As organizations move from AI adoption to scale, executives are focused on operationalising AI across the enterprise: strengthening governance, processes and organisational readiness. Accenture’s latest research on talent trends[1] finds that 43% of organizations in India are prioritizing investments to accelerate talent transformation, while 37% identify skilling as the biggest gap between talent and technology. Recent research on Sovereign AI[2] reveals that 56% of enterprises in India are considering sovereign AI investments.
Organizations in India continue to accelerate the adoption of artificial intelligence, signalling a decisive shift from experimentation to enterprise use. Accenture’s Pulse of Change survey findings show that Indian enterprises continue to increase AI investments, with 69% of executives seeing AI primarily as a lever for revenue growth than for cost reduction. This rapid uptake reflects growing confidence in AI’s role in reshaping how work gets done across the region.
“As APAC businesses face more volatility with margin pressure, trade disruption and uneven talent markets, they are starting to scale AI to build resilience. Companies that are succeeding are not just deploying tools, they are making sustained investments across the business, including in people, process redesign and operating model evolution,” said Ryoji Sekido, Accenture’s Co-CEO for APAC.
How Dabur is reinventing talent
As Dabur scales AI, it is reinventing talent and culture alongside technology combining its Ayurvedic heritage with a modern, data‑first approach and investing in a digitally ready workforce. Initiatives include gamified learning programs, LinkedIn‑based digital academies, and immersive “AI Horizon” workshops for leadership teams and cross‑functional managers. A key enabler has been Dabur GPT, introduced early to demystify AI and make it intuitive and accessible, positioning it as a natural companion in everyday work. Employees are being upskilled on AI tools as well as data stewardship, cybersecurity, and responsible AI to support everyday decisions, from supply‑chain planning and market execution to product innovation. Function-wise AI-led intervention charters are in place to drive value opportunities. New roles and career pathways now explicitly reflect AI and analytics expectations, with hiring and development focused on curiosity, adaptability, and continuous learning.
How One NZ is reinventing talent
As One NZ scales its AI strategy, it is building AI capability across its workforce. Mandatory “Ka Tika: Using AI Responsibly” training ensures employees understand how to use AI safely and ethically in day‑to‑day work. The telco has also launched its AI School and AI Elevate learning series to provide hands‑on experience with tools such as Copilot and enterprise‑grade generative AI. For longer‑term progression, One NZ uses its Skills Edge career platform to help employees set personal AI goals, track progress and transition into more AI‑enabled roles over time.
How UOB is scaling AI across the enterprise
As UOB advances its AI strategy, the Bank is focused on scaling artificial intelligence responsibly across core operations, moving from experimentation to production‑grade, enterprise‑wide deployment. This includes the deployment of generative and agentic AI, with clear accountability, human‑in‑the‑loop mechanisms and lifecycle management to ensure AI systems are reliable, explainable and fit for use in a regulated environment. Through initiatives such as Gen AI Enablement and Build‑Your‑Own‑Bot, UOB is also integrating AI directly into everyday workflows, enabling faster decision‑making and consistent execution at scale.
In addition, UOB continues to invest in building AI and data fluency across the organisation. Programmes such as the UOB Innovation Academy and Better U Pivot help develop the skills and capabilities needed to apply AI confidently as adoption accelerates. The Bank is also building a talent pipeline with the AI and Data Analytics (AIDA) Centre of Excellence, established with IMDA and the National University of Singapore.
“Organizations across Asia‑Pacific increasingly recognize that talent reinvention is critical to scaling AI, and 41% say skills readiness and development is the biggest challenge to scaling AI. Companies that are ahead are redesigning roles and enabling people and AI to learn together in the flow of work,” said Vivek Luthra, Accenture’s AI & Data Lead for Accenture in APAC.
PRESS RELEASE
[1]Accenture Talent Reinventors: Value in the Age of AI
[2] Accenture Sovereign AI: From Managing Risk to Accelerating Growth