独家
德勤印度首席执行官蝙蝠在政府决策中采用人工智能
采用人工智能的政府并非没有挑战,德勤表示印度N Venkatram CEO,但AI的力量把人类生产力持续增长的政府似乎是不可避免的。
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BSNL眼睛人力资源变换把一个角落
平均每年近2000名员工即将退休十年为一个周期在2022 - 2032之间,使它更集中组织与私人企业竞争的球员——信实Jio Bharti Airtel和沃达丰的想法。
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孟买:政府回应的方式认知技术,作为管理者和作为一个用户,在未来几年将影响我们的社会,说N Venkatram首席执行官德勤印度,随心所欲的聊天等的Sachin戴夫和Vinod Mahanta。
他谈到了印度经济的反弹,流行后的机会,上升的重要性人工智能印度渴望和技术是关键。
编辑摘录:
你如何看待近期连续下降在印度的GDP增长数字?你认为这可能会对印度的长期影响的愿望成为一个5万亿美元的经济?
增长本质上是无常的。因此有必要设置增长看起来更长期的愿望。国际货币基金组织的声明,印度将恢复2021年增长最快的新兴经济体地位激发信心,证实了我们的预测,印度的GDP将在FY2022反弹两位数。
问题在印度5万亿美元的经济因此不是是否会来,但当。我的乐观主义者认为积极的信号,这将是宜早不宜迟。疫苗在一个保守的医学的快速发展的社会,企业和政府的早期采用数字化作为下一个正常,新兴地缘政治和技术联盟,印度的改革措施,继续等等,都将发挥作用。
全球经济有实质性作用流行后,印度应该建立在其竞争力和比较优势,以确保包容,盈利的增长。
作为一个友好的业务定位是一个先决条件,劳动力改革,我们看到了积极的行动。但我们还需要具体的措施来解决基础设施建设融资,使印度一个有吸引力的目的地,保证长期增长和就业。
担心,当然,政府财政是否受限是由于低税收在大流行期间(并将导致资金增长和债务)。
在我们的现状,我真的相信增长体重重于公共债务(作为政策重点),世界各地的消息。
所以,两个想法保持反弹。
首先,我们知道一些银行需要资本重组或重建,但现在那些融资资金必须支持增长的低利率。简单来说,可能存在流动性过剩,但钱不是达到中小企业。不良资产的幽灵不应自限性,或许可以减轻风险意识和集中投资于信息技术和其他措施。
第二,我们缺乏发展金融机构基础设施点。在成熟市场,养老基金和保险公司是无与伦比的长期融资来源和被视为更适合基础设施融资。例如,看看加拿大养老基金在全球基础设施投资,包括在印度。
印度有一个方法可以利用Covid情况?如何?
我看到三大流行后经济领域的机会。最广泛的讨论当然是跨国公司分散他们的供应链。印度有一个世代的机会成为这些跨国公司的首选。他们出口占全球的一半,几乎三分之一的世界GDP和大约四分之一的就业。
我们可以追求更大份额的新激励外国制造商和更多。我们有一个世界上最大的国内市场是跨国公司投资一个令人信服的理由,我们应该认识到,他们已经为我们的经济,在许多情况下,在行业家喻户晓。
其次,有必要说服更多的全球跨国公司在印度设立地区总部。这将决策的中心,但不幸的是,想法不够主张,因此新加坡和阿联酋等国家主要通过展示税收和区位优势。定位RHQs在印度的规模将至少反映当地市场机会,现有的复杂性的研究,开发和共享功能在印度,和一些全球制造商的前景非常真实的最终迁移到印度后,新的供应链。
放大点,印度跨国公司的全球能力中心多年来促成了全球业务,推导储蓄和提高生产力。和跨国公司数字化改造自己,厂家现在一个大机会使用现有的和成熟的资源来管理全球另一层操作。
赢得RHQs说明联合服务流程:如仲裁中心。这是下一步的价值链,将物质利益(工作),政府对经济收入和国内生产总值增加。这补充我们正在试图做的礼物。
第三,更多女性进入劳动市场的经济效益还未开发。当前的重点是社会和政治。今天,激励措施吸引更多的女性工人福利只有女性。如果激励也提供给雇主,经济效益会更广泛理解和共享。
在家工作和参加数字化也将使就业更加中性。这也是一个很好的机会让我们认为移动机会卫星城镇的人口稠密的城市。
在线学习当然是一个巨大的受益者Covid-19大流行和宇宙扩张的学习应该使教育更加无处不在,和就业市场更有竞争力。我在网上能看到的更广泛的选择和在职学习机会和雇主应该支持这个网络,指导和赞助方式学习和成长。更多的妇女在我们的员工有直接影响GDP和印度的经济发展。
你经常谈到印度数字和AI可能提供的机会。你认为印度现在可以利用这些吗?
制造业、银行业、服务或农业技术是印度在任何一个的愿望的关键部门。我们已经检查了投资机会,创造就业,价值随着时间的推移,等,和我们所有的假设Covid-19放大了经济的影响。艾城的工具箱——计算机视觉、自然语言处理和机器学习随着时间的推移,将增强几乎所有在政府和企业完成。
事实上,在政府,我们已经开始感觉到技术在我们的日常生活的影响,人工智能将有助于放大。发展影响,医疗和教育是深远的。
业务几乎不需要重复。我们看到了人工智能和分析跨广泛部署的业务解决方案,然而的中型商业移动不够快。
在制造业,坐在“Atmanirbhar巴拉特”的核心,人工智能的应用程序可以运行在质量控制,设计,管理浪费,回收,和预测性维护。人工智能还可以采取农业价值创造的另一个水平和生产力。
我们中的许多人看着AI看到技术:更广泛的价值最终将提高政府与公民参与的质量,与客户企业。更好的服务时间和创建责任,当然,提高用户体验。
印度企业反应良好数字机会/威胁?他们如何与全球同行时,采用人工智能/物联网吗?
越来越多的企业认识和接受,人工智能不仅是不可避免的;它必须迅速采取保持竞争力。有约束如高质量数据的可用性、遗留技术债务,和人工智能的复杂性本身管理充分理解。我们应该学会从其他市场和全球公司,经历了这次旅行和适应这些印度,随着跨国公司自己做。
也有风险。不言而喻,AI和毫升是有用的巧妙的犯罪心理的守法。网络是一种新的战场。
然而网络安全似乎越来越不可靠的——正如我们所看到的最高级别的西方的违反。印度能从中获益吗?我们有一个基地和优秀的技术领导训练有素的工作人员,具有讽刺意味的是跨洲提供这些技能,这似乎是一个好的开始竞争以及建议回家。但是印度公司需要re-skill、训练、获得更多相关的人才,如果他们想要成功地把人工智能技术。最重要的是,他们应该愿意做出的持续投资。
这是一场艰苦的比赛,会有赢家和输家。
印度政府而言,你认为人工智能、物联网、数字技术可以帮助政府实现其经济目标?
