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4322 Follower:innen
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Ajit Sharma hat dies geteiltOutcome-based pricing comes in two versions - while it's well known or understood but loved the articulation from Usman. Version 1 > changes the invoice. Version 2 > changes how work gets delivered. Here's the tell: On a repeatable engagement ( or renewals ) where price and quality stay roughly constant, does delivery effort fall over successive cycles? If not, you rewrote the contract, not the operation. The reason Version 2 is rare is procurement. It can benchmark an ERP migration. But a compounding library of encoded decisions—built from your firm's own unstructured data across a thousand engagements—has no reference point. No switching cost calculation. No exit strategy. Therefore Procurement correctly refuses to lock in :-) This is why the real shift isn't happening at the pricing layer (where earnings calls happen). It's happening at the contract form layer—platform JVs, ownership consolidation, new equity structures—where firms can hold and compound the encoded assets procurement can't price in a classical SOW. Bringing it together for Finance transformation, this matters more than most realize. The difference between running Version 1 (same O2C, P2P, R2R process templates across clients) and Version 2 (each engagement teaches the AI what succeeded, shrinking delivery effort while margins hold) is not a service level agreement. It's the architecture you build the contract around. If we are selling Finance outcomes but our delivery team rebuilds from scratch each time, we are not compounding. We are billing differently. Services firm driving transformation need to solve that and accelerate and amplify with AI.Ajit Sharma hat dies geteiltMcKinsey says a quarter of its revenue is outcome-based, and PwC's CEO has publicly committed to move the firm off hourly billing. Yet when you look at public equities in the consulting and BPO space, margins and revenue‑per‑head aren’t moving the way that story implies. Outcome-based pricing has two versions, and the debate conflates them. Version 1: Changes the invoice. The firm prices on outcome, the client pays against it, and the next engagement starts from scratch. Version 2: Changes the work. Each engagement captures which parts followed a pattern and which required judgment, so delivery hours per outcome fall over successive engagements while the outcome price holds steady. Only Version 2 compounds. The tell is operational and lives in the firm's own data: on a repeatable service, do delivery hours fall across successive engagements? If yes, the work is changing. If not, only the invoice is. However, Version 2 has a procurement problem. A compounding judgment library cannot be benchmarked and cannot be exited cleanly, and procurement refuses what it cannot price. So the real move is happening one layer down. Accenture's 2025 Telstra deal was a $700M AUD seven-year equity JV, not an SOW moved to outcome pricing. A different contract form entirely. The invoice is not what's changing. The contract it sits on top of is. Link to the full essay in the comments.
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Ajit Sharma hat dies geteiltLarge scale transformation / Reinvention - most institutional inefficiencies don't survive scrutiny. They survive mythology. "This is how we have always done it" rarely means it's optimal. It usually means one of two things: a) It hasn't been benchmarked. No one has held it up against an external reference, a peer model, or even an internal counterfactual. The process exists because it was designed once, in a different context, for a different scale — and no one has had the discomfort of asking whether it should still exist at all; or b) someone's identity is wrapped around it. A function - A title - A legacy - A team structure - A reporting line. The inefficiency isn't protected by logic — it's protected by familiarity. I was reminded of this recently while working on a large transformation deal. We had spent weeks building what we believed was a genuinely reinventive solution. The feedback from the client was swift: "You're not listening. This is not how we work here." And they were right, in a way. We weren't proposing how they work. We were proposing how they could work. What that moment really meant — and I've learned to hear it differently now — is that something in the proposal had touched a nerve. Either the process in question had never been held up to an honest external mirror. Or someone in the room had built their career around it. Sometimes both. Bringing my mathematical metaphors - changing direction or magnitude of a vector requires applying a transformation matrix. The origin stays the same. But where the organisation points, and how far it can reach, is entirely different - see picture. That's what genuine reinvention looks like: not a translation, but a reorientation. T · v → T(v) This is why so many Finance transformations stall before they ever reach the technology layer. The blockers aren't technical. They're deeply human. Real reinvention requires two uncomfortable acts — benchmarking what hasn't been benchmarked, and separating process ownership from personal identity. The first is a data problem. The second is a leadership one. CFOs who drive genuine transformation aren't just buying technology or outsourcing FTEs. They're creating the space to say: the way we built this made sense then. It doesn't anymore. That's not a failure of the past. That's the beginning of something better!
