In a packed hall at the India Today AI Summit 2026, a familiar name resurfaced in conversations about what might have been. Former Infosys CEO Vishal Sikka stood before an audience that understood the stakes of artificial intelligence in a changing world. His reflections did not linger on regret, yet they illuminated a decisive moment in Indian technology history. Listeners sensed that this was not merely about one company’s past but about a turning point that shaped an entire industry. Through measured words and careful recollection, he invited the audience to revisit a decade-old crossroads.

A Decade-Old Vision That Saw the Wave Coming

Speaking at the India Today AI Summit 2026, held on the sidelines of the AI Impact Summit in Delhi, Sikka revealed that the Indian IT giant could have been a frontrunner in AI if it had persisted with its initial approach. At a time when Indian IT giants are facing heat due to failing to capitalise on the AI wave, Former Infosys CEO has revealed something that is going to give fresh fuel to people who are calling companies like TCS, Infosys, Wipro and others unimaginative and risk-averse. His words carried weight because they arrived at a moment when global AI firms have begun reshaping enterprise software itself. The discussion unfolded not as an accusation but as a reflection on strategic continuity and long-term conviction. Through that lens, the past appeared less distant and more instructive.

Sikka had joined Infosys in 2014, bringing with him both technical depth and global experience. At that time, artificial intelligence had not yet captured boardroom agendas in the way it does today. However, certain breakthroughs had already hinted at what lay ahead for machine learning and neural networks. He described the technological climate with clarity and context. “It was 11 years ago and I had just started at Infosys,” said Sikka. “AlexNet was already 2 years old. It was a computer vision system that had beat human performance on a benchmark called ImageNet. All of a sudden, there was a neural network system that was able to do vision tasks even better than humans. So the trajectory was kind of clear of where this was headed.”

Investing Before the Hype Began

That trajectory did not escape his attention, and he began positioning Infosys to engage with it. Sikka shared that Infosys was looking to invest in OpenAI in 2015 and was working on its own AI platform. Well, it brought a donation, because open AI was a pure nonprofit at the time. The move reflected a willingness to align with foundational research rather than simply chase applications. “So here was Sam (Altman), who was looking to build an open AI platform. To me (AI as the next big thing) was kind of obvious.” His recollection painted a picture of conviction that predated the current surge in generative AI tools.

During that period, Infosys under Sikka started to build expertise and a stake in the AI world. He described internal efforts that aimed to establish a robust technological base rather than incremental automation. “We did a lot. We built our own platform back then. We had a large collection of efforts that we were doing, which I thought was remarkable for the time,” said Sikka. The initiatives reflected a belief that AI would not remain a niche capability but would instead reshape enterprise software architecture. Nevertheless, corporate momentum requires sustained alignment, and that alignment does not emerge automatically. As the industry now examines the present, those early moves appear both ambitious and unfinished.

When Strategy Meets Structure

Despite the early push, the trajectory changed over time. When asked why Infosys did not evolve into what companies like OpenAI and Anthropic have become, Sikka resisted dwelling on missed opportunities. “Like I said, I tend to look forward and look at what is possible now with AI. And I think, you know, at the time with what we had, we did what we could, and it’s a different time now,” he said. His response avoided assigning blame while acknowledging shifting circumstances. Corporate transformation often demands cultural adaptation as much as technical investment. Without cohesion at multiple levels, even visionary plans struggle to endure.

Sikka’s tenure at Infosys reportedly encountered internal challenges that shaped its direction. Cultural issues surfaced as he attempted to introduce changes within a company known for its established ways of working. Strategic pivots in large organizations require not only executive backing but also broad-based acceptance. Resistance rarely appears dramatic at first, yet it accumulates through friction and doubt. Over time, those tensions can overshadow even promising initiatives. The outcome in this case culminated in a departure that marked the end of an ambitious chapter.

The Resignation That Echoed

In 2017, Sikka stepped down from his role as CEO. His resignation letter captured the intensity of that period and the strain it imposed on leadership. “I cannot carry out my job as CEO and continue to create value, while also constantly defending against unrelenting, baseless (and) malicious and increasingly personal attacks After much contemplation I have decided to leave because the distractions, the very public noise around us, have created an untenable atmosphere.” The statement reflected both personal fatigue and institutional turbulence. Although leadership transitions occur regularly in corporate life, this one carried symbolic weight.

