AI Transformation in Practice_ Insights from India’s Consulting Leaders

I think we are capped by time to a slightly shorter session today, but we’ll aim to get the most out of it, and I’ll open up to questions as well. I’d like to start off with a couple of common questions to both of you, just to get both your perspectives. I think one is to start with this question of, you know, what does AI mean for you internally? Would love to hear from you each. When it comes to using AI within Deloitte, within PwC, what are you seeing in terms of workflows, in terms of use cases, where you’ve really seen AI already move the needle for your organizations? I think it would be great to hear a couple of tangible examples.

I’ll start with you.

Thank you, Vedika, and good afternoon, everyone. It’s lovely to be here on this panel. For us, AI is, I mean, it is, and it is true that this is one of the most disruptive things that have happened, and it happens in a generation. Or more than a generation, something like this comes up. and what it means for us is to really, for us and for our clients, is to reimagine everything possible because this is the one part. AI can do a lot of optimization, but reimagination is an important part. And I’ll give you an example of, you know, because most people have predicted the demise of all of our firms, so it’s always good to hear when people talk about our early demise.

But how we’ve thought through this is part of AI is to relook at our business model. Our business model, largely in consulting, largely in consulting is a pyramid model, right? It’s one client, 10 people, that sort of the model. But if you really look at now, and we large firms, largely, we don’t service today probably the MSME as a segment. You know, we generally tend to do the top Indian corporates, the large multinational companies. But with the ability to have today generative AI and agent tech, and build it and combine it with digital, you can actually invert the business model of, you know, 1 is to 10 to 10 clients to 1 person, where 80 % is done by a machine, 20 % is done by a human being.

So really something for us, which, so we are going to access a market which we could have never done, right? So that is one part of it. The second part of it is to figure out everything that we do, can we do some things faster? To give you an example for in our audit business, in our audit business, we have something called confirmation of balances. That really means that, you know, you need confirmation from your bankers, from your debtors, from your customers, vendors, you know, so that your financial statements are properly stated. For some large clients, this could be like 50 ,000, 60 ,000 confirmations on a quarterly basis. So now, you know, we have actually built a tool, and built a tool not by an expert in tech, but a practitioner where we have democratized innovation.

where that individual now can save 60 ,000 hours for us so that we can spend a little bit more time on judgment -related matters. That is the second part. Third is just to bring in tax. I’m giving you different examples. In tax, to basically say that, can I give tax opinions now much faster by using Gen AI? Fourth, in terms of consulting, to say that, I’ll give you a classic thing. You have a large automobile manufacturer in the world. Who is building a plant in Karnataka where they will manufacture a car every 2 minutes 32 seconds. Now, what’s interesting is, when you digitally simulate this, you’re able to tell the automaker that your robots will actually have clashes, your kinetics will be a challenge, and your material flow will be a challenge, and therefore you cannot manufacture in 2 minutes 32 seconds.

Therefore, redesign your factory in this way. What’s interesting is that conceptually, this can be now taken to, hospitals, where you can say that in an ICU, where do you place the ICU in the best possible way so that there is absolute easy movement of patient flow. So we’re building simulators for the Jaguar jet aircraft. Now, if you said consulting companies would be building Jaguar jet flight simulators, that wouldn’t have happened and in 40 days. So our business models, the kind of work that we actually do, reimagine things for clients and of course within our bringing in our productivity. So all of that has actually helped from an AI perspective. And of course, you’ve got to be careful that there has to be a human -led or human in the loop because you can end up with some serious challenges as well.

Touch on some of those challenges and the implications of the use of AI. Sanjeev, good luck for you to chime in.

Yeah, so once again, good afternoon and thank you for having me. See, I mean, you know, I look at AI as more as a utility, you know, and it’s something which most of us will embrace. The question is, what can we make out? of it. And that would be the differentiator from a value perspective because that’s what, because we speak about how consulting firms are going to deal with it. And that’s why I mean, if I were to go back in time in 2023, actually, I think we were amongst the first ones to actually commit almost a billion dollars to AI at that point in time, and that was a platform discussion that we had with one of the hyperscalers.

