Talent, trust and technology: How India can form the next decade | Mint

India’s increase as a global technology power station is well documented. But as industries develop, especially in critical sectors such as banking and financial services, the next growth wave will not only depend on the scale, but how we nurture, equip and empower our talent for the future. The banking and financial services sector is undergoing major change. Platforms should be more agile. Products must be adjusted in real time. Customer expectations around confidence, sustainability and transparency have risen sharply. Behind all these shifts is one constant: the need for talented, future people. The question for all of us, whether it is policy makers, educators or leaders in the industry, is how we create the environment for this talent to thrive. Choosing where and how to grow is a critical part of attracting the kind of talent that a legacy wants to build, lead and leave behind. The talent comparison changes in the fast transformative technology landscape, while technical expertise is essential that it is no longer adequate on its own. Organizations are increasingly needing individuals who can think from end to end, connect business context to technological choices and work with global agility. The elite talent today seems to be more than just compensation. They seek ownership, impact, growth and valuation. They want to work on meaningful problems, with supporting leadership, and in environments where innovation is encouraged, not limited. Over the entire Indian technology ecosystem, we see encouraging traits to these expectations. Many global capacity centers (GCCs) that now have more than 1,700 (Nasscom) number have developed from providing services and support to owning product cards, platform designs and innovation cars for global businesses. For companies like ours, this evolution has meant to create real ownership opportunities for our teams in India, invest in continuous learning and nurture a culture where collaboration on geographical areas is seamless and trusted. Investment in ecosystems, not just offices, while physical infrastructure remains important, today’s talent is also looking for digital ecosystems and community networks that support innovation and flexible work. Therefore, we have consciously expanded to regions such as Kerala and Tamil Nadu, where investments in education, digital infrastructure and quality of life create a long -term pipeline of competent, motivated professionals. Our new facility in Thiruvananthapuram is built around these principles: Design for hybrid cooperation, sustainability and learning-led growth. Similarly, in Chennai, access to a bleeding technical community and the government’s support for innovation ecosystems to sustainably scale us. Choosing where and how to grow is a critical part of attracting the kind of talent that a legacy wants to build, lead and leave behind. Technology as an enabler, not just an outcome of the rise of AI, cloud-indigenous platforms and low-code technologies open new opportunities, but it also requires new ways to work. At our organization, initiatives such as business -wide access to chatgpt showed how quickly individuals can adapt and innovate if they get the right tools. More than 90% of our workforce adopted AI within two weeks of deployment in their workflow, and used it to achieve operational efficiency, sharpen communication and accelerate learning. But it is important that these technologies are not a substitute for human ingenuity, but it is reinforcers of it. The future will belong to teams that can combine technical excellence with creativity, empathy and judgment. In India, government initiatives such as the ‘Indiaai Mission’ build momentum around responsible, inclusive AI adoption. Companies also play a role in the embedding of AI in operations, and to ensure that employees are empowered by this progress. A shared responsibility that scale India’s position as a global technical leader will require continuing focus on four areas: Deeper collaboration in the operating academy to build practical, future skills. More investments in leadership development, not just technical certification. Hybrid first infrastructure and policy support to attract and retain different talent in regions. A sustained commitment to values-led cultures, where achievement and purpose go hand in hand. For leaders, this means creating work environments where the best thoughts want to stay, grow and make a difference, and organizations should consider it a shared responsibility, growing talent, not just for our needs, but for the ecosystem we are proud of. While India is moving from a participant in the global digital economy to a builder, the next decade will be formed by companies and leaders who invest deeply, sustainably and significantly in talent. For those who are ready to learn, build and lead, it is India’s moment and just starts it. This article was written by Suja, Chief Sustainability Officer and Managing Director, India in Zafin. Note for the reader: This article is part of Mint’s Paid Consumer Connect initiative and is created independently by the brand. Mint does not accept editorial responsibility for the content, including the accuracy, completeness or any errors or omissions. Readers are advised to verify all information independently.