After his departure, discussions about Infosys’ AI direction gradually faded into the background. Yet the global AI ecosystem accelerated with remarkable speed in the following years. Companies such as OpenAI and Anthropic introduced tools that began to compete directly with enterprise software solutions. Meanwhile, Google expanded its own AI capabilities in ways that challenged traditional service models. As these developments unfolded, observers revisited earlier decisions made within Indian IT firms. In that renewed scrutiny, Sikka’s tenure returned to public debate.

A Changing Competitive Landscape

Indian IT giants have long thrived on delivering cost-effective services to global enterprises. Their strength lay in execution scale, talent pools, and structured processes. However, the rise of advanced AI systems has altered competitive dynamics. Tools like Claude and Codex automate significant portions of software development and reduce dependence on traditional outsourcing models. Consequently, the market has begun questioning whether service-led approaches can withstand product-driven disruption. Conversations now focus less on manpower and more on intellectual property and proprietary platforms.

This shift has sparked concern among industry observers who believe AI will negatively impact the fortunes of Indian tech companies. Revenue growth has remained largely flat in recent years, and stock market performance has reflected that uncertainty. While such trends rarely stem from a single cause, AI’s rapid maturation has intensified scrutiny. Enterprises increasingly evaluate whether automation can replace repetitive service tasks. As generative systems advance, the cost structures that once defined competitive advantage appear less stable. Therefore, strategic reinvention has become a pressing imperative rather than a distant aspiration.

Looking Forward Instead of Back

Despite renewed chatter around his tenure, Sikka prefers to focus on possibility rather than hindsight. He now leads Vianai, channeling his experience into building AI-driven enterprise solutions. His remarks at the summit underscored a forward-looking mindset shaped by lessons from the past. Instead of lamenting unfinished plans, he emphasized adaptability and imagination. In his perspective, technology continues to evolve beyond any single company’s trajectory. Through that lens, missed opportunities transform into guidance for future builders.

The broader narrative extends beyond Infosys and touches the entire Indian IT ecosystem. Firms such as TCS and Wipro face similar questions about long-term positioning in an AI-centric world. Their scale remains formidable, yet scale alone does not guarantee leadership in a paradigm shift. Product innovation demands sustained risk-taking and tolerance for experimentation. Cultural agility becomes just as critical as technical skill in navigating disruption. Consequently, the industry now stands at another inflection point.

The Human Element in Technological Revolutions

Technological revolutions rarely unfold solely through algorithms and infrastructure. Leadership vision, organizational culture, and timing interact in complex ways. Sikka’s story illustrates how early recognition of change does not automatically secure lasting advantage. Even when the trajectory appears clear, internal alignment determines execution. Companies must balance legacy strengths with emerging demands without diluting focus. That balance often proves more challenging than the technology itself.

At the India Today AI Summit 2026, the audience did not hear a lamentation but a candid reflection. The discussion revealed how quickly strategic windows can open and close. It also highlighted how narratives evolve once outcomes become visible. While hindsight clarifies certain decisions, it rarely captures the constraints present at the time. Through measured commentary, Sikka reframed the past as context rather than regret. In doing so, he encouraged leaders to act decisively when the next trajectory becomes visible.

A New Era of Accountability

As AI tools reshape industries, expectations from technology leaders have intensified. Enterprises now demand not only efficiency but also innovation that defines markets. Indian IT companies must therefore reassess their strategic blueprints. Historical strengths in services offer resilience, yet resilience alone does not drive transformation. Leaders must cultivate environments where experimentation flourishes without fear. Moreover, they must commit to long-term bets even when short-term returns appear uncertain.

The reflections shared at the summit resonate beyond one executive’s journey. They remind the industry that foresight requires follow-through to translate into leadership. Ten years ago, an AI platform effort emerged within Infosys with ambition and clarity. Today, the global AI landscape looks dramatically different, shaped by companies that persisted through uncertainty. Whether Indian IT firms can reassert themselves within this evolving ecosystem remains an open question. What stands certain, however, is that the next decade will reward those who recognize trajectories early and sustain their course with conviction.