AI is no longer a checkbox; for many, it's a matter of survival: Jennifer Mecherippady, CGI
The rise of Artificial Intelligence (AI) has sparked a global conversation, often tinged with both excitement and apprehension about its impact on the future of work. Yet, for global technology leaders, AI is not a distant threat but a tangible force already driving profound transformation across industries. In an exclusive interview with People Matters, Jennifer Mecherippady, Senior Vice President and AI Leader for Asia Pacific at CGI, offered an insightful perspective on how AI is reshaping the talent landscape, particularly in India, and its impact on jobs across all levels within the organisation. Edited excerpts
We are witnessing a significant disruption brought about by AI, and the exact shape of its impact is still emerging. Some leaders express concern about job displacement, while others view it as a chance for vast new opportunities. As a global leader deeply involved in the APAC region, what is your assessment of AI readiness in the workforce, particularly in India?
AI is a rapidly evolving technology, and it's certainly a central topic in all discussions today, with conflicting views on job creation versus displacement. From an APAC and especially an Indian perspective, I believe we hold a significant advantage. Historically, over the last few decades, India has been a global leader in providing technology, STEM, and IT talent to the world. We, alongside China, contribute a substantial percentage of STEM and software engineers. This inherent strength means our industry recognised AI's potential early and has been proactive in responding.
Within CGI, given our active role in software engineering and IT, we're naturally positioned to lead. This AI evolution is akin to the advent of the internet – another major shift that we've successfully adapted to. When I speak with peers across organisations, particularly in India, they're echoing similar efforts. We're seeing a proliferation of Global Capability Centres (GCCs) in India, with over 100 of them added annually. These aren't being set up for low-end jobs like in the past; instead, they're establishing significant R&D centres, many of which are focused directly on AI. This underscores the global view of India as a talent hub.
Are organisations optimally leveraging AI to improve efficiencies?
Are all industries here responding optimally? There's some discrepancy, but the industry broadly recognises its importance. Our detailed market analysis at CGI, based on over 1,800 responses from customers and potential clients – with over 1,500 from CXOs – confirms that over 85 per cent prioritise AI. Crucially, 30 percent to 40 percent have already moved beyond pilot projects and are implementing AI at some scale, seeing tangible results. This is a rapid change, unlike other technologies that took longer to be adopted. Organisations like us with a significant global presence and those eyeing India as a talent hub are intensely focused on upskilling their workforce to prepare for this shift.
You mentioned that 30 -40 percent of organisations are implementing AI. Are you satisfied with the depth of this implementation, or do you believe some are simply adopting it as a checkbox exercise, fearing obsolescence if they don't?
From our interactions with clients and peers, as well as our market research, it's clear that everyone understands AI's power and has seen it move beyond the Proof-of-Concept (POC) stage. The primary focus is on improving internal efficiencies, and this is happening rapidly. That's why you see that 30-40 percent figure – they're already seeing results.
The IT industry, specifically, is intensely focused on leveraging AI to accelerate software development and managed services. There is a huge need to go to market faster, so they are genuinely serious about improving their internal efficiency. It's no longer just a checkbox. For many, it's a matter of existence. Once they fix internal processes, the next step – for about 10-15 percent of organisations – is to build new business models and revenue streams by integrating AI into end-user solutions. So, no, it's not just a checkbox.
What about the impact on entry-level job seekers? There is concern that many jobs will become redundant, particularly at that level, while middle managers may be more insulated from such changes. Also, are we seeing new roles and designations emerging, like Chief Ethics Officer or other specialised AI-related positions?
The impact isn't just at entry level; it's at every level. The way senior architects and developers work is changing. For entry-level graduates, the traditional approach will evolve. Organisations are reorienting to coach them in these new ways. While reports suggest around 90 million jobs may be displaced, roughly 170 million new jobs are expected to be created. We still need talent, especially with ageing populations in Western countries. The challenge is equipping new graduates to work effectively in this new AI-driven landscape, which requires close collaboration between industry and academia.
