TLDRs
- IBM urges unified national strategy to boost India’s AI competitiveness.
- AI skills gap threatens India’s ability to meet rising demand.
- IndiaAI Mission aims to strengthen infrastructure and innovation ecosystem.
- IBM expands training and workforce initiatives across India’s tech hubs.
India’s ambition to position itself as a global artificial intelligence powerhouse is increasingly dependent on how effectively it can unify its government, private sector, and academic institutions.
According to IBM India leadership, fragmented progress across these three pillars could slow down the country’s ability to fully capitalize on its demographic advantage and rapidly growing digital economy.
IBM India head Sandip Patel emphasized that while India possesses one of the youngest and most dynamic workforces globally, the lack of structured coordination in skills development and policy execution could limit long-term competitiveness. He noted that automation is already reshaping the services sector, which remains a major contributor to India’s economic output, and without a cohesive national approach, the transition could be uneven.
International Business Machines Corporation, IBM
AI Skills Gap Concerns Rise
Patel highlighted a significant mismatch between industry needs and workforce readiness. IBM estimates that only about 30% of India’s technology professionals currently possess the level of AI proficiency required by employers. This gap raises concerns as businesses accelerate adoption of machine learning, generative AI, and advanced automation systems across sectors such as finance, healthcare, and IT services.
At the same time, external projections underline the urgency of addressing this shortage. A Deloitte-NASSCOM report suggests that India’s demand for AI talent could surpass 1.25 million professionals by 2027, placing additional pressure on universities, training institutes, and corporate upskilling programs to scale rapidly.
National AI Mission Expands
India’s policy response is already underway through the IndiaAI Mission, launched in March 2024. The initiative carries a budget of approximately 103.7 billion rupees (around US$1.09 billion) and focuses on strengthening computing infrastructure, expanding access to high-quality datasets, supporting startups, and promoting safe and responsible AI development.
Despite this progress, IBM argues that funding alone will not be sufficient. Patel stressed that coordination between policymakers, industry leaders, and educational institutions is essential to ensure that investments translate into real-world capabilities and scalable innovation. Without alignment, efforts risk becoming siloed, reducing overall effectiveness.
Intellectual Property Focus Needed
Beyond skills development, Patel also pointed to intellectual property (IP) protection as a critical area for India’s AI ambitions. He noted that stronger IP frameworks are necessary for companies to confidently build and monetize advanced technologies within India and across global markets.
In the absence of robust protections, innovation risks being undervalued or exported without sufficient economic return. Strengthening IP laws, he suggested, would help India attract more high-value research and development investments from global technology companies while supporting domestic startups.
IBM Expands Training Efforts
IBM itself has increased its commitment to India’s AI ecosystem. The company previously announced plans to train 5 million individuals in AI, cybersecurity, and quantum computing by 2030. This initiative is designed to help bridge the talent gap while preparing workers for next-generation technology roles.
In parallel with its workforce development strategy, IBM is also expanding its physical presence in India. The company recently entered Lucknow while significantly scaling operations in Kochi, where its workforce has grown to nearly 4,000 employees over the past two years. These expansions reflect IBM’s broader confidence in India as both a talent hub and a strategic market for emerging technologies.