We also focused on, we also committed a significant amount of money for upscaling our people at that point in time. And I think that’s been a key driver for us that, you know, it’s there, it’s here to stay. What do we make out of it? And how do we make sure that we are working with it as opposed to necessarily trying to say that, okay, you know, we are working against it. That’s the first part. So the first part is adoption. And within the adoption journey, let me just say that, you know, now today, for instance, I would say all PwC personnel across the board would have access to what we call chat PwC. You know, which is where we work with AI in some ways to create efficiency, et cetera, et cetera.

and I can say that the human part is something that we at times miss because who’s using it? My people are using it, our people are using it and when they use this, they are the ones who actually came up with multiple things that they could do with it and that inspiration caused us to come up with, I mean, you know, just as an example that Romer gave, I would like to give a tax example, where they said that the manifestation of what they have seen with Chad PwC and others is to come up with how they can solve client problems, the ones which are the most sticky and that got us to actually come up with Navigate Tax Hub which is an AI -driven tax tool that we came up with which we launched about six or seven months back.

Now, let me tell you that it is the people who actually said that, okay, we want to work with it for 12 to 15 months before you actually take it to market and I think that’s how making sure that AI is one being leveraged, you work with AI, you get your people to embrace it. then I think automatically the outcomes for your clients and others will come through. And we can talk about multiple use cases. But I want to really say that it is about us embracing AI, working with it. The value that will come of it will be immense.

I want to touch just a follow -up question. You talked about the pyramid within consulting and the impact that AI has on productivity. I mean, as a consultant myself, I know that these conversations about how the pyramid is going to get restructured potentially are top of mind for all consulting leaders. How are you thinking about that? Do you see the pyramid becoming more distinctly shaped, a different shape, so to speak, where you have senior leaders and then fewer middle management, but then more junior people who are able to work with AI? And so that’s one question. How does the shape of the firms change? And the second question is how are you also communicating it to your own people?

I know the big four in India have a very, very large talent pool here. How are those conversations going?

Yeah, so we’re re -looking at every aspect of what we do and what that means at an entry level, middle level, and at the top level. And you’re right. So in some parts of it, it’s a clear indicator that the middle actually shrinks a little bit. In some part of it, it’s the juniors that actually get impacted. But the way, Vedika, I was looking at it is one part is this is the business of today. When I spoke about the MSME business, to give you a sense, there are 75 million MSMEs. I don’t service anybody or don’t service much just from a dramatic impact. If I service even one million MSMEs with the inverted business model, I need a lot more people and slightly different skills of human working with the business model.

So I’m working with the machine, having some critical thinking. judgment capabilities and also having a little bit of empathy as well. So I think that’s how we are re -looking at our workforce to bring in some of those skills which were not something that earlier that we looked at. Now, if you look at coding, coding can be 80 % done faster. But then I, when I look at a lot of what is being done in AI is all based on past inferences. Can, could AI have built an Aadhar? The answer is no. Today, can Aadhar suggest, can AI suggest an Aadhar? Right? It can. But it couldn’t have built something new. So can we be creative? And I’ll give you another example of digital marketing.

We’ve built something where, again I’m just taking MSMEs just as a common theme. They never could brand or market their products. We’ve created a platform today where in five minutes, you can actually have campaigns across Insta, across LinkedIn, across various social media channels, digital campaigns, by simple prompts. You don’t need to understand Java or anything else. You just need to know English or Hindi or any other language, Bhashani, any language that Bhashani will support. that’s all and you can actually have campaigns running so it’s about how you relook at your market size and scale how do you skill your people in today and you do reshape and it’s not one size fits all that this is exactly the pyramid model this is exactly the cylinder model it does vary depending on sometimes sector sometimes competency I’m

I think since you asked the question about pyramid I mean honestly I don’t know the answer to the pyramid question all I would say is that I do believe however that the kind of people that we would hire would be very different our expertise is the client base that we have which is far beyond that any other firm could expect to have and the domain that we have and I don’t think those things go away so and also you know what is it that as I said what is it that whoever is there will do with the AI right I mean whether it is somebody on the manager level associate level whatever certainly I would expect the work of a manager today to be done by an associate or a senior associate and so on and so forth.