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Ajit Sharma hat dies geteiltLove this piece from HFS/Phil. The move from seats and FTEs to tokenomics and outcomes feels not just inevitable, but overdue. The end of per‑seat pricing is closer than many think. Tokenomics is the bridge—but outcome‑based value is the destination and makes it strategic!From Cost Obsession to Outcome Ambition: How Agentic AI takes us to Tokenomics and ultimately Outcome-based ValueFrom Cost Obsession to Outcome Ambition: How Agentic AI takes us to Tokenomics and ultimately Outcome-based ValuePhil Fersht
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Ajit Sharma hat dies geteiltThe next 2-3 quarters are truly the window to get the foundations right. Many companies are still treating AI as a bolt-on experiment instead of a fundamental transformation. Strong data + talent strategy will separate the leaders from the laggards. Talent readiness being the biggest challenge resonates deeply. We've seen organizations with great tech stacks still struggle because they haven't reskilled their people fast enough. The operating model shift is critical.Ajit Sharma hat dies geteiltWhat does it take to accelerate value from AI? Enterprises have a window to build the foundations that make it real, from strong data and redesigned processes to a modern digital core, operating model and talent strategy. Accenture’s Chief Strategy and Services Officer, Manish Sharma, shares what organizations need to prioritize to realize AI's value. Read the full report: https://accntu.re/4vwhSW2 [Video description: Video shows Manish Sharma, Accenture Chief Strategy and Services Officer, speaking to camera. He shares that organizations have the next two to three quarters to prepare for AI at scale. He outlines four focus areas: strong data foundations, streamlined processes, a modern digital core, and an operating model with reskilled talent. He notes that talent readiness will be the biggest challenge and urges leaders to move quickly].
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Ajit Sharma hat dies gepostetWeekend reflections - As Rory McIlroy enters the final two rounds of the 2026 Masters with the largest 36-hole lead in the tournament's history, what does he say? "... You don't have to remind me not to get ahead of myself." That is not false modesty. That is the discipline of a champion who has learned — painfully — what happens when the mind races ahead to the outcome. In 2011, Rory held a four-shot lead going into the final round at Augusta. He shot 80. The ghosts of that Sunday followed him for over a decade. He didn't slay them by becoming more talented. He slayed them by learning to stay present — one shot, one hole, one round at a time. This is perhaps the most underrated skill in high-performance — whether on a golf course, a leadership setting, or in a boardroom. The outcome is seductive. The lead feels like a destination. But outcomes are lagging indicators. They are the result of a thousand micro-decisions made under pressure, where the temptation to protect what you have replaces the instinct to keep doing what got you there. The moment you start playing not to lose, you stop playing to win. What Rory is doing this week at Augusta is a masterclass in process discipline. Lay up from the trees, execute the short game, chip in from 30 yards on the 17th — not because the scoreboard demands it, but because the process calls for it. In sales ( the practice that I am in ), in transformation ( the context that I am in ), in leadership ( the role that I am in ) — the discipline is identical. Own your preparation, trust your method, stay in the moment. The scoreboard will take care of itself. Watching Saturday and Sunday with great interest. But whatever happens — the lesson is already complete. And yes — I have Rory's autograph. Got it recently. Some things you hold onto, not because of what they're worth, but because of what they represent. Today, it feels a little more special. Come Sunday evening, it may feel historic. #Masters2026 #ProcessOverOutcome #Leadership #Sales #RoryMcIlroy #highperformance
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Ajit Sharma hat dies geteiltWishing you and your family a joyful Easter filled with warmth, togetherness, and renewal. May this season bring fresh beginnings — both in spirit and in all that you hold close. From Frankfurt to wherever the day finds your loved ones, may it be a beautiful one !! Happy Easter! 🐣 Picture: Eguisheim village, Alsace region
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Ajit Sharma hat dies geteiltAgentic AI isn't just the next wave — it's a fundamental rethinking of how work gets done. The shift from AI-assisted to AI-autonomous is happening faster than most enterprises realize. Invested time in this program, in part powered by Stanford University, to move from instinct to structured thinking on agentic systems — especially as F&A, Operations, and Business workflows get reimagined-reinvented from the ground up. Here is my verified achievement from Accenture. #reinventor #reinventionservices #agenticai
