Indian IT Majors Bet Big on Dedicated AI Business Units

Artificial Intelligence is no longer a peripheral capability for Indian IT services giants—it’s becoming the core of their business models. Over the past three years, leading firms have carved out dedicated AI business units (BUs), signaling a structural shift from AI-as-a-service to AI-native enterprises.

Among Indian IT majors, Wipro has most recently launched a dedicated AI-Native Business and Platforms Unit (April 2026), signaling a major structural bet on AI. Other IT giants like Infosys, TCS, and HCL have AI-focused practices, but Wipro stands out for creating a formalized, standalone AI business division.

TCS, Infosys, and HCLTech have each carved out distinct AI business units, reflecting different strategic bets: TCS split its AI.Cloud into a dedicated AI & Data unit, Infosys launched Topaz as an AI-first suite, and HCLTech recently unveiled AI Force 2.0 as its proprietary enterprise AI platform.

LTIMindtree (Mindtree + L&T Infotech) has a dedicated AI business unit called BlueVerse, launched in June 2025. It is positioned as a full-fledged AI ecosystem with over 300 industry-specific AI agents, designed to accelerate enterprise AI adoption and deliver scalable, responsible AI solutions.

Mphasis has a dedicated AI business unit called Mphasis.ai, launched in June 2023, which focuses on generative AI, agentic AI, and enterprise AI transformation. This unit integrates innovation labs, hyperscaler partnerships, and proprietary AI platforms to deliver industry-specific AI solutions.  

Birlasoft does not have a standalone AI business unit like Wipro or HCLTech, but it has built a strong Generative AI Center of Excellence (CoE) in collaboration with Microsoft, housed within its Digital Business Unit. This CoE drives AI-powered digital transformation across industries, led by Ajit Singh Chawla (SVP, Global Head of Digital Business Unit).  

The New Wave of AI Business Units

• Wipro – AI-Native Business & Platforms Unit (2026)
  • Standalone AI-native BU, led by Nagendra Bandaru
  • Bundles proprietary platforms like NetOxygen, CROAMIS, and healthcare solutions
  • Strategy: Move beyond outsourcing to “services as software”

• Infosys – Topaz (2023)
  • AI-first suite embedded across services
  • Focus: Generative AI accelerators for BFSI, retail, manufacturing
  • Strategy: Applied generative AI pilots at scale. 

• TCS – AI.Cloud & Cognitive Business Operations
  • AI embedded into cloud transformation and enterprise ops
  • Strategy: Integration-first, ensuring AI is part of every digital engagement

• HCLTech – AI & Automation BU
  • Dedicated BU focused on automation-heavy transformation
  • Strong partnerships with hyperscalers for AI engineering
  • Strategy: Efficiency-driven, less differentiated in generative AI

• Birlasoft – Generative AI CoE (2024)
  • Built with Microsoft, embedded within Digital BU
  • Strategy: Partnership-driven innovation for mid-sized enterprises

• Mphasis – Mphasis.ai (2023)
  • Standalone BU integrating Next Labs and proprietary AI agents
  • Focus: BFSI, customer experience, and contact center modernization
  • Strategy: Proprietary AI agents differentiate from hyperscaler-native tools

• LTIMindtree – BlueVerse (2025)
  • Full-fledged AI ecosystem with 300+ industry-specific AI agents
  • Includes BlueVerse Marketplace, interoperability connectors, and governance
  • Strategy: Ready-to-deploy AI agents for rapid enterprise adoption

Competitive Positioning

Company	AI Unit Type	Distinctive Edge
Wipro	Standalone BU	Platforms + Ventures
Infosys	Embedded Suite	Generative AI pilots
TCS	Embedded Ops	AI-cloud integration
HCLTech	Standalone BU	Automation-heavy
Birlasoft	CoE	Microsoft-aligned innovation
Mphasis	Standalone BU	Proprietary AI agents
LTIMindtree	Ecosystem BU	300+ AI agents marketplace

Risks & Trade-offs

• Standalone BU model (Wipro, Mphasis, LTIMindtree): Gains visibility but risks siloing AI away from core IT services.
• Embedded model (Infosys, TCS): Ensures integration but may dilute focus compared to standalone units.
• CoE model (Birlasoft): Partnership-driven but less differentiated and dependent on hyperscaler ecosystems.
• Automation-heavy BU (HCLTech): Strong efficiency play, but less competitive in generative AI innovation.