政府回应的方式认知技术,作为管理者和作为一个用户,在未来几年将影响我们的社会。避免问题通过使用预测分析可以帮助早期发现违约和欺诈行为。和一盎司的预防胜过一磅治疗,俗话说。
人工智能可以为政府工作的一个原因是,因为它是最大的创造者的数据。人工智能应该帮助他们释放政策制定者关注创新和说明性而不是官僚和技术的使用数据。
同样的推理应该允许雄心勃勃的解决问题。Aadhaar范围是一个宝贵的数据和用于构建政策在其预测分析是一个转型发展的机会。政府的举措,比如1月Dhan银行账户,都是数字治理和授权公民护照。
欧盟预算是一个国家的时刻,和即将到来的预算将是不同的。政府将能够显示如何使用技术已经极大地扩展了的信息集合,让它更好的分析和识别机会传递的好处。
例如,税收减免在源(TDS)和税收来源(TCS)在国内事务提出合规的负担(实际成本和人力资源,使其发生)。企业经常通过消费者的负担。
然而,技术提供了一个重新审视的范围和覆盖的理由TDS / TCS,消费税数据库上利用信息。这个数据库使用相同的纳税人标识符(PAN)的所得税体系和捕获所有GST-registered实体之间的发票。下的交易所得税,TDS / TCS只能被限制在那些不是GST-registered实体。技术让我们看到重叠和消除剩余活动潜在的公民的利益。我们现在需要解决的是如何保护政府的现金流,当收集的传统方法的改变。
AI采用政府并非没有挑战,从算法的偏差数据隐私来融资。政府部门也将成功的自动化,当他们重新设计员工的工作。印度需要重新设计,用计算机处理的任务,而不只是专注于数据的记录。艾未未的力量把人类生产力持续增长的政府似乎是不可避免的。
印度可以在国家总体规划提供多连接。你认为这是可行的吗?和印度这是如何受益,如果,从长远来看吗?
印度是一个大型和联合环境所以从表面上看,多连接一组熟悉的原因至关重要——如果工作环境或业务或社区连接起来,连接的物理基础设施,然后人、产品和效率更快地流。
“多模式连接”是我们国家物流政策的核心,其目的是降低物流成本占GDP的百分比(目前估计13 - 14%,高于大多数发达国家,为10%;和改善印度对物流绩效指数的排名。2018年,印度排名44/160。有两个途径:降低道路整体运输的分享和促进多式联运和设施,比如物流公园。
我们认为的先决条件是一个健壮的多通道基础设施网络,将使使用不同类型的交通工具。一些私营企业正致力于创建这个链,制造业中心与铁路和港口。但是我们需要的不仅仅是筒仓的私营部门计划。
这就是为什么Sagarmala程序是至关重要:它关注发展四个专题领域——港口现代化和新港口的发展,港口连接,port-led工业化,以及沿海社区发展。
这个政府倡议,包括发展内河和沿海航运,是一个急需的基础设施的刺激。
你认为我们的法律框架足够装备来应对未来企业基于人工智能和物联网吗?更需要什么?
这个问题并不是与我们的法律框架,这是足够宽,但仍需要升级。法律是如何应用和技术是否能使这一过程更有效率,因此透明和明智的是其中的关键所在。我们需要让管理员创建诉讼社会我们更负责任的工作结果。必须只看的或有负债在印度公司的财务报表来理解这一问题的严重性。
技术有潜力改变,构建透明和互信。
人工智能和物联网,然而,提高个人自由等敏感的挑战以及其他传统学科。不过,很明显是,印度需要一个强大的数据保护法案。我们巨大和不断上升的数据需要保护和匿名在人工智能和物联网将它转化为智能决策影响我们的行为或产生偏见。
监管机构正努力跟上和培育创新之间保持平衡,保护消费者,解决潜在的意想不到的后果的破坏。等新兴技术,人工智能,机器学习,大数据分析,区块链,物联网运行速度比监管机构。我们所有人都必须明白,刹车应该旨在让汽车跑得更快,而不是阻止它移动。然而我继续相信,从印度,新一代的技术本质上是发展问题,改善缓解生活和公民的经验。
你预见的重大变化在印度的业务方式由于干扰引起的流行病?你看到任何重大长期变化吗?
中断使我们挑战正统观念。数字化已成为当务之急,旧的物理方法是大幅减少。今天,我们更加开放的变化,准备重新审视我们如何做生意和分享的好处。
我们将看到一把锋利的关注减少经营成本,部分原因是技术诱导效率也因为很多成本(如电力、旅游和其他补偿),不存在今天可能回来。
技术的重要一步加速流程和数据迁移到云上。为什么紧迫性?因为云平台提供了灵活性和可伸缩性帮助企业渡过危机的任何操作,投资较小的资产。那些已经在云将会更快的适应比现场可能很难访问的系统,支持,或维持。云的支出增长37%至290亿美元在2020年第一季度是我们认为将持续下去。
政府采用了云计算技术在很大程度上,导致了巨大的效率,这是说明性的,在这种环境下企业可以使用云计算来超越的机会。连接技术开发人员和用户基础创新成功,云与50%的新发展。这是一个巨大的机会,一个创新的国家高技术技能。
这不仅仅是大生意。民主化的机会通过创新平台等小型商业食品外卖也发生,这将改变竞争环境。受欢迎的街头食品卖家利用新市场和扩大超出了他们的忠诚的邻里的帮助下数字化。
未来的工作和工作场所也在这里,随着大流行的要求公司采用混合模型。这场危机的另一边,从长远来看,我们可以期待大量的劳动力继续工作灵活。一个典型的例子是我们自己的业务在印度,我们期望未来30%的人可以选择远程工作在任何给定的时间点上。
他谈到了印度经济的反弹,流行后的机会,上升的重要性人工智能印度渴望和技术是关键。
编辑摘录:
增长本质上是无常的。因此有必要设置增长看起来更长期的愿望。国际货币基金组织的声明,印度将恢复2021年增长最快的新兴经济体地位激发信心,证实了我们的预测,印度的GDP将在FY2022反弹两位数。
问题在印度5万亿美元的经济因此不是是否会来,但当。我的乐观主义者认为积极的信号,这将是宜早不宜迟。疫苗在一个保守的医学的快速发展的社会,企业和政府的早期采用数字化作为下一个正常,新兴地缘政治和技术联盟,印度的改革措施,继续等等,都将发挥作用。
全球经济有实质性作用流行后,印度应该建立在其竞争力和比较优势,以确保包容,盈利的增长。
作为一个友好的业务定位是一个先决条件,劳动力改革,我们看到了积极的行动。但我们还需要具体的措施来解决基础设施建设融资,使印度一个有吸引力的目的地,保证长期增长和就业。
在我们的现状,我真的相信增长体重重于公共债务(作为政策重点),世界各地的消息。
所以,两个想法保持反弹。
首先,我们知道一些银行需要资本重组或重建,但现在那些融资资金必须支持增长的低利率。简单来说,可能存在流动性过剩,但钱不是达到中小企业。不良资产的幽灵不应自限性,或许可以减轻风险意识和集中投资于信息技术和其他措施。
第二,我们缺乏发展金融机构基础设施点。在成熟市场,养老基金和保险公司是无与伦比的长期融资来源和被视为更适合基础设施融资。例如,看看加拿大养老基金在全球基础设施投资,包括在印度。
印度有一个方法可以利用Covid情况?如何?