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Ajit Sharma hat dies geteiltWe celebrate #WomensMonth with a deep dive into the world of AI! 🚀 Join Accenture leaders Keri Smith, Teresa Tung, and Alice Chen as they discuss the "starting line" for AI diversity, the shift in data strategy, and why now is the time to be bold in enterprise reinvention. Explore everything from vibe coding to the realities of scaling AI to production. Don’t miss this insightful conversation on how we’re inventing the future of AI together. Listen on Spotify – https://accntu.re/3NIeB4X Listen on Apple – https://accntu.re/4bHX7h1 #Accenture #WomenInAI #GenerativeAI #TechLeadership
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Ajit Sharma hat dies geteiltThe future of talent is here. Our Talent Reinventors report reveals that organizations embracing a distinctive talent strategy are delivering real value for their people and their business. Discover how your organization can balance human ingenuity with intelligent technology to create workplaces where people and #AI learn, grow, and thrive together: https://accntu.re/4cPAYQqTalent, Reinvented: Delivering value in the age of AITalent, Reinvented: Delivering value in the age of AI
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Ajit Sharma gefällt dasAjit Sharma gefällt das🇮🇳 Wrapping up a packed few days in India: I loved being on the ground with our teams and partners as we accelerate outcomes across Product & Technology. Spending time with our engineering, platform and Data & AI teams, it was great to see the real progress and results being delivered. 🚀 A few reflections from what I saw firsthand: 🛠�� Product engineering & software excellence Our teams are embedding AI and automation directly into how we build and deliver, with tangible impact on pace, quality and consistency. Highlights included AI‑assisted engineering embedded across the software development lifecycle, including impact analysis, testing and security, contract‑driven development to shift‑left integration and reduce defect leakage, and tools like Release IQ, using knowledge graphs and grounded retrieval to turn complex Salesforce release notes into actionable, role‑specific insights. 🧠 Data & AI ecosystem at scale The focus has decisively moved from foundations to adoption and value. Live demos showed AI operating securely in production, including human‑in‑the‑loop AI agents automating high‑volume contact‑centre tasks within Salesforce, reducing manual effort and errors while maintaining control and trust. We also saw platform‑led services, such as API‑first pricing for Telstra International, demonstrating how reusable, data‑driven capabilities are accelerating time‑to‑market globally. 🌍 👏 Outstanding execution from our India teams From platforms and observability through to adoption and frontline enablement, the demos spoke for themselves. It was great to see strong engineering practices and customer outcomes coming together so clearly. 🤝 Partnership done properly While in India, I also spent time with three of our key strategic partners, Accenture, Cognizant and Infosys, including joining Manish Sharma at the Accenture Global Analyst Summit. Our mindset on AI and technology leadership is clear. Technology, especially AI, is moving too fast for any organisation to go it alone. By working through deep, strategic partnerships, rather than a long tail of transactional relationships, we’re able to tap into our partners’ innovation, scale and thought leadership, while staying tightly focused on delivery, accountability and outcomes that matter for Telstra. Thank you to everyone who hosted, challenged and shared ideas so openly. This trip reinforced my confidence that we are delivering real value for our customers, our teams and our Connected Future 30 strategy. ⭐ Looking forward to what we build next, together. 🙌 Sumit Gupta, Vineet Mehta, Akshay Bennur, Sunil Menon, Arnab Chakraborty, Manish Sharma, Ganesh Ayyar, Bali (Balakrishna) Doddaballapur
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Ajit Sharma gefällt dasAjit Sharma gefällt dasEurope is about to make digital identification as simple as unlocking your phone. This is the ambition behind eIDAS and the European Digital Identity Wallet. Yesterday, I had the honor of welcoming attendees to the second day of the eIDAS Summit, one of Germany’s leading conferences on digital identities and trust services, hosted by Bitkom. Federal Minister Dr. Karsten Wildberger put it clearly in his keynote: the EUDI Wallet is one of the most important digital projects of this decade for Germany. At its core, #eIDAS lays the foundation for a trusted European digital single market – where identities work seamlessly across borders. Making this a reality now requires aligned standards, close collaboration, and systems that truly interoperate. Across Europe, progress is becoming visible. Countries including France, Poland, Germany, and Italy are starting to test real use cases and move towards interoperable solutions – including digital identification in public services and the foundations of a European Business Wallet. The opportunity is huge: for citizens, businesses, and Europe’s competitiveness. If we maintain our current pace, secure digital identification across Europe could become a given in a few years. #DigitalIdentity #EUDIWallet Accenture DACH