And hopefully they’ll be skilled enough to be able to do so. But I think the critical point for me is that you end up spending a lot more time not cleaning data, but making sure that you are validating multiple assumptions. And then you are actually simulating those to come up with, you know, potential hypothesis for your client and then actually getting into the execution of it once you have made a suggestion to them. So you are far more engaged. And that, I believe, will help us retain value, right? Because you know, I see a lot of work that we do currently could be data cleaning work. Maybe that will go away. But I do believe a lot of highly value -accredited work will come in.

And we will certainly need to have a different workforce.

A kind of different angle and a question to you. You know, you talked about how AI has impacted some of your work internally. We’ve when it comes to clients, we’ve recently seen a lot of studies which say, yes, AI is is great, but when it comes to an enterprise setting, it’s perhaps not giving the same kind of ROI that people expected. And enterprises are complex. Workflows are complex. I would love to hear from you, what are some of the challenges that you’re seeing when it comes to deploying AI in enterprises? And do you see that as just teething troubles? Do you see it as something that is just part of how enterprises work, so it’ll always be complicated?

We just love your perspective there.

I think the problem is that humans oppose change, whatever that change may be, even though that change may be invented by them. So I think the problem is not with intelligence. It is about the change management and the integration pieces of it. And I do believe in every organization, whether a consulting organization or otherwise, there will be challenges when people are asked to adopt a particular use case, assuming that it has had success. and I think we will not be any different. I’m sure for us also, it will be a challenge. For our clients also, that will be the challenge. That is why you see a lot of people getting very happy with some pilots or doing some sandbox arrangements, etc.

But when you want them to scale, it becomes different because adoption and integration of that, the change management piece is the one that I think we haven’t even started testing it, to be honest. And possibly that is the reason I’ll be short here that when we actually launched our global CEO survey, just in January last month, it just said that only 12%, only 12 % corporations, in spite of having spent some money, or I would say significant amount of money, are saying that they have got both vanity, which is top line, and sanity, which is bottom line, through use of AI. Only 12%. So I think we have a way to go.

I agree with Sanjeev. I think just a couple of other points. Why are pilots not getting into sort of really, really production -grade? One is the governance over my data and security. I’ll give you an example. An aerospace company said suddenly they saw that their designs coming in chat GPT. Now, they say that they have never used chat GPT at all. So where are the designs coming into chat GPT? What they realized is when they were doing RFPs for their vendors, right, and they would give some designs, the vendors were uploading it in chat GPT to figure out a solution. So how are you actually managing your data and IP? Because if everybody uses AI, what is your IP?

So that’s the first one. The second one is everybody’s understanding in terms of tokens. Now, if you take the telecom parlance, you know, when 2G, 3G, 4G, 5G happened, you saw tremendous amount of data being downloaded with 5G, you know, because it was like a free -for -all and the price has gone down. Today, the way the token system is that you love it, and so you keep using as much as possible. but they are all subsidized today. The day this happens where they bring it to some reasonable price because everybody has to make money someday, there will be a bill shock, dramatic bill shock. So I think if you look at some of these aspects and third is, you know, again, new technologies coming again and again.

People don’t know, should I wait? You know, something else is coming. So should I then sort of implement that? So there is a bit of confusion and how does all this orchestration work? Five different things. So I think an adoption, I mean adoption and change management, whether with technology or without technology have been probably the biggest problems in humankind and any enterprise as well. So I guess that is also a big challenge because of why we are not seeing that scale up.

Romal, I’ll start with you kind of a couple of final questions before I open up to the audience. You know, we, you open up Twitter, there is always some kind of thread which is, I’m going to do this. And Claude has launched in PowerPoint, consultants are quaking in their shoes, you know, the skill set that you bring is seen to becoming like highly commodified, right? How scared are you of that disruption? That’s the first question. And how is AI also help, you know, forcing you or making you rethink your own pricing, your price points, et cetera, because, you know, our clients coming to you and saying, I can run this on ChatGPT, why do I need to pay you as much as I pay you?