Editorial Insight

For enterprises in India and globally, these AI business units mark a strategic inflection point.  

• Wipro and LTIMindtree are leading the charge with bold, standalone ecosystems.
• Infosys and TCS remain integration-first, embedding AI across services. 
• Mphasis is carving a niche in BFSI with proprietary AI agents.
• Birlasoft positions itself as a mid-market player aligned with Microsoft. 
• HCLTech continues to dominate automation-heavy transformation.  

The race is no longer about who has AI capabilities—it’s about who can scale AI into enterprise-ready business models.

For enterprises evaluating IT partners:

• Birlasoft is best suited for mid-sized enterprises seeking Microsoft-aligned generative AI solutions.
• LTIMindtree’s BlueVerse is ideal for firms seeking ready-to-deploy AI agents with strong governance frameworks.
• Wipro offers the most aggressive AI-native positioning.
• Infosys & TCS provide broader enterprise-scale AI integration.
• HCLTech is strong in automation-heavy transformation.  

India Maps 7.23 Million Tonnes Rare Earth Resources, Expands Uranium Mining and Global Lithium Ventures

India is intensifying its rare earth and uranium exploration drive, with over 300 projects launched by the Geological Survey of India (GSI) and Atomic Minerals Directorate (AMD), alongside auctions of critical mineral blocks and overseas ventures through KABIL. The government estimates 7.23 million tonnes of rare earth oxide equivalent resources, positioning India as a serious player in the global critical minerals race.

Exploration & Auctions

• AMD (Atomic Minerals Directorate): Conducting integrated exploration for Rare Earth Elements (REE) and uranium across coastal sands, inland alluvium, and hard rock terrains.
• GSI (Geological Survey of India):
  • Between 2021–22 and 2023–24, carried out 166 REE projects.
  • In 2024–25, completed 78 projects.
  • In 2025–26, initiated 92 projects.
• Ministry of Mines: Auctioned 46 critical mineral blocks, including 7 REE blocks, plus 7 exploration licenses (2 for REE).

Resource Estimates (AMD)

• 7.23 Million Tonnes (Mt) TREO Eq. in 13.15 Mt monazite, found in Andhra Pradesh, Odisha, Tamil Nadu, Kerala, West Bengal, Jharkhand, Gujarat, and Maharashtra.
• 1.29 Mt TREO Eq. in hard rock terrains of Gujarat and Rajasthan.

Public Sector Undertakings (PSUs)

• IREL (India) Limited: Processes rare earth-bearing minerals from beach sand materials into high-purity oxides. Operates integrated mining and refining facilities in Odisha, Kerala, and Tamil Nadu.
• UCIL (Uranium Corporation of India Limited): Runs seven uranium mines and two processing plants in Jharkhand, plus one mine and plant at Tummalapalle, Andhra Pradesh.

Overseas Ventures

• KABIL (Khanij Bidesh India Limited): A joint venture under the Ministry of Mines, created to secure overseas assets.
  • Signed an agreement with CAMYEN (Argentina) for exploration of five lithium brine blocks.
  • No long-term agreements yet for REEs, cobalt, or uranium.

Strategic Context

• India launched the National Critical Minerals Mission (NCMM) in 2025, aiming to reduce import dependency and build a domestic value chain for rare earths, lithium, cobalt, and uranium.
• GSI is evolving from a mapping agency into an investment enabler, preparing mineral assets for private and global investors.
• Rare earths are vital for EV batteries, wind turbines, defense systems, and semiconductors, making India’s exploration crucial for energy security and technological competitiveness.

Challenges Ahead

• Value Chain Development: India must move beyond exploration to processing, refining, and manufacturing of rare earth-based products.
• Global Competition: China dominates rare earth supply; India’s efforts aim to diversify sources and reduce vulnerability.
• Environmental & Social Concerns: Mining projects in Jharkhand and coastal states face challenges of land acquisition, rehabilitation, and ecological impact.

