AI has rapidly transitioned from a theoretical concept to a strategic imperative, reshaping core business functions and fundamentally altering the operational landscape of technology teams. By empowering teams with increased autonomy and data-driven capabilities, organisations are positioned to realise substantial value and achieve a decisive competitive advantage.
The most profound impact of AI can be observed within tech teams. AI-driven automation of routine tasks and streamlined operations are enabling technology professionals to refocus their efforts on strategic initiatives. This shift transforms the technology function from a reactive system maintenance role to a proactive developer of intelligent infrastructure and future-oriented systems.
Ecosystm research reveals key findings that Tech Leaders need to know.
Click here to download “AI Stakeholders: The Tech Leader’s Perspective” as a PDF.
Strategic AI Deployment
Ecosystm research reveals a clear trend: technology leaders are strategically investing in the immense potential of AI. While 61% currently leverage AI for IT support and helpdesk automation, there is a clear aspiration for broader deployment across infrastructure, development, and security. 80% are prioritising cloud resource allocation and optimisation, followed by 76% focusing on network optimisation and performance monitoring, along with significant interest in software development and testing, and cyber threat detection.
One Infrastructure Leader shared that the organisation uses AI to dynamically scale infrastructure while automating maintenance to prevent outages. This approach has led to unprecedented efficiency and freed up their teams for more strategic work. The leader emphasised that AI is helping to tackle complex infrastructure challenges and is key to achieving operational excellence.
A Cyber Leader discussed the role of AI in enhancing their defense capabilities. While not a “silver bullet,” it is a powerful tool in the fight against cyber threats. AI significantly enhances threat intelligence and fraud analysis, complementing, rather than replacing, security team efforts. This integration has helped streamline security operations and improve the ability to respond to emerging risks.
AI is also making waves in software development. A Data Science Leader explained how AI quality control tools have reduced bug counts by 30%, enabling faster release cycles and a 10% improvement in internal customer satisfaction.
Collaborative AI Implementation: A Cross-Functional Approach
The successful implementation of AI requires a collaborative, cross-functional approach. The responsibility for identifying viable use cases, developing and maintaining systems, and ensuring robust data governance is distributed among various technology leadership roles. CIOs, in collaboration with business stakeholders, define strategic use cases, considering infrastructure requirements. Data Science Leaders bridge the gap between AI’s technical capabilities and practical business applications. CISOs safeguard data, while CIOs manage the systems that store and organise it.
Navigating Challenges, Prioritising Strategic AI Initiatives
Despite the acknowledged potential of AI, technology leaders must address several critical challenges, including use case prioritisation, skill gaps, and the development of comprehensive AI strategies. Nevertheless, the strategic importance of AI will continue to drive its prioritisation in 2025. Key anticipated outcomes include increased technology team productivity (56%) and technology cost optimisation (53%).
AI is no longer a supplementary tool but a core strategic asset. By strategically integrating AI, technology teams are transitioning from operational support to strategic innovation, building the intelligent systems that will define the future of business.
In my previous Ecosystm Insight, I explored the Automation Paradox – how AI shifts human roles from routine tasks to more complex, high-pressure responsibilities. Now, let’s look at its impact on entry-level roles and what it means for those starting their careers.
AI is reshaping the skills mix in enterprises, automating many repetitive, lower-complexity tasks that traditionally serve as stepping stones for new professionals. Roles like Level 1 IT support or paralegal work – once common entry points – are increasingly being automated or significantly reduced.
The question now is: how will the next generation gain the experience needed to advance?
Click here to download “AI’s Unintended Consequences: Redefining Employee Skill Pathways” as a PDF
Why Are Entry-Level Roles Changing?
- Automation of Routine Tasks. AI-driven tools are taking over routine tasks. AI-driven tools and chatbots now handle common helpdesk issues instantly, eliminating the need for human intervention. Contract review software scans and analyses legal documents, cutting the workload of junior paralegals.
- Demand for Specialised Knowledge. As AI handles grunt work, remaining roles demand higher-level skills – technical, analytical, and interpersonal. For e.g., IT support shifts from password resets to configuring complex systems, interpreting AI diagnostics, and crafting custom solutions.
With routine tasks automated and remaining work more complex, traditional career entry points may shrink – or vanish entirely.
If an organisation no longer has a roster of junior positions, where will young professionals gain the foundational experience and institutional knowledge needed to excel?
The Ripple Effect on Talent & Development
Reduced Traditional Apprenticeships. Entry-level roles have historically provided new hires with an informal apprenticeship – learning basic skills, building relationships, and understanding organisational nuances. Without these roles, new talent may miss out on crucial developmental opportunities.
Potential Skills Gap. By removing the “lower rungs” of the career ladder, we risk ending up with professionals who lack broad foundational knowledge. A fully automated helpdesk, for example, might produce mid-level analysts who understand theory but have never troubleshot a live system under pressure.
Pressure to Upskill Quickly. New recruits may have to jump directly into more complex responsibilities. While this can accelerate learning, it may also create undue stress if the proper structures for training, mentoring, and support are not in place.
Strategies to Create New Skill Pathways
1. Reimagined Entry Pathways for New Employees
- Rotational Programs. One way to fill the void left by disappearing junior roles is through rotational programs. Over the course of a year, new hires cycle through different departments or projects, picking up hands-on experience even if traditional entry-level tasks are automated.
- Apprenticeship-Style Training. Instead of “on-the-job” experience tied to low-level tasks, companies can establish apprenticeship models where junior employees shadow experienced mentors on live projects. This allows them to observe complex work up close and gradually take on real responsibilities.
