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The emergence of artificial intelligence (AI) and quantum technologies marks a profound transformation in organisational life, reshaping industries, economies, and societies in ways that demand new forms of leadership.
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The India AI Impact Summit 2026, the first global AI summit ever hosted in the Global South was not just a technology event. It was a declaration of national strategic intent, backed by over INR 10,000 crores Mission, 38,000 GPUs already deployed (IndiaAI Mission cabinet approved budget), and a vision of Prime Minister framed as transformative as the invention of written language itself.
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In Buddhist iconography, Avalokiteśvara is portrayed as the bodhisattva of compassion, depicted with 100 arms that symbolise reach and the capacity to respond to the needs of sentient beings in every direction. It is also one of the most accurate metaphors for how China is building artificial intelligence.
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Technologies such as Artificial Intelligence (AI), Big Data, cloud services, and Internet of Things (IoT) ecosystems enhance the operational efficiency and decision-making of businesses. However, adoption of such technologies has also resulted in increased cybersecurity breaches, failure to protect data, algorithmic biases and regulatory noncompliances.
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For most organisations, the honest answer is the latter. AI is being deployed across functions - credit decisions, customer service, fraud detection, trading, hiring, compliance monitoring - often without a board-level framework, without adequate oversight, and without the leadership awareness needed to manage what can go wrong.
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When I began my corporate journey over three decades ago, governance meant quarterly reviews, audit trails, and regulatory conformity. Today, that model feels glacial. We now operate in an ecosystem where a cyber breach, an AI bias, or a digital ethics lapse can erode shareholder trust overnight.
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The current era of great power politics in an anarchic, uncertain and militarised world should have been foreseen. The steady accumulation of power and influence by certain leaders of powerful states has been clear, although overlooked or ignored by some.
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For decades, corporate strategy was built on a simple premise: the world, while imperfect, was broadly stable. Risks were episodic, disruptions to be managed when they arose, not conditions to be continuously governed.
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The last two years have seen a remarkable rise in the warmth of Europe's economic relations with India. There is now a potentially, extraordinarily, enhanced business opportunity for firms in the two powers after a hat trick of recent, important trade deals.
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As women take on increasingly visible roles in governance and industry, the focus is shifting from representation to influence. Building pathways to power isn't just about holding leadership positions; it is about shaping how authority is exercised, how decisions are made, and how institutions are reinforced in the process.
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