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Ajit Sharma gefällt dasFinancial services is at an inflection point, particularly in how firms unlock operating leverage through AI-enabled transformation. I’m delighted to be joining Tech Mahindra to lead transformation at scale for some of the world’s largest banking institutions. I look forward to driving meaningful impact alongside one of the strongest teams in the industry, and to reconnecting with many of you in the coming weeks.Ajit Sharma gefällt dasWe’re delighted to welcome Anil Venuturupalli onboard. Anil is a seasoned technology and banking leader with over 25 years of global experience spanning strategy, transformation, digital innovation, and core banking. He has led large‑scale initiatives across Asset & Wealth Management and Private Banking, holding senior global CIO and COO leadership mandates. As SVP, Global Head of the Banking & Products Group and Chief Product Officer for the Financial Services (FS) vertical at Tech Mahindra, Anil will be driving domain‑led innovation, strengthening our banking platforms and product portfolio, and building differentiated, market‑relevant solutions for global financial institutions. He will also play a key role in accelerating growth and expanding revenue for the FS business by aligning product investments with market opportunities and client priorities. With deep expertise in AI and knowledge‑driven systems, Anil is passionate about shaping the future of banking architecture and enabling intelligent, policy‑driven financial ecosystems. Join us in welcoming Anil to the TechM family. #ScaleAtSpeed #Leadership #BankingTransformation #TogetherWeRise
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Ajit Sharma gefällt dasAjit Sharma gefällt dasIt feels like we are currently living through what will be the toughest part of the history exam for the class of 2085. It is clearly a difficult environment for the world - and highly unpredictable. I mean who would have thought a couple of months ago that the US would block the Strait of Hormuz? But environments like this are also fertile ground for active asset management. Honestly, if you cannot create alpha in this environment, then when? Against this backdrop, DWS Group delivered a solid quarter, supported by higher than expected performance fees: - Revenues of €821m, up 9% year-on-year - Net income of €265m, up 33% year-on-year - Cost-income ratio improved to 54.1%, down 8.1 percentage points year-on-year, reflecting continued cost discipline - Costs of €444m, down 5% year-on-year - Strong improvement in our investment performance over the last few months, particularly across our large Active retail funds Taken together - alpha generation, cost control and focused delivery should continue to create value for our clients & shareholders. That is ultimately our job: help clients navigate uncertainty and capture opportunity. #ClientsMarketsInvesting #GrowthCompany
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Ajit Sharma hat darauf reagiertAjit Sharma hat darauf reagiertThis is neither a self‑promotional post nor one about glorifying an achievement. It is about sharing my personal experience of three immensely powerful words #courage #resilience #endurance - taught to me by ''my father, my hero'' while I was growing up. This post is not about completing a marathon; it is about running the marathon of life and drawing some parallels. Enduring an unsettling 25‑year journey across three continents and seven countries did not come naturally. There were times when I gave up on my personal as well as professional ambitions. But each time, I had to get up - and run, walk, or even crawl - just to keep going. The marathon experience reminded me that cramps and blisters are not what matter; what matters is continuing forward. Just as the incredible crowds cheer complete strangers, we all have selfless well‑wishers who motivate us to keep going and chase our dreams. We should do it for them. At one point in my career, I was told, “You are not CIO material, and you should reset your ambitions and expectations.” Much like the voices that said, “Marathons are not for you,” “Have you trained enough?” “You won’t finish,” “It can be life‑threatening,” or “It’s okay to give up.” I am determined to keep going in life and in work - and I hope this post encourages others to do the same. Life is too short for regret. Beyond my dad, who always pushed me forward, I want to take this opportunity to thank three leaders who have had a profound impact on my life and on who I am today - Juan José Cebrián Saul Van Beurden Chirantan Barua. Thank you for everything.
