Author Profile

Prabhjinder Bedi

Chief Growth Officer, Business Process Services, Tech Mahindra

Prabhjinder Bedi

Bedi has over two decades of experience involving launching start-up ecosystems, scaling up businesses, and successfully taking products and services to market across industry verticals, spanning telecom and media, hi-tech/new economy, financial services, retail and consumer goods, manufacturing, and life sciences. Having spent over 16 years at Tech Mahindra, Bedi is currently responsible for taking our existing and new-age service offerings to global markets and adding meaning to our shareholders, partners, and customers. He holds a bachelor’s degree in engineering from IIT- BHU and a Master of Business Administration (MBA) degree from IIM Calcutta.

Insights

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As enterprise adoption of AI accelerates, governance is now just as important as innovation. Enterprises are chasing every use case they can find, while regulators struggle to build a governance framework to manage the associated risks. The European Union Artificial Intelligence Act (EU AI Act) is the first attempt at closing that gap. This comprehensive legal framework sets the tone for how enterprises can build and use AI systems. Simply put, the Act protects the public from AI risks, keeps the technology human-centric, and demands real transparency into how AI systems collect, process, and use users' data.

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Enterprises have been experimenting with generative AI for a few years now. The conversation started with one simple promise: AI can help people work faster. That led to the rise of GenAI “copilots”, the tools that could summarize long documents, draft emails, support customer service agents, create reports, or help developers write code. The promise was fulfilled; these tools have improved personal productivity and helped employees reduce the time spent on simple and repetitive tasks. But as organizations started using them in real business environments, one limitation became clear: delegating individual tasks to bots does not necessarily complete that operation.

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The United Nations (UN) concluded COP30 conference in Brazil in November 2025, once again putting climate crisis on the agenda of every nation. Pledging to accelerate the implementation of the historic Paris Agreement, COP30 has now limited the global rise in temperature to 1.5°C above pre-industrial levels. The conference made it clear that the gap between what’s needed to fight the climate crisis and what has been achieved has remained wide.

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For years, leadership effectiveness was closely tied to operational oversight. Senior leaders or team/project managers would spent significant part of their time monitoring team performance, SLA adherence, system health, reporting, and other administrative tasks. Most of them were handled manually and repeated week on week. This process was laborious, error-prone, and inefficient. While digital transformation did create room for improvement, fragmented implementation led to broken journeys, obscurity visibility, and a lack of vision.