So we just love your take on those two things.

Yeah, I think the first part is anything which is commoditized, I am scared, we are scared that that will completely go away. But can I do something? …So pretty cool. They saw a surge of demand, right, where people wanted to buy this stuff. But after some time, nobody was buying. So then they went in and figured out, you know, AI also did

On pricing.

On pricing. And the fact is that today, what I’m talking about the tax opinion, and we used to charge a particular sum of money, and we’ll charge a different sum of money. And people would say, hey, you know, you’re all cannibalizing stuff. But if I don’t cannibalize, or if I don’t do it, somebody else is going to do it anyway. so we’ve got to be open to it disruption is going to happen we can’t close our eyes but the fact is that also don’t get too hyped by every talk that the world will end tomorrow for all of you to the other extreme that nothing will happen I think the truth lies somewhere in between but keep looking at things to keep disrupting yourself and keep identifying newer sources of how your work can actually happen so I think that’s what it is

Can you just building on that how just given this point about pricing pressure etc how do you think about moving up the value chain are there other areas you think about going into and just when it comes to the model of consulting you’re seeing open AI, anthropic etc going saying we would want to we now need to implement our solutions we need to become consultants how much of a threat are you seeing from technology firms who are increasingly going down yeah yeah

So maybe first thing first, I think this question is a bit unfair to consultants at large, right? Because I do believe, and we have seen multiple threats to consulting businesses in the past as well. I mean, forget AI. Over the last five years, every consulting firm, I’m sure yours included, would be saying that, okay, let me figure out, you know, how can I be more value -accurative to my client, right? What is the context of the client? What is the mindset of this client? I mean, are there generational issues? Are there succession issues? Are there technology issues? Are there business issues? Are there sustainability issues? Environmental issues? So on and so forth. And in a world which is so disrupted geopolitically and otherwise, supply chain, this, that, and the other, how do I either protect value or create value?

So from that standpoint, I think, you know, as I said, technology to me, or AI also, is a tool, is an enabler in that sense, right? It can help me contextualize better. It can help me simulate better. It can help me validate my assumptions a lot better. And in any case, over the last four to five years, as I said, most firms, most consulting, I’m not saying that there isn’t any time and material work for any of us. I’m sure there is. But let me also say that most of us actually have moved towards value accretion, value billing. And why would clients pay for something like that? I mean, that’s something which is getting commoditized.

In any case, I should feel threatened irrespective of AI. And today, in my mind, it is about how can I create value or defend my client’s value. So we ought to move up the value curve. A large part of billing for most consulting firms will come from the value that they create, whether it is simple cost optimization, whether it is some enterprise -wide transformation or segmental transformation, or indeed, you know, stuff like doing deals, raising money, and so on and so forth. So I do believe a lot of that has changed. The proportionality of that is possibly a little low on the lower side. It will possibly go up. So I think that’s the first thing.

To the second part of the question that you asked about, you know, about I think, you know, one has to acknowledge that we don’t need to do everything. I mean, if you think that we will be able to compete with a product firm, then I think we’re going down the wrong direction, in my mind at least. So certainly we want to work with a bunch of alliance partners, whether it could be, I mean, we were the first ones to partner with Harvey, for instance, which is OpenAI funded, and today a lot of our tax and legal work is actually done on the Harvey platform, for instance. So it is about how do we work with some of these disruptors or people who have taken pathways to the LLMs or so to speak.