我看到三大流行后经济领域的机会。最广泛的讨论当然是跨国公司分散他们的供应链。印度有一个世代的机会成为这些跨国公司的首选。他们出口占全球的一半,几乎三分之一的世界GDP和大约四分之一的就业。
我们可以追求更大份额的新激励外国制造商和更多。我们有一个世界上最大的国内市场是跨国公司投资一个令人信服的理由,我们应该认识到,他们已经为我们的经济,在许多情况下,在行业家喻户晓。
其次,有必要说服更多的全球跨国公司在印度设立地区总部。这将决策的中心,但不幸的是,想法不够主张,因此新加坡和阿联酋等国家主要通过展示税收和区位优势。定位RHQs在印度的规模将至少反映当地市场机会,现有的复杂性的研究,开发和共享功能在印度,和一些全球制造商的前景非常真实的最终迁移到印度后,新的供应链。
放大点,印度跨国公司的全球能力中心多年来促成了全球业务,推导储蓄和提高生产力。和跨国公司数字化改造自己,厂家现在一个大机会使用现有的和成熟的资源来管理全球另一层操作。
赢得RHQs说明联合服务流程:如仲裁中心。这是下一步的价值链,将物质利益(工作),政府对经济收入和国内生产总值增加。这补充我们正在试图做的礼物。
第三,更多女性进入劳动市场的经济效益还未开发。当前的重点是社会和政治。今天,激励措施吸引更多的女性工人福利只有女性。如果激励也提供给雇主,经济效益会更广泛理解和共享。
在家工作和参加数字化也将使就业更加中性。这也是一个很好的机会让我们认为移动机会卫星城镇的人口稠密的城市。
在线学习当然是一个巨大的受益者Covid-19大流行和宇宙扩张的学习应该使教育更加无处不在,和就业市场更有竞争力。我在网上能看到的更广泛的选择和在职学习机会和雇主应该支持这个网络,指导和赞助方式学习和成长。更多的妇女在我们的员工有直接影响GDP和印度的经济发展。
你经常谈到印度数字和AI可能提供的机会。你认为印度现在可以利用这些吗?
制造业、银行业、服务或农业技术是印度在任何一个的愿望的关键部门。我们已经检查了投资机会,创造就业,价值随着时间的推移,等,和我们所有的假设Covid-19放大了经济的影响。艾城的工具箱——计算机视觉、自然语言处理和机器学习随着时间的推移,将增强几乎所有在政府和企业完成。
事实上,在政府,我们已经开始感觉到技术在我们的日常生活的影响,人工智能将有助于放大。发展影响,医疗和教育是深远的。
业务几乎不需要重复。我们看到了人工智能和分析跨广泛部署的业务解决方案,然而的中型商业移动不够快。
在制造业,坐在“Atmanirbhar巴拉特”的核心,人工智能的应用程序可以运行在质量控制,设计,管理浪费,回收,和预测性维护。人工智能还可以采取农业价值创造的另一个水平和生产力。
我们中的许多人看着AI看到技术:更广泛的价值最终将提高政府与公民参与的质量,与客户企业。更好的服务时间和创建责任,当然,提高用户体验。
印度企业反应良好数字机会/威胁?他们如何与全球同行时,采用人工智能/物联网吗?
越来越多的企业认识和接受,人工智能不仅是不可避免的;它必须迅速采取保持竞争力。有约束如高质量数据的可用性、遗留技术债务,和人工智能的复杂性本身管理充分理解。我们应该学会从其他市场和全球公司,经历了这次旅行和适应这些印度,随着跨国公司自己做。
也有风险。不言而喻,AI和毫升是有用的巧妙的犯罪心理的守法。网络是一种新的战场。
然而网络安全似乎越来越不可靠的——正如我们所看到的最高级别的西方的违反。印度能从中获益吗?我们有一个基地和优秀的技术领导训练有素的工作人员,具有讽刺意味的是跨洲提供这些技能,这似乎是一个好的开始竞争以及建议回家。但是印度公司需要re-skill、训练、获得更多相关的人才,如果他们想要成功地把人工智能技术。最重要的是,他们应该愿意做出的持续投资。
这是一场艰苦的比赛,会有赢家和输家。
印度政府而言,你认为人工智能、物联网、数字技术可以帮助政府实现其经济目标?
政府回应的方式认知技术,作为管理者和作为一个用户,在未来几年将影响我们的社会。避免问题通过使用预测分析可以帮助早期发现违约和欺诈行为。和一盎司的预防胜过一磅治疗,俗话说。
人工智能可以为政府工作的一个原因是,因为它是最大的创造者的数据。人工智能应该帮助他们释放政策制定者关注创新和说明性而不是官僚和技术的使用数据。
同样的推理应该允许雄心勃勃的解决问题。Aadhaar范围是一个宝贵的数据和用于构建政策在其预测分析是一个转型发展的机会。政府的举措,比如1月Dhan银行账户,都是数字治理和授权公民护照。
欧盟预算是一个国家的时刻,和即将到来的预算将是不同的。政府将能够显示如何使用技术已经极大地扩展了的信息集合,让它更好的分析和识别机会传递的好处。
例如,税收减免在源(TDS)和税收来源(TCS)在国内事务提出合规的负担(实际成本和人力资源,使其发生)。企业经常通过消费者的负担。
然而,技术提供了一个重新审视的范围和覆盖的理由TDS / TCS,消费税数据库上利用信息。这个数据库使用相同的纳税人标识符(PAN)的所得税体系和捕获所有GST-registered实体之间的发票。下的交易所得税,TDS / TCS只能被限制在那些不是GST-registered实体。技术让我们看到重叠和消除剩余活动潜在的公民的利益。我们现在需要解决的是如何保护政府的现金流,当收集的传统方法的改变。
AI采用政府并非没有挑战,从算法的偏差数据隐私来融资。政府部门也将成功的自动化,当他们重新设计员工的工作。印度需要重新设计,用计算机处理的任务,而不只是专注于数据的记录。艾未未的力量把人类生产力持续增长的政府似乎是不可避免的。
印度可以在国家总体规划提供多连接。你认为这是可行的吗?和印度这是如何受益,如果,从长远来看吗?