2. Blended Learning & Simulation
- AI-Driven Training. Ironically, AI can help solve the gap it creates. AI simulations and virtual labs can approximate real-world scenarios, giving novices a taste of troubleshooting or document review tasks.
- Certification & Micro-Credentials. More specialised skill sets may be delivered through structured learning, using platforms that provide bite-sized, verifiable credentials in areas like cybersecurity, analytics, or advanced software configuration.
- Knowledge Sharing Communities. Team chat channels, internal wikis, and regular “lunch and learn” sessions can help new employees gain the cultural and historical context they’d otherwise accumulate in junior roles.
3. Redefining Career Progression
- Competency-Based Pathways. Instead of relying on job titles (e.g. Level 1 Support), organisations can define career progression through skill mastery. Employees progress once they demonstrate competencies – through projects, assessments, or peer review – rather than simply ticking time-based boxes.
- Continuous Upskilling. Given the rapid evolution of AI, companies should encourage a culture of lifelong learning. Subsidised courses, conference attendance, and online platforms help maintain an agile, future-ready workforce.
In this Insight, our guest author Anupam Verma talks about how the Global Capability Centres (GCCs) in India are poised to become Global Transformation Centres. “In the post-COVID world, industry boundaries are blurring, and business models are being transformed for the digital age. While traditional functions of GCCs will continue to be providing efficiencies, GCCs will be ‘Digital Transformation Centres’ for global businesses.”
India has a lot to offer to the world of technology and transformation. Attracted by the talent pool, enabling policies, digital infrastructure, and competitive cost structure, MNCs have long embraced India as a preferred destination for Global Capability Centres (GCCs). It has been reported that India has more than 1,700 GCCs with an estimated global market share of over 50%.
GCCs employ around 1 million Indian professionals and has an immense impact on the economy, contributing an estimated USD 30 billion. US MNCs have the largest presence in the market and the dominating industries are BSFI, Engineering & Manufacturing, Tech & Consulting.
GCC capabilities have always been evolving
The journey began with MNCs setting up captives for cost optimisation & operational excellence. GCCs started handling operations (such as back-office and business support functions), IT support (such as app development and maintenance, remote IT infrastructure, and help desk) and customer service contact centres for the parent organisation.
In the second phase, MNCs started leveraging GCCs as centers of excellence (CoE). The focus then was product innovation, Engineering Design & R&D. BFSI and Professional Services firms started expanding the scope to cover research, underwriting, and consulting etc. Some global MNCs that have large GCCs in India are Apple, Microsoft, Google, Nissan, Ford, Qualcomm, Cisco, Wells Fargo, Bank of America, Barclays, Standard Chartered, and KPMG.
In the post-COVID world, industry boundaries are blurring, and business models are being transformed for the digital age. While traditional functions of GCCs will continue to be providing efficiencies, GCCs will be “Digital Transformation Centres” for global businesses.
The New Age GCC in the post-COVID world
On one hand, the pandemic broke through cultural barriers that had prevented remote operations and work. The world became remote everything! On the other hand, it accelerated digital adoption in organisations. Businesses are re-imagining customer experiences and fast-tracking digital transformation enabled by technology (Figure 1). High digital adoption and rising customer expectations will also be a big catalyst for change.
In last few years, India has seen a surge in talent pool in emerging technologies such as data analytics, experience design, AI/ML, robotic process automation, IoT, cloud, blockchain and cybersecurity. GCCs in India will leverage this talent pool and play a pivotal role in enabling digital transformation at a global scale. GCCs will have direct and significant impacts on global business performance and top line growth creating long-term stakeholder value – and not be only about cost optimisation.
GCCs in India will also play an important role in digitisation and automation of existing processes, risk management and fraud prevention using data analytics and managing new risks like cybersecurity.
More and more MNCs in traditional businesses will add GCCs in India over the next decade and the existing 1,700 plus GCCs will grow in scale and scope focussing on innovation. Shift of supply chains to India will also be supported by Engineering R & D Centres. GCCs passed the pandemic test with flying colours when an exceptionally large workforce transitioned to the Work from Home model. In a matter of weeks, the resilience, continuity, and efficiency of GCCs returned to pre-pandemic levels with a distributed and remote workforce.
A Final Take
Having said that, I believe the growth spurt in GCCs in India will come from new-age businesses. Consumer-facing platforms (eCommerce marketplaces, Healthtechs, Edtechs, and Fintechs) are creating digital native businesses. As of June 2021, there are more than 700 unicorns trying to solve different problems using technology and data. Currently, very few unicorns have GCCs in India (notable names being Uber, Grab, Gojek). However, this segment will be one of the biggest growth drivers.
Currently, only 10% of the GCCs in India are from Asia Pacific organisations. Some of the prominent names being Hitachi, Rakuten, Panasonic, Samsung, LG, and Foxconn. Asian MNCs have an opportunity to move fast and stay relevant. This segment is also expected to grow disproportionately.
New age GCCs in India have the potential to be the crown jewel for global MNCs. For India, this has a huge potential for job creation and development of Smart City ecosystems. In this decade, growth of GCCs will be one of the core pillars of India’s journey to a USD 5 trillion economy.
The views and opinions mentioned in the article are personal.
Anupam Verma is part of the Senior Leadership team at ICICI Bank and his responsibilities have included leading the Bank’s strategy in South East Asia to play a significant role in capturing Investment, NRI remittance, and trade flows between SEA and India.