And I do believe that, I mean, we recently are doing something with Anthropic now. So I think we will have to look at partnerships to be able to work with them. Again, as I said, the quantum of clients that we have globally is something which, you know, some of these disruptors will take ages to get to. And the context will require them to make very significant investments. So let me just round it off. I’ll have it once in the last point. you know people can say that there is disruption on tech and there is need for transformation but there is also disruption in trade yeah so today any tech transformation that you do let’s say on the supply chain side can you do it without a tax person involved can you do it without a trade specialist involved so it has to be trade and tech specialism which has to which has to come together to create value and that is why i don’t think that people who are writing obituary of the consulting model they’ll possibly have to wait so it’s a resilient model as you said has held its own for many years i’ll open up to the audience if we have any questions we can take a couple

yeah thank you hi hi i’m the founder of corral inc and my question to romol and sanju and my question and both redefining country power and people productivity. Right now, of course, USA and China are leading the race, but India is third. Where do you think that, you know, the next probably $100 billion to $500 billion company

I think the question was about whether you’ll see AI creating, let me paraphrase, but AI creating more abundance and societal impact. And are we going to see another, from India, a trillion, a $500 billion company? Or a billion dollars?

Well, first of all, I’ll say that it better come from the U .S. Otherwise, all the amount, all the leverage and capital which has gone in the U .S. markets will come to nothing. And I’m sure a lot of people will lose a lot of money and the financial markets will get shaken up. But, you know, I think I do believe, I do believe that, you know, some of these, you know, I think it’s very early days yet. And people who are putting capital to work, I’m sure know what they’re doing. You know, I’m sure many of these things may not work out. And that’s the nature of venture capital business, for instance. Right. But clearly, you know, I think one thing which we can be certain about is that this is an irreversible trend.

I mean, AI is something which is going to stay with us. It is only going to get better. I mean, you know, today we are talking about, you know, AGI, for instance. Right. And that, you know, I’ve felt so far in my non -technical mind that, you know, technology can never compete with humans. But with AGI, it can, you know, it can go beyond humans as well. I mean, depending on what it does serve. So I do believe that there will be winners which will come through. I think it will possibly take nine, you know. getting the, for instance, there is no real TAM in my mind. You know, if I can be honest, there’s no real TAM in any market other than the US at this point in time.

So this will take time, but this is going to happen for sure. When it can come from India, you know, it’ll possibly take time. But the question really is that what will cause those to come? It will not necessarily come through, you know, the businesses that possibly work in the US. In my mind, we will have to find our own pathways. And I think this summit is a great opportunity to create those pathways. And then you know that our ability to you know, in some way scale those is very, very high. So I do believe that, you know, it’s going to be sequential. It’s going to happen. It may not be the most value -accredited thing that will come from India, but possibly we will be the first few ones to be

I think we had a few questions. I think the gentleman in the back had raised his hand, and then we can have a few here. But Leanne,

Hi, I’m Abhinav Saxena, consultant at Capacity Building Commission, Government of India. So we had a panel discussion, just thought of joining it, hearing from you. So I want to know how the GovTech space looks like, how the government consulting space looks like when we are seeing a lot of AI -based tools and AI -based interventions launched by the government. I would be happy to have your insights and share mine. I’ve recently had an entire state calibrated for an AI tool. It was a chaos, but somehow we managed. Yeah, your insights on this.

Yeah, so I mean, clearly I think it’s a big space for us. I think for all consulting firms, government is a big space where we’re all investing time and energy and we see very, very interesting propositions come out. I mean, to give you an example, one of the chief ministers told me that in the past, that, you know, Romal, I spent today on a road, on a stretch of road, which could be one kilometer. I could be spending 20 crores to 50 crores. Now, people tell me that maybe there’s topography, there’s demography, all of that stuff. And therefore, that’s the reason. But I’m not so sure. Can you help me assess through geospatial and AI? Can you estimate, for example, why should what should it cost to build a road or to repair a road?

I have a thousand crores loss. What is it that you can actually help me? So there are very different kinds of things coming from skilling to access to credit. Our MSME, for example, access to credit. I may get credit today at 8 percent. But if you take MSME, a lot of them may get 24 percent because they don’t have collaterals. But with the data that they have today, it may be much easier for financial institutions to give them at that 8 or 9 percent. So I think GovTech and in many places, and we clearly see India, for example, really pushing forward on that. And a lot of our solutions that we’re doing here. probably going elsewhere as well. So clearly huge potential, huge opportunity.

