekend or out-of-hours window works better than a midweek install, even when the install is short.

The fifth is the post-install signposting. A new charger only earns its keep when staff, customers, and visitors know it is there. Coverage of whether Trustpilot reviews can be trusted reinforces how visibility and credibility cues compound for a small business across the channels customers actually check.

What Are the Common SME Workplace Charging Mistakes?

A workplace charging mistake is a planning gap that costs the SME budget, time, or operational comfort.

The first is the wrong-charger default. Installing 22kW three-phase chargers when 7kW single-phase covers the actual use-case usually overspends without producing meaningful benefit.

The second is the no-grant pattern. Missing the OZEV Workplace Charging Scheme leaves money on the table that a qualified installer can usually access.

The third is the under-scoped socket count. Installing one socket and finding it permanently occupied within a fortnight is a common pattern. Two-to-four sockets fit most premises better.

The fourth is the unclear access model. Open-access chargers without authentication can attract non-staff usage that drives up the electricity bill. Authentication usually pays back inside the first quarter.

The fifth is the no-signposting habit. A charger that staff and customers cannot easily find produces low utilisation and weak return on the install.

The sixth is the underestimated electricity cost. Without a usage policy in place, the chargers can produce a noticeable rise in the monthly bill. A simple authentication setup and a written workplace charging policy usually keeps the cost in line with the use-case the SME planned for.

The seventh is the no-maintenance pattern. A workplace charger needs occasional inspection, software updates, and cable checks. Booking a yearly check-in with the installer keeps the unit reliable for the long term and avoids the disruption of a sudden fault.

A Quick SME EV Charging Reality Check

• Confirm the premises has sufficient supply capacity for the planned chargers
• Match the charger type to the actual workplace use-case
• Check OZEV Workplace Charging Scheme eligibility before the install
• Plan authentication and access early
• Brief staff and customers on the new charger inside the first week

The Honest Bottom Line for UK SME Owners

A workplace EV charger is no longer a strategic moonshot; it is an infrastructure decision SME owners can make this quarter and have running before the next one. The install is short, the grant routes are well-mapped, and the operational signals all point in the same direction.

The decision rewards SMEs who act ahead of the customer expectation rather than behind it. A visible charger reads to staff, customers, and visitors as a credible signal that the business is paying attention to the same shifts they are.

Frequently Asked Questions

How Long Does a Workplace EV Charger Install Take?

Most SME workplace installs sit inside a one-to-two day window. The exact timeline depends on the cable run, board capacity, and the number of sockets being installed.

Do UK SMEs Qualify for EV Charging Grants?

Yes, most UK SMEs qualify for the OZEV Workplace Charging Scheme. The eligibility criteria, voucher amounts, and per-socket caps are updated annually; the chosen installer typically handles the application alongside the install.

What Charger Power Rating Do SMEs Usually Need?

For staff-only car parks, 7kW single-phase chargers usually cover the realistic dwell time. Customer-facing forecourts, fleet premises, or short-stop locations often benefit from 22kW three-phase chargers.

Do I Need a Specialist Electrician to Install a Workplace EV Charger?

Yes, EV charger installation requires a qualified electrician with relevant certifications. NAPIT-certified or NICEIC-registered installers cover the regulatory requirements UK premises owners need.

Wipro has set the buyback price at Rs 250 per share, implying a premium of 23% over the stock’s previous closing price of Rs 203.11 apiece on NSE. This would mark the IT major’s first buyback in nearly three years.

Also Read | Wipro fixes June 5 as record date for Rs 15,000 crore share buyback at Rs 250 apiece

Key things to know about Wipro’s share buyback

Wipro board in April approved the plan to buy back up to 60 crore shares, representing 5.7% of the total paid-up share capital, for an aggregate amount not exceeding Rs 15,000 crore. The buyback will be done via the tender route, and all shareholders who hold shares of the company in their demat accounts on the record date, including those who received the equity shares after cancelling their American Depository Receipts (ADR), will be eligible to take part in the corporate action.

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The IT firm’s promoters and promoter groups have indicated their intention to participate in the proposed buyback. Other details including the buyback window and entitlement ratio will be announced later.
Buyback of shares refers to a corporate action where a company repurchases its own shares from the existing shareholders. Usually, the company purchases the shares at a higher price than the current levels, encouraging investors to participate. Typically, a company decides to buy back its shares in order to increase share value, utilise surplus cash, prevent hostile takeovers or increase promoter holdings.

Should retail investors participate in Wipro’s share buyback?

Market regulator Sebi has mandated that 15% of a buyback’s total offer size must be reserved for small shareholders. From Wipro’s context, this means that around 9 crore shares worth Rs 2,250 crore at the buyback price will be reserved for small shareholders holding shares worth up to Rs 2 lakh on the record date.

The minimum acceptance ratio, often termed as the entitlement ratio, for retail investors is expected to be around 30.8% while the same for the general category is expected to be 5%, according to Motilal Oswal Wealth Management’s calculations based on the company’s shareholding pattern as on March 31, 2025.

Based on Wipro’s FY25 shareholding pattern, the brokerage said that the entitlement ratio for retail investors might get lower as retail participation can increase closer to the record date. However, given that the eligibility for the retail portion of Wipro’s buyback is just 800 shares, which is only about 16% of the 5,000 shares (lowest data point of shareholding as per last annual report), the firm expects the actual acceptance ratio to be high.

Also Read | Wipro share buyback: Should retail investors participate? Here’s what analysts say

“Retail investors looking for short-term opportunities can buy the shares of Wipro. Based on the last two buybacks of Wipro and very low retail shareholding, we expect the acceptance ratio to remain high in the range of 50-60% which could give a potential return of 11-13% (pre-tax) with a time frame of 2-3 months,” the wealth management company added.

“Overall, we view Wipro’s buyback as a tactical opportunity rather than a guaranteed arbitrage. The risk-reward appears balanced, with limited downside and attractive upside in favourable participation scenarios. We recommend selective participation, as outcomes remain contingent on acceptance dynamics,” SAMCO Securities said.

Also Read | How Wipro’s Rs 15,000 crore share buyback offer can give double-digit returns

(Disclaimer: Recommendations, suggestions, views and opinions given by the experts are their own. These do not represent the views of The Economic Times)