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Abhay Mital
McKinsey & Company • 4167 Follower:innen
Enjoyed speaking with HCLTech's CTO and Head of Ecosystems and Partnerships, Vijay Guntur. Under Vijay's leadership, HCLTech has differentiated its approach to scale up AI by focusing on delivering "business value" for its most iconic Fortune 500 clients and for society, at large. This is particularly refreshing in an industry, where organizations are often looking inwards to justify the ROI on AI investments. While the technology now exists to deliver cost, speed and quality outcomes, scaling this requires fundamentally changing how people work - have a look to learn how Vijay and his teams are leading this for 200,000+ people globally. #HCLTech #McKinsey #ArtificialIntelligence
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Peter Miscovich
JLL (Jones Lang LaSalle) • 5075 Follower:innen
World Economic Forum The Combinatorial Innovation Era June 2025 The accelerating combination of technologies such as Artificial Intelligence (AI), Quantum Computing and Engineering Biology will transform industries and unlock new economic and societal value. The World Economic Forum (WEF) "Technology Convergence Report" written in collaboration with Capgemini offers leaders a strategic lens to the future. This framework highlights three critical phases: Combination (the integration of distinct technologies), Convergence (restructuring of value chains) and Compounding (network effects and ecosystem transformation) which forms the WEF Technology Convergence 3C Framework. Drawing on a survey of 2,000 global executives and expert insights, the report maps 23 high-potential technology pairings across eight key domains. The Technology Convergence Report 3C Framework will help organizations navigate the complexities of the Combinatorial Innovation Era. By applying the 3C Framework, organizations can position themselves to harness exponential innovation and drive cross-sector transformation. This report equips decision-makers to align their strategies with the emerging logic of convergence, where technology intersections define the future of innovation and value creation. The Technology Convergence representing the Forum’s technology vision to help decision-makers navigate a world where #AI, #Quantum Computing, Biology, Spatial Intelligence, and Robotics are accelerating in tandem convergence. The report maps 23 high-impact tech pairings across eight domains, showing how their combinations are already reshaping industries and unlocking new business models. We are honored to serve as a member of the World Economic Forum (WEF) Artificial Intelligence Governance Alliance (AIGA) and to support the WEF Global Technology Research Initiatives. https://lnkd.in/eYKU6EXB AI Governance Alliance's AI Transformation of Industries https://lnkd.in/evzFr3Dk Artificial Intelligence Governance Alliance (AIGA) https://lnkd.in/eR35mgzE JLL Peter Miscovich Cathy Li Connie Kuang Jeremy Jurgens Jenny Joung Lisa Bechtold, Ph.D., LL.M. Kary Bheemaiah Antoine Tillette de Mautort Camille Georges Roshan Soorunsingh Gya Mark Gorenberg Sreedhar Sistu Dena Almansoori Will Cavendish Reena Jana Naima AL FALASI Joleen Liang Natalie Mao Michael Spranger Lauren Dunford Adrian Cox Tom Renwick Ethan Mollick Paul Daugherty Steven Johnson Julia Hobsbawm Brian Elliott Tom Patterson Bill Rusitzky Steven T. Jason Schmucker Michael Przytula Mark Minevich Kevin Delaney Jay Lauf Dror Poleg #WorldEconomicForum #ArtificialIntelligence #QuantumComputing #SpatialIntellligence #Automation #Robotics #FutureOfWork #Convergence #Strategy
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Ganesh Joshi
Synpulse • 1818 Follower:innen