印度是一个大型和联合环境所以从表面上看,多连接一组熟悉的原因至关重要——如果工作环境或业务或社区连接起来,连接的物理基础设施,然后人、产品和效率更快地流。
“多模式连接”是我们国家物流政策的核心,其目的是降低物流成本占GDP的百分比(目前估计13 - 14%,高于大多数发达国家,为10%;和改善印度对物流绩效指数的排名。2018年,印度排名44/160。有两个途径:降低道路整体运输的分享和促进多式联运和设施,比如物流公园。
我们认为的先决条件是一个健壮的多通道基础设施网络,将使使用不同类型的交通工具。一些私营企业正致力于创建这个链,制造业中心与铁路和港口。但是我们需要的不仅仅是筒仓的私营部门计划。
这就是为什么Sagarmala程序是至关重要:它关注发展四个专题领域——港口现代化和新港口的发展,港口连接,port-led工业化,以及沿海社区发展。
这个政府倡议,包括发展内河和沿海航运,是一个急需的基础设施的刺激。
你认为我们的法律框架足够装备来应对未来企业基于人工智能和物联网吗?更需要什么?
这个问题并不是与我们的法律框架,这是足够宽,但仍需要升级。法律是如何应用和技术是否能使这一过程更有效率,因此透明和明智的是其中的关键所在。我们需要让管理员创建诉讼社会我们更负责任的工作结果。必须只看的或有负债在印度公司的财务报表来理解这一问题的严重性。
技术有潜力改变,构建透明和互信。
人工智能和物联网,然而,提高个人自由等敏感的挑战以及其他传统学科。不过,很明显是,印度需要一个强大的数据保护法案。我们巨大和不断上升的数据需要保护和匿名在人工智能和物联网将它转化为智能决策影响我们的行为或产生偏见。
监管机构正努力跟上和培育创新之间保持平衡,保护消费者,解决潜在的意想不到的后果的破坏。等新兴技术,人工智能,机器学习,大数据分析,区块链,物联网运行速度比监管机构。我们所有人都必须明白,刹车应该旨在让汽车跑得更快,而不是阻止它移动。然而我继续相信,从印度,新一代的技术本质上是发展问题,改善缓解生活和公民的经验。
你预见的重大变化在印度的业务方式由于干扰引起的流行病?你看到任何重大长期变化吗?
中断使我们挑战正统观念。数字化已成为当务之急,旧的物理方法是大幅减少。今天,我们更加开放的变化,准备重新审视我们如何做生意和分享的好处。
我们将看到一把锋利的关注减少经营成本,部分原因是技术诱导效率也因为很多成本(如电力、旅游和其他补偿),不存在今天可能回来。
技术的重要一步加速流程和数据迁移到云上。为什么紧迫性?因为云平台提供了灵活性和可伸缩性帮助企业渡过危机的任何操作,投资较小的资产。那些已经在云将会更快的适应比现场可能很难访问的系统,支持,或维持。云的支出增长37%至290亿美元在2020年第一季度是我们认为将持续下去。
政府采用了云计算技术在很大程度上,导致了巨大的效率,这是说明性的,在这种环境下企业可以使用云计算来超越的机会。连接技术开发人员和用户基础创新成功,云与50%的新发展。这是一个巨大的机会,一个创新的国家高技术技能。
这不仅仅是大生意。民主化的机会通过创新平台等小型商业食品外卖也发生,这将改变竞争环境。受欢迎的街头食品卖家利用新市场和扩大超出了他们的忠诚的邻里的帮助下数字化。
未来的工作和工作场所也在这里,随着大流行的要求公司采用混合模型。这场危机的另一边,从长远来看,我们可以期待大量的劳动力继续工作灵活。一个典型的例子是我们自己的业务在印度,我们期望未来30%的人可以选择远程工作在任何给定的时间点上。
Mumbai:<\/strong> The way the government responds to cognitive technologies, both as a regulator and as a user, will shape our societies for years to come, said N Venkatram<\/a>, chief executive officer at Deloitte India<\/a>, in a freewheeling chat with ET\u2019s Sachin Dave and Vinod Mahanta.
He talked about the bounceback in Indian economy, post-pandemic opportunities, rising importance of Artificial Intelligence<\/a> and how technology is key for India\u2019s aspirations.
Edited excerpts:
He talked about the bounceback in Indian economy, post-pandemic opportunities, rising importance of Artificial Intelligence<\/a> and how technology is key for India\u2019s aspirations.
Edited excerpts:
<\/div><\/div>How do you see the recent back-to-back decline in India's GDP growth numbers? Do you think this could have a long-term implication on India's aspirations of becoming a $5 trillion economy?
<\/strong>
Growth by its very nature is impermanent. It is therefore necessary to look more long term in setting growth aspirations. The IMF\u2019s statement that India will regain its position as the fastest growing emerging economy in 2021 inspires confidence and confirms our own prediction that India\u2019s GDP will rebound in double digits in FY2022.
The question on India\u2019s $5 trillion economy is therefore not whether it will come to be, but when. The optimist in me sees positive signals that this will be sooner rather than later. The rapid development of vaccines in a conservative medical society, the early adoption of businesses and government to digitisation as the next normal, emerging geopolitical and technological alignments, continuation of India\u2019s reform measures, to name a few, will all play a role.
To have a substantive role in a post-pandemic global economy, India should build on its competitiveness and comparative advantage to ensure inclusive, profitable growth.
Being a friendlier business location is one prerequisite, as is labour reform, and we have seen positive actions here. But we also need concrete measures to address infrastructure building and financing, to make India an attractive destination, and to guarantee long-term growth and employment.
<\/strong>
Growth by its very nature is impermanent. It is therefore necessary to look more long term in setting growth aspirations. The IMF\u2019s statement that India will regain its position as the fastest growing emerging economy in 2021 inspires confidence and confirms our own prediction that India\u2019s GDP will rebound in double digits in FY2022.
The question on India\u2019s $5 trillion economy is therefore not whether it will come to be, but when. The optimist in me sees positive signals that this will be sooner rather than later. The rapid development of vaccines in a conservative medical society, the early adoption of businesses and government to digitisation as the next normal, emerging geopolitical and technological alignments, continuation of India\u2019s reform measures, to name a few, will all play a role.
To have a substantive role in a post-pandemic global economy, India should build on its competitiveness and comparative advantage to ensure inclusive, profitable growth.