We can expect your sample and collaboration with the giants for good sample and

Absolutely.

Namaste sir. I am a student. So my question is that what should be the effective strategy that students from rural areas or tier 3 cities should follow so that they can take maximum leverage of AI and what do you think will be the future of degree courses or our education system as everything is being restructured and possibly it may become obsolete. So what are your thoughts on it?

So as I said, I think the skills of the future are a little bit different. So really, like I said, you know, critical thinking, right? Judgment capabilities, working with machines, including humanoids, we will have. And of course, the ability to have access to various kinds of information that will help, especially in the rural areas. Do you have more practical based, but with AI actually helping you, you know, learn concepts better? Because I think the conceptual knowledge is more important than the rote, which used to happen. And then how do you sort of apply that? One important thing, and we talk about it in consulting firms, the ability to orchestrate. You know, I always say that, I mean, I don’t believe in palmistry, but, you know, for an example, we say that a good palmist reads one line, a better palmist maybe reads two lines, but a great palmist is able to read all the lines and make sense of that.

And in some sense, that is sort of the skill that you’ll have to start building, considering all kinds of, you know, things that impact your life.

So one more question is that. In fact, how humans and AI are…

Sorry, we have a lot of people who’ve raised their hands. I think we can just probably take a couple of questions. I think we had the lady here and then I think we can go to the gentleman in the back. Yeah. Please.

Hi, my name is Geeta. So, following on from the talent question and more so I come from a sort of a GCC background as well thinking of talent. The critical thinking, the power skills, so to say. Picking a grad or an undergrad or even for that matter an ACC or a CA with the current sort of rigor and the qualification and all of that and then transporting that talent into the newer world. It’s a bit of a tussle between the skills that are required today, the skills of tomorrow and how is it that the talent the student should be thinking and how is it you guys are thinking about it?

So let me just say, you know, and I’m glad that you raised that question. I mean, at least in the last nine months, I’ve been advocating at whenever the opportunity presents itself, the need for us to do a bit of a rehaul of our education system. Many of my engineering friends tell me that 95 % of what they learned in BHU, for instance, or many of our engineering institutes remains the same as what is being taught 25 years back and what is being taught today is the same. I would have thought that maybe it should be 75%, maybe 80%. I mean, you know, the skill sets of what, as you said very rightly, what will be required tomorrow is going to be very, very different.

I mean, we see, we certainly see that many students today are taking psychology, for instance, and sociology, etc., apart from, and that actually goes to the point that Romul made earlier. So I think some of the skill sets are going to be different. But I must say that working with technology as opposed to, you know, working with technology, at technology, which is like coding as we were talking earlier, is going to be very very different. And I do believe that it requires us to teach a different curriculum in our schools also, not just colleges, schools also, and that is going to be a starting point. I do also want to mention, you know, in respect to the previous question which came in, I think you know, the whole AI piece is going to enable, you know, like the GCC industry, I’m sure, you know, like this question could easily be asked to the GCC industry.

This session could easily be for the GCC industry that how is GCC industry going to get disrupted by AI? I do believe that one of the things that we you know, as a nation and civil society should be focusing on is what does it do to entrepreneurship? Does it enable entrepreneurship at scale? Just as we are saying that UPI has enabled a certain amount of entrepreneurship, I think AI will be a huge enabler for entrepreneurship to the question that was previously asked and I suppose to the leverage that education can have for us.

yeah i am sudhakar gandhey former senior director american express bank and also build a technology company called access cadets technologies which is a hundred million dollar company in 10 years so i understand a little bit of finance and technology the question anybody can answer my question is lot of money has gone into ai a lot of coming whether it is google or microsoft and everybody raised billions of dollars and moved the market to trillions now one thing which is coming out we look at lot of wall street journals etc the money which is gone into these companies from there is gone to few companies to test it out ok so what is it possibly think this whole thing will be re -rated some of this the whole thing will be re -rated ok because first time google and microsoft both are going to debt market to raise hundred billion dollar which they never raised because they gone to debt because equity of money is going to be raised and they are going to raise hundred billion dollar almost dried up now So my question to any all the three of you who can answer this question, do you think this whole thing will be re -rated and you think some of these companies will go under the water or come down to half the value or one quarter of the value, then the real story starts.

