Latest news with #EY.ai
Mint
31-07-2025
- Business
- Mint
Leading with Purpose at Scale : How EY is Revolutionizing the Future of Global Delivery
In today's age of AI-infused ambition and cloud-native disruption, it's easy to mistake digital transformation as a race toward newer tools, faster execution, and slimmer margins. But talk to Ajay Anand, Global Vice Chair of EY Global Delivery Services (GDS), and you hear a different story—one where technology is only as powerful as the people who wield it. In an exclusive conversation with Mint Tech Talk, Ajay Anand lays out a compelling narrative about how EY's global delivery model is evolving—not just in size and scale, but in intent and influence. 'India is no longer the back office,' says Anand with quiet confidence. 'It's a front-runner in delivering cutting-edge tech solutions globally.' As the largest hub for EY GDS, India houses thousands of professionals who do far more than just execute—they innovate, automate, and transform. This isn't the India of a decade ago where cost arbitrage was king. Today, India is where GenAI pilots are launched, cybersecurity models are built, and complex global transformation programs are designed. As Anand points out, 'The ecosystem is maturing rapidly—and India is central to that story.' At the core of this transformation is EY's calculated embrace of Generative AI. But Anand is clear: this is no headlong rush. EY has developed its own platform, which integrates GenAI with responsible frameworks and human oversight. 'We don't see GenAI as replacing jobs,' he says. 'We see it as elevating them.' Whether it's summarizing financial documents, generating audit support, or streamlining code, GenAI is being embedded into the DNA of EY's delivery. But every deployment comes with a focus on ethics, explainability, and governance. 'It's augmentation, not automation,' Anand emphasizes. The conversation quickly moves from tools to models. For EY GDS, success isn't about delivering one-off projects. It's about helping clients build systems that can continuously evolve. 'Sustainability and scale go hand in hand,' says Anand. 'You can't scale something that's fragile.' That mindset reflects in how EY thinks about platforms, people, and partnerships. Clients are no longer looking for vendors; they're looking for co-creators. And that's the shift EY GDS is preparing for: a future where delivery is less about offshoring and more about orchestration. If there's a single defining theme in Anand's leadership, it's people. Under his watch, EY GDS has rolled out a 'skills-first' approach to workforce development—focusing less on roles and more on capabilities. The result? Thousands of employees across India, Poland, Philippines, and Argentina are being re-skilled in AI, cloud, data science, and cybersecurity. 'We've built learning pathways in collaboration with top institutions,' he says. 'The idea is to make every EY GDS professional future-ready.' It's a strong departure from traditional upskilling models, which Anand views as reactive. EY, instead, is betting on anticipation—preparing employees not just for the jobs of today, but for the challenges of tomorrow. When asked what leadership lesson has served him best in the digital age, Anand doesn't point to strategy decks or tech dashboards. Instead, he points to empathy. 'In a complex, fast-paced environment, the ability to listen, understand, and connect with people makes all the difference,' he says. 'Technology is important—but people drive change.' It's a fitting mantra for a leader navigating the confluence of human potential and machine intelligence. As EY GDS sets its sights on bolder partnerships, broader platforms, and deeper innovation, it's clear that Anand and his team aren't chasing headlines. They're building foundations. Quietly. Boldly. Globally. And in that stillness lies the future of delivery—not as a function, but as a force. Note to the Reader: This article has been produced on behalf of the brand by HT Brand Studio and does not have journalistic/editorial involvement of Mint.
Time of India
23-06-2025
- Business
- Time of India
Rethinking enterprise operations with Agentic AI
Agentic AI represents a transformative leap beyond traditional AI workflows, empowering autonomous software 'agents' to make decisions and execute tasks with minimal human oversight. Companies that have already integrated agentic platforms are witnessing productivity gains at scale. , the agentic platform launched in partnership with NVIDIA , for example, has 150 deployed tax agents supporting 80,000 professionals in data collection, analysis, and compliance tasks. In India, generative AI could transform 38 million jobs by 2030 and boost productivity by over 2.6% in the organised sector, as per EY's recent report, 'How much productivity can GenAI unlock in India? The AIdea of India 2025'. As agents gain autonomy, enterprises must rethink operations, redesign workforce structures, and forge tight collaborations between HR, IT, and operations to harness this next wave of innovation. From AI integration to agentic autonomy Historically, Indian organisations have embraced AI by embedding predictive analytics and automation into existing processes—deploying chatbots for customer service or using AI platforms for workflow optimisation. These implementations, while valuable, remained largely reactive. AI was brought to bear on specific tasks rather than reimagining the enterprise end-to-end. Agentic AI shifts from task-based automation to autonomous decision-making, where agents perceive context, act upon multiple data sources, and iteratively refine their actions without constant human prompts. As NVIDIA CEO Jensen Huang said, 'The IT department of every company is going to be the HR department of AI agents in the future,' highlighting the need to onboard, train, and govern these digital entities as one would do for its employees. Autonomous agents free up human experts from repetitive duties—data gathering, document review, compliance checks—allowing focus on strategy and complex decision-making. This hybrid workforce demands new interaction models: agents handle data-intensive workflows, while humans provide judgment, oversight, and ethical guidance. Reimagining the future of work Forward-looking CEOs in India are no longer asking 'if' they must deploy agentic AI, but 'how' to restructure their organisations for an agent-augmented future. Leaders are conducting scenario planning to map agentic roles alongside human teams, anticipating changes in reporting lines, and redefining performance metrics. The rise of agentic AI also creates specialised positions—agent architects, prompt engineers, and agent operations managers—driving demand for a talent pool that blends AI expertise with domain knowledge. We are starting to see request for proposals (RFPs) that are open to accepting digital labour. To prepare the workforce for hybrid roles, upskilling and reskilling initiatives must span AI ethics, governance frameworks, and agent lifecycle management. Crafting a cohesive strategy Effective adoption requires HR, IT, and operations functions to co-author the agentic AI strategy. HR designs job families and training pathways that integrate agents and develops the infrastructure for agent provisioning, security, and aligns agentic workflows with business objectives and KPIs. Without this tri-party collaboration, agentic initiatives risk siloed deployments that underdeliver on promised ROI. With projections of 38 million jobs transformed by 2030, securing the first-mover advantage in agentic AI will require aggressive investments in technology and talent. The need is not for incremental changes but for a large-scale reimagining of work. For CXOs in India, the path forward involves embedding agentic AI into enterprise strategy across functions, building governance and ethical guardrails for autonomous decision-making, redesigning the workforce model with new agent-centric roles and fostering tight cross-functional collaboration between HR, IT, and operations. Organisations that act decisively today—investing in agentic platforms, talent pipelines, and governance frameworks—will not only enhance productivity but be among the leaders in India's next digital frontier.
