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India’s IT Services: Getting GenAI-ed?

28 Jan 2025
2 min

Impact of Generative Artificial Intelligence on the Indian IT Industry

The rise of Generative Artificial Intelligence (GenAI) is fundamentally altering the $254-billion Indian IT services industry by potentially decoupling workforce additions from revenue growth and increasing emphasis on specialized skills.

Key Industry Shifts

  • For the first time, top executives from major IT companies like TCS and Wipro have acknowledged that GenAI-driven efficiencies are changing the traditional link between workforce size and revenue.
  • The top six outsourcing companies in India reported a net decline of 225 employees in Q3 FY2024, despite optimistic demand forecasts.
  • Saurabh Gupta from HFS Research notes that the focus is shifting towards talent reskilling and AI enablement, which could stabilize hiring trends in the near term.
  • Medium-term challenges include navigating attrition by offering growth pathways in AI-led roles.

Specialized Skills and Workforce Changes

  • Investments in AI transformation projects are driving demand for specialized skills, such as AI/ML, data engineering, and cloud modernization.
  • Firms are prioritizing upskilling existing talent and strategically hiring for AI-driven roles, rather than bulk hiring.
  • Companies like LTIMindtree are passing on GenAI benefits to customers, leading to reduced hiring targets as AI pulls down the need for fresh recruitment.
  • While junior roles are evolving, firms focus more on specialized mid and senior-level roles, with freshers being upskilled.

Future Prospects and Services Evolution

  • As GenAI reduces the need for certain services, it simultaneously demands more service-oriented work of different forms.
  • According to Jimit Arora from Everest Group, although GenAI is a productivity amplifier, its full impact on client benefits is yet to be realized.
  • Somnath Chatterjee anticipates that GenAI applications in software will create greater nonlinearity in business opportunities.

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