Conclusion

India’s rare earth and uranium exploration is no longer just geological—it’s strategic. With 7.23 Mt of rare earth resources identified, 300+ projects underway, and overseas lithium ventures, the country is laying the groundwork for self-reliance in critical minerals. The next step will be building a domestic refining and manufacturing ecosystem to translate exploration success into industrial strength.

India Shifts 1.6 Mn Govt Emails to Zoho Cloud in $20M Deal

The Government of India has migrated 16.68 lakh official email accounts of ministries and departments to Zoho’s cloud platform, spending about ₹180 crore (USD 19.4 Million). The move, executed via the National Informatics Centre (NIC) and GeM bidding, is aimed at strengthening data sovereignty, modernizing legacy systems, and improving security.

The official confirmation came through Parliament statements by the Ministry of Electronics and IT (MeitY). Minister of State Jitin Prasada informed the Lok Sabha that 16.68 lakh government email accounts were migrated to Zoho Cloud at a cost of ₹180.10 crore.

The government framed this migration as part of Digital India and data sovereignty goals, reducing reliance on foreign providers.

NIC continues to manage the government’s email backbone, but Zoho provides the cloud infrastructure. The initiative mandates NIC email use, now backed by Zoho’s scalable cloud services.

Key Facts

• Total accounts migrated: 16.68 lakh (1.668 million) official email IDs
• Platform chosen: Zoho Cloud, selected through a transparent GeM bidding process
• Cost per account: ₹170–₹300 per month
• Total expenditure: ₹180.10 crore so far
• Executing agency: National Informatics Centre (NIC), under MeitY
• Timeline: Migration announced in October 2025, completed by April 2026

Financial Breakdown

Metric	Details
Accounts migrated	16.68 lakh
Cost per account	₹170–₹300/month
Total spend	₹180.10 crore
Vendor	Zoho Cloud
Process	GeM bidding, NIC-led migration

Strategic Implications

• Digital Sovereignty: India reduces dependence on foreign tech giants
• Security & Compliance: Sensitive communications hosted on secure, indigenous cloud
• Operational Efficiency: Cloud-based systems improve accessibility and uptime
• Symbolic Move: Strengthens Zoho’s position as trusted enterprise provider

Risks & Challenges

• Vendor Lock-in: Heavy reliance on Zoho may limit flexibility
• Transition hurdles: Migrating millions of accounts may cause disruptions
• Long-term costs: ₹180 crore is significant; ROI must be monitored
• Cybersecurity vigilance: Large-scale government data remains a high-value target

India’s Zoho migration is part of a global trend: governments are increasingly wary of foreign cloud dominance and are investing in sovereign or indigenous providers. For a global audience, the analogy is clear—India is doing what the U.S. did with Microsoft, what Europe is attempting with Gaia-X, and what China enforces with Alibaba/Huawei.

Comparison with Other Countries

Country	Provider(s)	Motivation	Analogy to India
United States	Microsoft 365 Gov Cloud	Security, compliance, sovereignty	Trusted domestic provider
EU	Gaia-X	Reduce dependence on U.S. hyperscalers	Sovereign cloud push
Germany	Deutsche Telekom Cloud	GDPR compliance, national security	Homegrown provider
France	Orange/Capgemini Trusted Cloud	Jurisdictional control, sovereignty	National hosting
China	Alibaba/Huawei Cloud	Security, sovereignty, exclusivity	Indigenous SaaS ecosystem

Policy Push Boosts Rural Wi-Fi Access: PM-WANI Crosses 4 Lakh Hotspots Milestone

The Government of India’s flagship Prime Minister Wi-Fi Access Network Interface (PM-WANI) Scheme has achieved a major milestone in expanding public internet access across the country. Hon’ble Union Minister of Communications and Development of North Eastern Region, Shri Jyotiraditya M. Scindia, informed the Rajya Sabha that as of February 28, 2026, more than 4,09,403 Public Data Offices (PDOs) — or public Wi-Fi hotspots — are operational under the PM-WANI framework across States and Union Territories.

Alongside these hotspots, 207 Public Data Office Aggregators (PDOAs) and 113 App Providers have registered under the scheme, creating a robust ecosystem for public Wi-Fi services. States such as Delhi, Maharashtra, Karnataka, and Uttar Pradesh have emerged as leaders in hotspot deployment, reflecting strong regional adoption.