India’s Strategic Role in the Future of Wealth Banking Transformation Wealth Banking is undergoing a structural shift. It is no longer just about managing portfolios — it is about orchestrating intelligent ecosystems that combine advisory, digital engagement, risk governance, and data-led insights. As global institutions accelerate modernization, three themes are becoming very clear: 1️⃣ Legacy platform transformation is inevitable 2️⃣ Client experience must be hyper-personalized and real-time 3️⃣ Delivery models need to be scalable, resilient, and cost-optimized This is where India is no longer just a delivery center — it is becoming a strategic transformation hub. From wealth platform modernization to managed services, regulatory remediation, and digital enablement, India-based teams are increasingly driving: • End-to-end ownership • High-quality engineering • Risk-aligned delivery • Long-term value creation The conversation is shifting from “cost efficiency” to “strategic capability.” The institutions that will lead the next decade of Wealth Banking will be those that combine: 🔹 Strong advisory DNA 🔹 Modern, API-enabled platforms 🔹 Intelligent automation 🔹 Data-driven decisioning 🔹 Global-local execution models Transformation in Wealth Banking is no longer tactical — it is foundational. Happy to connect with leaders who are navigating this shift and exploring scalable, future-ready operating models. #WealthBanking #PrivateBanking #WealthManagement #DigitalTransformation #IndiaGrowth #BankingTransformation #FinancialServicesLeadership #FutureOfBanking
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Rahul Singh
Sapphire Human Capital • 43.005 Follower:innen
#BFSI (Banking, Financial Services, and Insurance) companies are forging strategic #partnerships with Global Capability Centers (#GCCs) to drive #innovation, enhance #efficiency, and streamline #costs. Here's an overview of this collaborative initiative: #KeyBenefits: - #DigitalTransformation GCCs empower BFSI firms to harness cutting-edge technologies such as AI, machine learning, and blockchain, elevating customer experiences and operational efficacy. - #CostSavings: By accessing skilled resources at lower costs, GCCs enable BFSI entities to trim operational expenditures. - #InnovationHubs: Serving as innovation centers, GCCs facilitate the creation and testing of novel products and services. Areas of #Collaboration: - #CloudComputing: GCCs aid BFSI companies in transitioning to cloud-based infrastructures, boosting scalability and adaptability. - #Cybersecurity: Collaborating on cybersecurity fortifies BFSI firms' defenses, safeguarding critical financial data and systems. - #DataAnalytics: Leveraging data analytics, GCCs offer valuable insights on customer behavior, market dynamics, and risk management. - #RegulatoryCompliance: GCCs support BFSI entities in navigating intricate regulatory landscapes, ensuring adherence and mitigating risks. #Indian GCCs in BFSI: - #Growth: India's BFSI GCC sector has witnessed substantial expansion, with 170-175 GCCs operated by 85-90 multinational corporations. - #Revenue: BFSI GCCs in India raked in $20.8 billion in revenue in 2023, with a projected surge to $24.6 billion by 2024. - #Talent Pool: Employing around 540,000 individuals, BFSI GCCs in India focus on nurturing technology and finance professionals. #Challenges and #Opportunities: - #Talent Retention: Retaining top talent poses a challenge for BFSI GCCs amidst a competitive talent landscape. - #Innovation and #Skill Development: Continuous upskilling and innovation are imperative
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Anand Ramakrishnan
2839 Follower:innen