Being a friendlier business location is one prerequisite, as is labour reform, and we have seen positive actions here. But we also need concrete measures to address infrastructure building and financing, to make India an attractive destination, and to guarantee long-term growth and employment.
<\/div><\/div>The worry, of course, is whether government finances are constrained due to lower tax collections during the pandemic (and will lead to funding growth with debt).
In our current situation, I really believe growth weighs heavier than public debt (as a policy priority), and that is the message the world over.
So, two thoughts keep bouncing back.
First, we know some banks need recapitalisation or rebuilding but right now those which have the wherewithal must support growth by financing at the lower interest rates. Put simply, there may be surplus liquidity, but money is not reaching the SMEs. The spectre of non-performing assets should not be self-limiting, and perhaps risks can be mitigated by conscious and focused investment in information technology and other measures.
Second, we lack development finance institutions, which goes back to the infrastructure point. In mature markets, pension funds and insurers are unmatched sources of long-term finance and are regarded as better suited for infrastructure financing. Look at Canada\u2019s pension funds, for instance, which invest in global infrastructure, including in India.
Is there a way India can take advantage of the Covid situation? How?
<\/strong>
I see three big areas of opportunities in a post-pandemic economy. The most widely discussed is of course MNCs diversifying their supply chains. India has a generational opportunity to become the first choice of these MNCs. They account for half of the global exports, almost one-third of world GDP and about one fourth of employment.
We could aim for a bigger share of that with the new incentives for foreign manufacturers and more. The fact that we have one of the world\u2019s largest domestic markets is a compelling reason for MNCs to invest, and we should recognise that they already contribute to our economy, in many cases as household names across sectors.
Second, there is a need to persuade more global MNCs to locate their regional headquarters in India. This would move the locus of decision-making, but unfortunately the idea has been insufficiently advocated, and consequently countries like Singapore and the UAE are leading by showcasing taxation and locational advantages. Locating RHQs in India would at the very least reflect the scale of the local market opportunity, the existing complexity of research, development and shared functions being carried out in India, and the very real prospect of some global manufacturers eventually relocating to India in the wake of the new supply chains.
To amplify the point, India-based global capability centres of MNCs have for years contributed to global operations, deriving savings and enhanced productivity. And with MNCs transforming themselves digitally, GCCs present a big opportunity to use existing and mature resources to manage another layer of world-wide operations.
Winning RHQs illustrates how allied services can flow: such as a centre for arbitration. It is the next step in the value chain, bringing material benefits (jobs), government revenue and an increased GDP to the economy. This supplements what we are trying to do with the GIFT City.
Third, the economic benefit of more women into the workforce is still untapped. The current focus is social and political. Today, incentives to attract more women workers benefits only women. If incentives were also offered to employers, then the economic benefits would be more widely understood and shared.
Work from home and its attended digitisation will also make employment more gender neutral. It is also a great opportunity for us to think of moving opportunities out of densely populated cities to satellite townships.
Online learning is of course a massive beneficiary of the Covid-19 pandemic and the expanded universe of learning should make education more ubiquitous, and the jobs market much more competitive. I can see the wider choice of online and on-the-job learning opportunities and employers should support this with networking, mentorship and sponsorship as ways to learn and grow. More women in our workforce has a direct impact on the GDP and India\u2019s economic progress.
You have often spoken about the opportunities that digital and AI could provide to India. How do you think India can leverage these now?
<\/strong>
Be it manufacturing, banking, services or agriculture \u2014 technology is key for India\u2019s aspirations in any of these sectors. We have examined the opportunity for investment, job creation, value over time, etc., and all our assumptions are magnified by economic impact of Covid-19. The toolkit of AI \u2014 computer vision, natural language processing and machines that learn over time \u2014 will enhance almost everything done in government and business.
In fact, in government, we have already begun to feel the impact of technology in our daily lives, which AI will help to amplify. The developmental implications for, say, health and education are profound.
The case for business scarcely needs repetition. We have seen AI and analytics deployed across a wide spectrum of business solutions, yet swathes of mid-size business are not moving fast enough.
In manufacturing, which sits at the heart of \u2018Atmanirbhar Bharat\u2019, AI\u2019s application can run across quality control, design times, managing waste, recycling, and predictive maintenance. AI can potentially also take agriculture to another level of value creation and productivity.
Many of us looking at AI see even wider merit in the technology: ultimately it will raise the quality of government engagement with the citizenry and for businesses with their customers. Services that are better and on time and create accountability, will, of course, raise the consumer experience.
Have Indian companies responded well to digital opportunities\/threats? How do they compare with their global counterparts when it comes to adopting AI\/IoT?
<\/strong>
There is growing realisation \u2014 and acceptance \u2014 among companies that AI is not only unavoidable; it must be adopted quickly to remain competitive. There are constraints such as the availability of good quality data, legacy technology debt, and the complexity of AI itself for management to fully appreciate. We should learn from other markets and global companies that have gone through this journey and adapt these for India, as the MNCs themselves do.
There are also risks. It is self-evident that AI and ML are as useful to the ingenious criminal mind as to the law-abiding one. Cyber is the new battleground.
Yet cybersecurity seems increasingly fallible \u2014 as we have seen with the highest-level of breaches in the west. Can India benefit? We have a base and leadership of outstanding technically trained staff, which ironically provide these skills across continents, and that seems like a good start to compete as well as to advise back home. But Indian companies need to re-skill, train, and acquire more relevant talent, if they are to successfully integrate the AI technologies. Most importantly, they should be willing to make the continued investment.
It is an uphill race, in which there will be winners and losers.
As far as the Indian government is concerned, do you think AI, Internet of Things or digital technologies could help the government achieve its economic goals?<\/strong>
The way the government responds to cognitive technologies, both as a regulator and as a user, will shape our societies for years to come. Pre-empting problems through the use of predictive analytics can help early detection of defaults and fraud. And an ounce of prevention is worth a pound of cure, as the saying goes.
One reason AI can work well for the government is because it is the largest creator of data. AI should help them to free up policymakers to focus on being innovative and prescriptive rather than bureaucratic and technical in their use of data.
The same reasoning should allow for ambitious problem-solving. Aadhaar is a treasure trove of data and the scope for building policy on its predictive analytics is a transformational developmental opportunity. Government initiatives, such as the Jan Dhan bank accounts, are all a passport for digital governance and empowered citizenry.
The Union Budget is a national moment, and the upcoming budget will be no different. The government will be able to display how its use of technology has vastly expanded the collection of information, allowing it to better analyse and identify opportunities for passing on benefits.
For example, Tax Deduction at Source (TDS) and Tax Collection at Source (TCS) on domestic transactions raises the burden of compliance (in actual cost and staffing to make it happen). Business often passes on the burden to the consumers.