Rising Adoption and Data Consumption

The Union Minister highlighted that 2.44 crore internet users have accessed PM-WANI hotspots to date, consuming approximately 58.64 petabytes of data since the scheme’s launch. This surge underscores the growing reliance on public Wi-Fi networks for affordable and accessible broadband services.

Decentralised, Market-Driven Model

The PM-WANI framework is designed around a decentralised and market-driven approach, encouraging local entrepreneurs to set up and operate Wi-Fi hotspots based on techno-commercial viability. The Government’s role remains focused on policy enablement, ensuring affordability and scalability.

Policy Interventions to Boost Growth

• Cost Reduction: PDOs can now use Fibre-to-the-Home (FTTH) connections and aggregate multiple access points to a single backhaul.
• Revenue Enhancement: PDOs may offer mobile data offloading services to telecom operators, while PDOAs and App Providers can deliver promotional and branded content with user consent.
• Improved User Experience: Existing home and business Wi-Fi networks can be integrated into PM-WANI, and roaming among PDOAs has been enabled for seamless connectivity.

Additionally, the Telecom Regulatory Authority of India (TRAI), through a tariff order issued on June 16, 2025, mandated that Internet Service Providers offer retail FTTH broadband plans up to 200 Mbps to PDOs at tariffs not exceeding twice the consumer broadband rate, further improving affordability.

Driving Digital Inclusion

The PM-WANI initiative is seen as a cornerstone in India’s digital inclusion journey, bridging connectivity gaps and empowering citizens with affordable internet access. By fostering entrepreneurship and enabling rural connectivity, the scheme is expected to play a pivotal role in achieving the Government’s vision of a digitally empowered society.

India’s SHANTI Act Aligns Nuclear Liability with Global Regime, Authorizes Private Sector Entry into Atomic Energy

India’s Sustainable Harnessing and Advancement of Nuclear Energy for Transforming India (SHANTI) Act, 2025 marks a historic shift in nuclear energy policy by allowing private sector participation, modernizing liability rules, and aligning India’s framework with international conventions. While it promises to boost nuclear capacity to 100 GW by 2047, experts warn of gaps in supplier liability and waste management that need urgent attention.

Key Highlights of the SHANTI Act, 2025

• Private Sector Entry: Private companies can set up nuclear facilities or engage in nuclear energy activities under licenses from the Central Government and safety authorization from the Atomic Energy Regulatory Board (AERB).
• Civil Liability Framework:
  • Operator liability ranges from ₹100 crore to ₹3,000 crore, depending on facility type.
  • Strict no-fault liability ensures prompt compensation by operators.
  • Government liability capped at 300 million SDR (~₹3,000 crore).
  • Beyond this, India can access funds under the Convention on Supplementary Compensation (CSC).
• Regulatory Oversight: AERB enforces safety standards, conducts inspections, and mandates corrective measures for deviations.
• Incident Reporting: Licensees must report nuclear incidents, and AERB must recommend government notification within 15 days.

Strategic Goals

• Energy Transition: India aims to raise nuclear power’s share from 6% to 20% of the energy mix, targeting 100 GW capacity by 2047.
• Clean Energy Push: Nuclear energy is positioned as a critical pillar in India’s decarbonization strategy, complementing renewables.
• Global Alignment: Liability provisions are harmonized with international norms, strengthening India’s credibility in nuclear commerce.

Concerns & Criticisms

• Supplier Liability Gap: The Act does not explicitly provide operators the “right to recourse” against suppliers for faulty equipment, raising accountability concerns.
• Waste Management: Calls for a robust radioactive waste policy before licensing private firms.
• Transparency: Demands for third-party audits of reactor suppliers and public disclosure of inspection results.

International Dimension

• India–US Collaboration: The Act has opened doors for deeper civil nuclear cooperation with the US, accelerating technology transfer and investment.
• Global Nuclear Market: By aligning liability norms with CSC, India strengthens its position as a reliable partner in international nuclear projects.

Conclusion

The SHANTI Act, 2025 is a transformative milestone in India’s nuclear journey—balancing private participation, safety, and liability. However, supplier accountability and waste management remain unresolved challenges. Addressing these will be crucial for building public trust and ensuring that nuclear energy becomes a safe, sustainable backbone of India’s energy future.