Capgemini's "TechnoVision Top 5 Tech Trends to Watch in 2026" highlights how key technologies are moving from experimentation to real business impact. AI is evolving beyond pilots to deliver enterprise-wide value, grounded in strong data foundations and human-AI collaboration. At the same time, hybrid, multi-cloud, edge, and sovereign architectures are becoming essential for scaling AI, while intelligent operations enable closer collaboration between humans and AI to manage processes. The full report will be released in January. In the meantime, you can read our press announcement for more details. https://ow.ly/umqF50XHxVP
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Param Puneet Singh
Accenture • 10.239 Follower:innen
Enjoyed the Xclusive interaction with Tanish Mathur, as part of the Vertex CXO Conclave at XLRI Delhi-NCR. One core idea we explored: Artificial Intelligence is not a technology transformation. It’s a leadership transformation. - From gathering information → orchestrating intelligence - From managing tasks → orchestrating humans + AI - From cost efficiency → innovation through GCCs The real differentiator going forward for leaders will be to adapt, unlearn, and recompose in real time. Thank you team Xplore by XLRI for hosting me, and looking forward to more interactions! XLRI Jamshedpur, XLRI Delhi-NCR, Rajni Ranjan Singh, Kanagaraj Ayyalusamy, Prateek Roy Chowdhury, Radhika Sharma, Sushanth Prasad, Asha Kumar #Leadership #AI #FutureOfWork
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Vijay Narayanan
Wipro • 3629 Follower:innen
How can banks succeed in the coming years? By embracing consulting-led, AI-powered approaches centered on customer needs. In this Fireside Chat, Mahesh Chandra, Head of Banking and Financial Services, and Amit Kumar, Global Managing Partner, both from Wipro, discuss the path to accelerated growth in an ever-changing industry. Explore insights on hyper-personalized services, AI-driven operations, and building scalable trust—all designed to put customers first and ensure banks are prepared for the future. Catch episode one here: https://bit.ly/465tjIF
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Tone Bjerktun
Wipro • 2522 Follower:innen
Excited to share this insightful article on the evolving landscape of private equity (PE) and the imperative need for dynamic digital transformations. The past five years have presented unprecedented challenges, reshaping traditional investment strategies. To stay competitive, firms must address these challenges through innovative digital initiatives. Read the full article to explore how digital transformations can maximize benefits and minimize risks in today's demanding deal environment. #WiproConsulting #PrivateEquity #DigitalTransformation #InvestmentStrategies
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Max Omer
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As someone has already said, the success is in the detail and the alignment of Capgemini's acquisition. However it does, show significant ramifications, underscoring the critical truth that without robust consulting and technological capabilities, survival for others will be made difficult in the BPO space, and that Capgemini would "assert an operational cleverness and incumbent strength that the Big 4 may lack". What are your thoughts on this: The immediate and long-term implications for traditional BPO providers who might lack deep consulting and advanced technology integration? Do you believe this acquisition truly marks a critical inflection point, or is it an acceleration of an already ongoing trend? What strategies could they employ to counter this asserted advantage, or are they already well-positioned in different ways? I would value thoughts on what does the future of BPO looks like? Does this move signify a fundamental re-definition of what "BPO" actually means in the modern world.