On your second question, new roles are definitely emerging. We have a president focusing on driving AI in terms of learning expertise development, what it means to our client strategy, partners, tools, and rollout recommendations, and they're working very closely to responsible usage. This (role) was not there more than two years ago, and suddenly, I see all this springing up. There will be a need for AI coaches, AI trainers, and roles focused on data governance and ethics. AI is only as good as the data it is fed, making roles related to data integrity crucial.
Do you see a crisis brewing in the workplace as AI takes more prominence?
It is a big disruption which is coming in. So is it a crisis? The better way to look at it is how to make it relevant. Making the talent and whatever you're learning relevant is becoming increasingly important. If you don't do that, that'll end up in a crisis. So it's again, how do you leverage it (AI)? How do you make it relevant? How do you ensure the teams you're setting up understand the business and the domain? So, now the question arises: will there be no jobs? We don't see it happening. At least whoever we have been talking to they're asking how we can get things out faster. The talent shortage is what is being discussed. So, there's never going to be a situation where AI replaces so many jobs. The only challenge that the industry needs to address is the shortage of talent.
What are your thoughts on the training landscape in India? Are we doing enough to upskill the massive workforce that we have and prepare them to be AI-ready? Where are the gaps, and how can we accelerate their training?
AI is a technology, but it's also driving a fundamental change in the industry. What's paramount is understanding the business and domain. Successful individuals will be those who adopt these new technologies to deliver value to clients. The focus is on upskilling the entire workforce, particularly those with in-depth business and domain knowledge, to harness AI's full potential.
At CGI, we're doing role-specific training, not just generic certifications. We ensure that AI skills are tailored to meet the needs of a technical architect, business analyst, or product manager in a specific domain. This role-specific approach is crucial.
While challenges exist – for instance, "prompt engineering" is becoming incredibly important, and "English is the new software language" – India is responding well. The government is actively partnering with industry and academia, while corporations are utilising CSR budgets to bridge the equity gaps between Tier II and III cities and urban centres. We're also conducting joint hackathons with strategic partners like Microsoft and Google to expose young talent to real-world business problems solvable with AI.
There's a debate about who bears the primary responsibility for training this massive workforce. Some argue that it's solely the individual's responsibility, while others point to the government, and some suggest a collective effort. Where does the responsibility lie?
It is absolutely a collective responsibility to reskill and upskill the workforce. Organisations bear a significant part; it's no longer just an isolated L&D or HR function. Business leaders must work closely with learning departments and external partners, such as hyperscalers. We have seen that simply rolling out tools isn't enough; focused learning programs, hackathons, and continuous interventions are necessary for adoption.
For young talent, academia is responding very well, with many universities now offering specialised courses in AI, Gen AI, and data science. However, the government also plays a critical role. Initiatives like the PM Apprentice program are vital for reaching Tier II and Tier III cities, coaching and guiding talent, and ensuring we are not restricted to hiring from just a few locations. While we need to accelerate, most stakeholders have understood the challenge and are responding.
Leaders often describe India as having a talent pool that is available at the 'right price.' How do you look at this observation?
Going back to India's strength in the IT revolution over the last two to three decades, we thrived because we provided the right talent at the right price, with the flexibility to scale. If we, as a country, can rapidly train and upskill our people in AI, we will continue to offer the world the "right talent at the right price." This would be a significant USP for us in the global AI landscape.
From CGI's perspective, how are you specifically training your workforce to leverage AI's full potential, given your clients' keen interest in incorporating these technologies?
We've established a dedicated global horizontal for AI. We recognise that this is a crucial skill. We never did it in the past for all the new technology skills coming up. However, for AI, we have a kind of R&D centre that focuses on ethical use and responsible use, working with all our different geographies to roll out learning programmes, ensuring we partner early and make good progress with all of them.
We have partnered early and effectively with alliance partners like Microsoft, Google, Amazon, UiPath, and ServiceNow to develop relevant, role-based training programs. We track data meticulously across every business unit and geography to identify gaps and plan for continuous upskilling. We started by training our leaders last year, ensuring they are certified and actively participating in thought leadership. It's a major initiative that has been running successfully.