Yet, technology presents a case for re-examining the scope and coverage of TDS\/TCS, leveraging information available on the GST database. This database uses the same taxpayer identifier (PAN) as the income-tax system and captures all the invoices between the GST-registered entities. The transactions under income-tax that are subject to TDS\/TCS could be restricted to only those that are not with a GST-registered entity. Technology allows us to see the overlap and eliminate surplus activity potentially to the benefit of the citizenry. All we need to solve for now is how the cash flows of the government are protected, when the traditional methods of collection change.
AI adoption in government is not without its challenges, which range from algorithmic bias to data privacy to funding. Government departments will also be successful in automation, when they redesign the jobs of its employees. India needs to re-engineer and computerise the task and not just concentrate on the recording of data. AI\u2019s power to multiply human productivity makes its continued growth in government seem inevitable.
India could be working on a national master plan for providing multi-modal connectivity. Do you think this is achievable? And how could this benefit India, if at all, in the long run?
<\/strong>
India is a large and federated environment so on the face of it, multi-modal connectivity is essential for a familiar set of reasons \u2014 if a working environment or business or community is joined up and connected by physical infrastructure, then people, products and efficiencies flow more quickly.
\u2018Multi-modal connectivity\u2019 is central to our national logistics policy, which is designed to reduce logistics cost as a percentage of GDP (estimated at 13-14% currently, higher than most developed nations, which are at 10%; and improve India\u2019s ranking on the index of logistics performance. In 2018, India ranked 44\/160. There are a couple of pathways: reduce the share of roads in overall transport and promote multimodal transport and facilities, such as logistics parks.
We think a prerequisite is a robust multimodal infrastructure network that will enable the use of different types of transportation. Some private sector companies are working on creating this chain, linking manufacturing hubs to railways and ports. But what we need are more than just silos of private sector initiatives.
That is why the Sagarmala program is so critical: it focuses on development along four thematic areas \u2014 port modernisation and new port development, port connectivity, port-led industrialisation, as well as coastal community development.
This government initiative, which includes developing inland waterways and coastal shipping, is a much-needed fillip to infrastructure.
Do you think our legal framework is equipped enough to tackle the future businesses based on AI and IoT? What more is needed?
<\/strong>
The issue is not with our legal framework as such, which is wide and adequate though still in need of upgradation. It is how the law is applied and whether technology can make that process more efficient and therefore transparent and judicious is wherein the crux lies. We need to make administrators who create the litigious society we work in more accountable for the outcomes. One must only look at the burgeoning contingent liabilities in the financial statement of corporate India to understand the enormity of the problem.
Technology has the potential to change that, building transparency and mutual trust.
AI and IoT do, however, raise sensitive challenges such as personal liberty as well as other traditional disciplines. What is clear, though, is that India needs a strong data protection bill. Our massive and rising body of data needs to be protected and anonymised before AI and IoT converts it into smart decision-making that influences our behaviour or creates bias.
Regulators are trying to keep pace and maintain balance between fostering innovation, protecting consumers, and addressing the potential unintended consequences of disruption. Emerging technologies, such as AI, machine learning, big data analytics, blockchain, and IoT are running faster than regulators. All of us must understand that the brakes should be designed to allow the car to run faster, not to stop it from moving. Yet I continue to believe that, viewed from India, the new generation of technology is fundamentally about a developmental issue \u2014 to improve ease of living and the citizen experience.
Which are the major changes that you foresee in the way business is done in India due to the disruption caused by the pandemic? Do you see any major long-term changes?
<\/strong>
The disruption has enabled us to challenge orthodoxies. Digitisation has become imperative and the old physical way is substantially reduced. Today, we are more open to change, ready to revisit how we do business and share the benefits.
We will see a sharp focus on reducing the cost of doing business, in part because technology is inducing efficiencies and also because a lot of the costs (such as electricity, travel and other reimbursements) that do not exist today might return.
An important step in technology has been the accelerated migration of processes and data to the cloud. Why the urgency? Because the cloud platform provides the agility and scalability to help companies weather any operational crisis, with lesser investment in assets. Those already on cloud will be quicker to adapt than those with on-site systems that may be hard to access, support, or maintain. The fact that cloud spending rose 37% to $29 billion during the first quarter of 2020 is something that we think will persist.
The government for one has adopted cloud technology in a big way, and that is leading to massive efficiencies, which is illustrative that in this environment businesses can use cloud computing to leapfrog opportunities. Connecting the technology developer with the user is foundational for innovation to succeed, with 50% of new development on cloud. This is a huge opportunity for an innovative nation high on tech skills.
And this is not just for big business. Democratisation of opportunities through innovative platforms for small business such as food takeaways is also happening, and that will change competitive environments. Popular street food sellers are leveraging new markets and expand beyond their loyal neighbourhood with the help of digitisation.
The future of work and workplace is also here, as the pandemic has required companies to adopt hybrid models. On the other side of this crisis, and in the long-term, we can expect a significant amount of our workforce to continue to work flexibly. A case in point is our own operations in India where we expect that going forward 30% of our people can choose to work remotely at any given point in time.
<\/div><\/div>
In our current situation, I really believe growth weighs heavier than public debt (as a policy priority), and that is the message the world over.
So, two thoughts keep bouncing back.
First, we know some banks need recapitalisation or rebuilding but right now those which have the wherewithal must support growth by financing at the lower interest rates. Put simply, there may be surplus liquidity, but money is not reaching the SMEs. The spectre of non-performing assets should not be self-limiting, and perhaps risks can be mitigated by conscious and focused investment in information technology and other measures.
Second, we lack development finance institutions, which goes back to the infrastructure point. In mature markets, pension funds and insurers are unmatched sources of long-term finance and are regarded as better suited for infrastructure financing. Look at Canada\u2019s pension funds, for instance, which invest in global infrastructure, including in India.
Is there a way India can take advantage of the Covid situation? How?
<\/strong>
I see three big areas of opportunities in a post-pandemic economy. The most widely discussed is of course MNCs diversifying their supply chains. India has a generational opportunity to become the first choice of these MNCs. They account for half of the global exports, almost one-third of world GDP and about one fourth of employment.
We could aim for a bigger share of that with the new incentives for foreign manufacturers and more. The fact that we have one of the world\u2019s largest domestic markets is a compelling reason for MNCs to invest, and we should recognise that they already contribute to our economy, in many cases as household names across sectors.
Second, there is a need to persuade more global MNCs to locate their regional headquarters in India. This would move the locus of decision-making, but unfortunately the idea has been insufficiently advocated, and consequently countries like Singapore and the UAE are leading by showcasing taxation and locational advantages. Locating RHQs in India would at the very least reflect the scale of the local market opportunity, the existing complexity of research, development and shared functions being carried out in India, and the very real prospect of some global manufacturers eventually relocating to India in the wake of the new supply chains.