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Sreekumar Vadakkepat
Accenture • 13.523 Follower:innen
Massive moment for defining the real societal impact of AI led from the key perspectives that touch purpose and sustainability aspects .. India AI Impact Summit 2026 Accenture sharing the perspectives that are shaping the future of work, society and purpose driven agenda
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Harsha Anand Almad
5725 Follower:innen
Inspired by our chairman Rishad Premji’s address at the AI India Summit — a powerful reminder that unlocking real AI value requires investing in people, change, and ecosystems. Proud to be part of Wipro and even prouder of India — the world’s most dynamic talent hub: multilingual, multi-generational, tech-savvy, and consumer-led economy. From engineers to domain specialists, India’s workforce is uniquely positioned to translate innovation into real impact. If you’ve visited our Wipro Innovation Booth, you would have experienced it first-hand! There’s truly no better playground to build the future of AI. 🇮🇳 #AI #Leadership #MakeInIndia Sidharth Mishra Amit Kumar Vishal Dixit Namrata Singh Saurabh Govil Arun Dhawan Aniket Waghmare Vinay Firake Sandhya Ramachandran Arun Ranjita Ghosh
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Abir Upadhyay
ITC Infotech • 8081 Follower:innen
Most companies are still “doing AI.” Very few are building AI that actually survives production. Winning at the Aegis Graham Bell Awards for GenAI (AI Infra, Orchestration & Platforms) is significant, not because of the award, but because of what it represents. The uncomfortable truth? 🔹 GenAI pilots are easy. 🔹 LinkedIn demos are easy. 🔹 Hackathons are easy. Industrializing AI is hard. Real enterprise AI demands: a) Scalable infrastructure b) Secure orchestration c) Governance baked in, not bolted on d) Integration with core ERP, supply chain, and customer systems e) Measurable ROI The next AI leaders won’t be the ones who experimented first. They’ll be the ones who operationalized first. This is the shift: from AI as innovation theatre to AI as enterprise backbone. Proud to be part of an organization that understands that GenAI is not a feature. It’s infrastructure. #GenAI #EnterpriseAI #Leadership #DigitalTransformation #AIInfrastructure
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Suyash Awasthi
Simplus • 6617 Follower:innen
Proud of our Infosys teams pushing the boundaries of innovation and client impact with an AI-first agenda with our customer Citizens Bank, with the AI-led innovation charter that the bank has been driving to deliver next-generation banking capabilities. The bank’s AI-first Innovation Hub in Bengaluru, India, is an industry-first initiative, designed to accelerate AI-driven transformation across Citizens’ banking operations, product development, and customer experience. It's an exciting milestone in Infosys’ journey toward AI-driven innovation and transformation for our customers. This success reflects a broader Infosys go-to-market strategy that is AI-first, cloud-centric, and outcome-driven — where cutting-edge capabilities like Infosys Topaz and Infosys Cobalt interact seamlessly with our innovation partners like Salesforce, Harness, Rubrik, Amazon Web Services (AWS), etc. to deliver next-gen experiences, smarter operations, and faster time to value.
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Shashikant Pathak
PwC India • 2202 Follower:innen
As India’s manufacturing sector continues its transformation, three pivotal technologies—cloud-based MES, predictive maintenance, and digital twins—are reshaping the future landscape. In our latest article, Vinod Kumar Pathak, Partner and Leader – Manufacturing, and Abhimanyu Rai, Managing Director at PwC India, explore the profound impact of these innovations. Discover how these technologies are driving momentum and redefining resilience in manufacturing. Read more: https://lnkd.in/gZnW7ubU #ManufacturingInnovation #DigitalTransformation #CloudMES #PredictiveMaintenance #DigitalTwins
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Sameer Dhanrajani
AIQRATE advisory & consulting • 32.018 Follower:innen
GCC’s are powering India’s Technology Talent : My featured article with perspectives in BW Businessworld Global Capability Centres (GCCs) and IT service providers have worked in close tandem for over two decades. GCCs are building in-house talent and teams in core work areas to align more closely with their parent organisations’ stakeholders. At the same time, they continue to rely on IT service providers to scale, bring in best-of-breed technology platforms and drive productivity and efficiency. IT service providers have offered proven templates across a wide spectrum of technology requirements, helping GCCs establish technology centres of excellence at scale. 3AI AIQRATE Nandakumar (NK) Ramaiah Kapil Gandhi #gccs #gcc #technology #it #talent #ai
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Kamalika Chakraborty
Capgemini • 1478 Follower:innen
👉🏽 Compliance and risk demands keep rising, and many banks are feeling the pressure. Leaders tell us costs are climbing quickly, while legacy systems still take up almost half of the IT budget. It’s why 61% of executives say compliance is now one of the biggest hurdles to performance. For banks operating across borders, the load is even heavier. Rules like DORA, GDPR and the EU AI Act all call for stronger data controls, clearer oversight of models and more resilient tech, all of which take real investment. The opportunity now is to modernize in a way that turns compliance from a cost burden into a competitive strength. The banks that move early will be the ones that stay ahead. 🔗 Download the report today: https://lnkd.in/eJtFeCUr #CapgeminiSwitzerland #MakeItReal
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