That means this happening in next one year, two year, three years will be reworked into much longer time. So basically re -rating the whole thing, some of these companies going under the water. Thank you.

Whenever you work with any kind of disruptive technologies, there will be people who will go under the water, there will be people who sort of succeed and that’s a fact of life. So even in this cycle, I think you will have some companies that will do really well, some companies that may not do very well. I mean you see investments in data center for example, they are saying now you don’t need that much space, you probably need one third of this hall to have a good result. You have a pretty large data center. So I think that is possible. but as I said I always caution on doomsday scenario either ways this way or that way that everything will be everybody will make money and nobody will make money I think that’s not going to happen second is also as India we’ve got to figure out our own thing whether we focus more on the how to better use AI for different things whether society whether for government whether for our own enterprises not necessarily only build everything we do have people like Servam who built also phenomenal things at a lower cost but we’ve got to be very clear where we want to play and I think that is how we want to win I think that is what we should focus on but in these kind of things it happens we’ve also had that’s why if you look at the if you look at the SAP index you know last 25, 30, 40, 50 years those at 50 years back who are top companies don’t necessarily are there in the index now and that’s life that’s how evolution will always happen

I know we have a lot of questions but I think we all I don’t know if you have 5 minutes we’re going to take a short break Maybe we can take one more question because I think we also have to wrap up here quickly. I think we had one here and then one, the gentleman there. So I think we can do that as the last two questions.

So my question builds on something Romal said earlier in the session that your serviceability for SME clients is going to rise. But do you think SMEs are also better positioned? So from a demand perspective, is a lot of demand going to come from there because they are better positioned to leverage this neural network -driven AI because they don’t have to necessarily comply with data residency because most of these highly capable LLMs are housed not in India but elsewhere. And also this technology essentially is very probabilistic. So outcomes are going to be uncertain. And so the enterprise AI adaptation is mostly going to come from smaller firms, less regulated firms? Or do you think that’s not going to be much of a challenge because of the…

No, see, I think the… There could always be speed when it comes to smaller companies but doesn’t mean that the enterprises are not actually adopting. In fact, enterprises are spending a lot more. Regulated industries comes with its own thing because you have very strong regulated financial services, healthcare. They’ll be very careful of what they do. But I don’t think anybody is going to be left in this race or wants to be left out in this race. And everybody should be looking at what’s best for them. You don’t necessarily always need to go for LLMs that are… You can also go for open -sourced LLMs. So you don’t need to necessarily… And it’s a combination. I don’t think today there’s one that can solve all your problems.

There could be 10 different kinds of LLMs as well. And you have to be careful and choosy of what you want to do. The good part about the SMEs is they can leapfrog and not necessarily go through a big… cycle where they have to wait for 10 years to do things. And I think that it levels the playing ground a lot.

Hi, I am Piyush from Digivancy. My question is to Romul sir. As we talk about we can develop a campaign with an MNATS or something. So can we make a tool in terms of MarTech to find the right market for any of the new product line SKUs or for the SMEs because they do not have enough patience for like to do the research or some things even though big corporates as well.

Absolutely. So I mean if you do a sentiment analysis you can probably find markets where you think there is demand. I mean it’s like Google knows exactly when somebody is wanting a doctor, wanting something else. It knows actually right. How does it know? That’s the way it knows. So you can actually do some of these things and I do think especially in the SMEs side. the uberization of demand that is demand and supply we do it for taxis but really demand and supply for services or demand and supply for goods or whatever can be much much better because of this technology that we actually have

I just want to say thank you to everyone we had a really packed hall today thank you to our speakers for actually being very honest not all consulting leaders will necessarily be as honest also about how their consulting model is changing and shifting and the questions that they have to confront so thank you very much thank you thank you Thank you.