To amplify the point, India-based global capability centres of MNCs have for years contributed to global operations, deriving savings and enhanced productivity. And with MNCs transforming themselves digitally, GCCs present a big opportunity to use existing and mature resources to manage another layer of world-wide operations.
Winning RHQs illustrates how allied services can flow: such as a centre for arbitration. It is the next step in the value chain, bringing material benefits (jobs), government revenue and an increased GDP to the economy. This supplements what we are trying to do with the GIFT City.
Third, the economic benefit of more women into the workforce is still untapped. The current focus is social and political. Today, incentives to attract more women workers benefits only women. If incentives were also offered to employers, then the economic benefits would be more widely understood and shared.
Work from home and its attended digitisation will also make employment more gender neutral. It is also a great opportunity for us to think of moving opportunities out of densely populated cities to satellite townships.
Online learning is of course a massive beneficiary of the Covid-19 pandemic and the expanded universe of learning should make education more ubiquitous, and the jobs market much more competitive. I can see the wider choice of online and on-the-job learning opportunities and employers should support this with networking, mentorship and sponsorship as ways to learn and grow. More women in our workforce has a direct impact on the GDP and India\u2019s economic progress.
You have often spoken about the opportunities that digital and AI could provide to India. How do you think India can leverage these now?
<\/strong>
Be it manufacturing, banking, services or agriculture \u2014 technology is key for India\u2019s aspirations in any of these sectors. We have examined the opportunity for investment, job creation, value over time, etc., and all our assumptions are magnified by economic impact of Covid-19. The toolkit of AI \u2014 computer vision, natural language processing and machines that learn over time \u2014 will enhance almost everything done in government and business.
In fact, in government, we have already begun to feel the impact of technology in our daily lives, which AI will help to amplify. The developmental implications for, say, health and education are profound.
The case for business scarcely needs repetition. We have seen AI and analytics deployed across a wide spectrum of business solutions, yet swathes of mid-size business are not moving fast enough.
In manufacturing, which sits at the heart of \u2018Atmanirbhar Bharat\u2019, AI\u2019s application can run across quality control, design times, managing waste, recycling, and predictive maintenance. AI can potentially also take agriculture to another level of value creation and productivity.
Many of us looking at AI see even wider merit in the technology: ultimately it will raise the quality of government engagement with the citizenry and for businesses with their customers. Services that are better and on time and create accountability, will, of course, raise the consumer experience.
Have Indian companies responded well to digital opportunities\/threats? How do they compare with their global counterparts when it comes to adopting AI\/IoT?
<\/strong>
There is growing realisation \u2014 and acceptance \u2014 among companies that AI is not only unavoidable; it must be adopted quickly to remain competitive. There are constraints such as the availability of good quality data, legacy technology debt, and the complexity of AI itself for management to fully appreciate. We should learn from other markets and global companies that have gone through this journey and adapt these for India, as the MNCs themselves do.
There are also risks. It is self-evident that AI and ML are as useful to the ingenious criminal mind as to the law-abiding one. Cyber is the new battleground.
Yet cybersecurity seems increasingly fallible \u2014 as we have seen with the highest-level of breaches in the west. Can India benefit? We have a base and leadership of outstanding technically trained staff, which ironically provide these skills across continents, and that seems like a good start to compete as well as to advise back home. But Indian companies need to re-skill, train, and acquire more relevant talent, if they are to successfully integrate the AI technologies. Most importantly, they should be willing to make the continued investment.
It is an uphill race, in which there will be winners and losers.
As far as the Indian government is concerned, do you think AI, Internet of Things or digital technologies could help the government achieve its economic goals?<\/strong>
The way the government responds to cognitive technologies, both as a regulator and as a user, will shape our societies for years to come. Pre-empting problems through the use of predictive analytics can help early detection of defaults and fraud. And an ounce of prevention is worth a pound of cure, as the saying goes.
One reason AI can work well for the government is because it is the largest creator of data. AI should help them to free up policymakers to focus on being innovative and prescriptive rather than bureaucratic and technical in their use of data.
The same reasoning should allow for ambitious problem-solving. Aadhaar is a treasure trove of data and the scope for building policy on its predictive analytics is a transformational developmental opportunity. Government initiatives, such as the Jan Dhan bank accounts, are all a passport for digital governance and empowered citizenry.
The Union Budget is a national moment, and the upcoming budget will be no different. The government will be able to display how its use of technology has vastly expanded the collection of information, allowing it to better analyse and identify opportunities for passing on benefits.
For example, Tax Deduction at Source (TDS) and Tax Collection at Source (TCS) on domestic transactions raises the burden of compliance (in actual cost and staffing to make it happen). Business often passes on the burden to the consumers.
Yet, technology presents a case for re-examining the scope and coverage of TDS\/TCS, leveraging information available on the GST database. This database uses the same taxpayer identifier (PAN) as the income-tax system and captures all the invoices between the GST-registered entities. The transactions under income-tax that are subject to TDS\/TCS could be restricted to only those that are not with a GST-registered entity. Technology allows us to see the overlap and eliminate surplus activity potentially to the benefit of the citizenry. All we need to solve for now is how the cash flows of the government are protected, when the traditional methods of collection change.
AI adoption in government is not without its challenges, which range from algorithmic bias to data privacy to funding. Government departments will also be successful in automation, when they redesign the jobs of its employees. India needs to re-engineer and computerise the task and not just concentrate on the recording of data. AI\u2019s power to multiply human productivity makes its continued growth in government seem inevitable.
India could be working on a national master plan for providing multi-modal connectivity. Do you think this is achievable? And how could this benefit India, if at all, in the long run?
<\/strong>
India is a large and federated environment so on the face of it, multi-modal connectivity is essential for a familiar set of reasons \u2014 if a working environment or business or community is joined up and connected by physical infrastructure, then people, products and efficiencies flow more quickly.
\u2018Multi-modal connectivity\u2019 is central to our national logistics policy, which is designed to reduce logistics cost as a percentage of GDP (estimated at 13-14% currently, higher than most developed nations, which are at 10%; and improve India\u2019s ranking on the index of logistics performance. In 2018, India ranked 44\/160. There are a couple of pathways: reduce the share of roads in overall transport and promote multimodal transport and facilities, such as logistics parks.
We think a prerequisite is a robust multimodal infrastructure network that will enable the use of different types of transportation. Some private sector companies are working on creating this chain, linking manufacturing hubs to railways and ports. But what we need are more than just silos of private sector initiatives.
That is why the Sagarmala program is so critical: it focuses on development along four thematic areas \u2014 port modernisation and new port development, port connectivity, port-led industrialisation, as well as coastal community development.
This government initiative, which includes developing inland waterways and coastal shipping, is a much-needed fillip to infrastructure.
Do you think our legal framework is equipped enough to tackle the future businesses based on AI and IoT? What more is needed?
<\/strong>
The issue is not with our legal framework as such, which is wide and adequate though still in need of upgradation. It is how the law is applied and whether technology can make that process more efficient and therefore transparent and judicious is wherein the crux lies. We need to make administrators who create the litigious society we work in more accountable for the outcomes. One must only look at the burgeoning contingent liabilities in the financial statement of corporate India to understand the enormity of the problem.
Technology has the potential to change that, building transparency and mutual trust.
AI and IoT do, however, raise sensitive challenges such as personal liberty as well as other traditional disciplines. What is clear, though, is that India needs a strong data protection bill. Our massive and rising body of data needs to be protected and anonymised before AI and IoT converts it into smart decision-making that influences our behaviour or creates bias.
Regulators are trying to keep pace and maintain balance between fostering innovation, protecting consumers, and addressing the potential unintended consequences of disruption. Emerging technologies, such as AI, machine learning, big data analytics, blockchain, and IoT are running faster than regulators. All of us must understand that the brakes should be designed to allow the car to run faster, not to stop it from moving. Yet I continue to believe that, viewed from India, the new generation of technology is fundamentally about a developmental issue \u2014 to improve ease of living and the citizen experience.
Which are the major changes that you foresee in the way business is done in India due to the disruption caused by the pandemic? Do you see any major long-term changes?
<\/strong>
The disruption has enabled us to challenge orthodoxies. Digitisation has become imperative and the old physical way is substantially reduced. Today, we are more open to change, ready to revisit how we do business and share the benefits.
We will see a sharp focus on reducing the cost of doing business, in part because technology is inducing efficiencies and also because a lot of the costs (such as electricity, travel and other reimbursements) that do not exist today might return.
An important step in technology has been the accelerated migration of processes and data to the cloud. Why the urgency? Because the cloud platform provides the agility and scalability to help companies weather any operational crisis, with lesser investment in assets. Those already on cloud will be quicker to adapt than those with on-site systems that may be hard to access, support, or maintain. The fact that cloud spending rose 37% to $29 billion during the first quarter of 2020 is something that we think will persist.
The government for one has adopted cloud technology in a big way, and that is leading to massive efficiencies, which is illustrative that in this environment businesses can use cloud computing to leapfrog opportunities. Connecting the technology developer with the user is foundational for innovation to succeed, with 50% of new development on cloud. This is a huge opportunity for an innovative nation high on tech skills.
And this is not just for big business. Democratisation of opportunities through innovative platforms for small business such as food takeaways is also happening, and that will change competitive environments. Popular street food sellers are leveraging new markets and expand beyond their loyal neighbourhood with the help of digitisation.
The future of work and workplace is also here, as the pandemic has required companies to adopt hybrid models. On the other side of this crisis, and in the long-term, we can expect a significant amount of our workforce to continue to work flexibly. A case in point is our own operations in India where we expect that going forward 30% of our people can choose to work remotely at any given point in time.
<\/div><\/div>
Follow and connect with us on Twitter<\/a>, Facebook<\/a>, Linkedin<\/a>, Youtube<\/a><\/div>","latestnewsflag":{"minfo":"1.0","minfoseo":"1-0"},"NumberOfCharacters":{"minfo":"17449.0","minfoseo":"17449-0"},"Alttitle":{"minfo":"Deloitte India CEO Bats For AI Adoption In Government Policymaking","minfoseo":"deloitte-india-ceo-bats-for-ai-adoption-in-government-policymaking"},"NumberOfWords":{"minfo":"2767.0","minfoseo":"2767-0"},"NumberOfSentences":{"minfo":"143.0","minfoseo":"143-0"},"AutomatedReadabilityIndex":{"minfo":"14.0","minfoseo":"14-0"},"LastPublishMilliTime":{"minfo":"1609753900528","minfoseo":"1609753900528"},"ReadabilityGradeLevel":{"minfo":"College","minfoseo":"college"},"GadgetsMarkedReviewed":{"minfo":"0","minfoseo":"0"},"HashCode":{"minfo":"-1106888561","minfoseo":"-1106888561"},"OriginalImageHeightPx":{"minfo":"900.0","minfoseo":"900-0"},"canonicalURL":{"minfo":"https:\/\/economictimes.indiatimes.com\/tech\/information-tech\/deloitte-india-ceo-bats-for-ai-adoption-in-government-policymaking\/articleshow\/80095187.cms","minfoseo":"https\/economictimes-indiatimes-com\/tech\/information-tech\/deloitte-india-ceo-bats-for-ai-adoption-in-government-policymaking\/articleshow\/80095187-cms"},"OriginalImageWidthPx":{"minfo":"1200.0","minfoseo":"1200-0"},"key":{"0":{"keyid":"6358918","value":"deloitte","smid":"0","keynameseo":"deloitte","keytype":"","keycount":"totalcount","weightage":"100"},"1":{"keyid":"2413057","value":"N Venkatram","smid":"0","keynameseo":"N-Venkatram","keytype":"","keycount":"totalcount","weightage":"20"},"2":{"keyid":"50297","value":"Interviews","smid":"0","keynameseo":"Interviews","keytype":"","keycount":"totalcount","weightage":"20"},"4":{"keyid":"10108246","value":"Deloitte India CEO","smid":"0","keynameseo":"Deloitte-India-CEO","keytype":"","keycount":"totalcount","weightage":"20"},"5":{"keyid":"6356108","value":"deloitte india","smid":"0","keynameseo":"deloitte-india","keytype":"","keycount":"totalcount","weightage":"20"},"6":{"keyid":"107950","value":"artificial intelligence","smid":"0","keynameseo":"artificial-intelligence","keytype":"","keycount":"totalcount","weightage":"20"},"7":{"keyid":"10540003","value":"AI in Government","smid":"0","keynameseo":"AI-in-Government","keytype":"","keycount":"totalcount","weightage":"20"}},"authorsplit":{"author":[{"artau":"Sachin Dave","aunameseo":"sachin-dave","artauid":"479239123","artauemail":"sachin.dave@timesgroup.com","auselfimageid":"479239123","auimageid":"00479239123","auimagelen":"41237","auFullName":"Sachin Dave","pubname":"ET","designame":"Senior Editor","audetailsxml":{"authordetails":"Sachin is a senior journalist with more than 16 years of experience in covering finance, corporate frauds, taxation, economy, India Inc\u2019s legal tussles and cryptocurrencies. 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