Q1 2026 First-Of-Its-Kind Agentic AINative Suite Simplifies Data for Enterprise AI Success Featuring: The Hidden Cost of Being Inauthentic in Business
Editors Letter Welcome to the Q1 2026 edition of APAC Insider magazine, where we are proud to deliver the latest news and updates from across the Asia Pacific region. With the rise of Artificial Intelligence and how it is being used in the working world, this issue covers a range of insights related to how companies and individuals are streamlining their processes using AI. Of course, this isn’t to replace people this is to simplify and automate tasks to ultimately free up time for those all-important moments that require a human touch every step of the way. Not only commenting on the expansion of AI and utilising its power, this issue also delves into the importance of software for a safe, governed cyberspace. It is a pleasure to see you again and we look forward to welcoming you back for the second quarter of the year. We hope you enjoy perusing this issue and we wish you a prosperous quarter ahead. Sofi Parry, Senior Editor Website: https://apacinsider.digital/ AI Global Media, Ltd. (AI) takes reasonable measures to ensure the quality of the information on this web site. However, AI will not assume any legal liability or responsibility for the accuracy, correctness or completeness of any information that is available through this web site. If errors are brought to our attention, we will try to correct them. The information available through the website and our partner publications is for your general information and use and is not intended to address any particular finance or investment requirements. In particular, the information does not constitute any form of advice or recommendation by us or any of our partner publications and is not intended to be relied upon by users in making or refraining from making any investment or financial decisions. Appropriate independent advice should be obtained before making any such decision. Any arrangement made between you and any third party named in the site is at your sole risk and responsibility.
4. Cyber Illiteracy in the C-Suite: Why Boards Are the Weakest Link in Cyber Resilience 6. First-Of-Its-Kind Agentic AINative Suite Simplifies Data for Enterprise AI Success 7. AI in Law Isn’t About Replacing Lawyers – It’s About Closing Faster 8. The World of Work in 2026: Top 5 APAC Trends from The Instant Group 9. The Hidden Cost of Being Inauthentic in Business 10. The AI Adoption Divide: Why Aussie Businesses Are Missing Out on Big Wins Contents
Cyber Illiteracy in the C-Suite: Why Boards Are the Weakest Link in Cyber Resilience By Dr. Kiran Kewalramani, CEO & Founder, Cyber Ethos Every week, another corporate brand finds itself in the headlines for all the wrong reasons. Optus. Latitude. iiNet. Qantas. Different industries, different challenges, but one strikingly similar stumbling block: customer trust evaporating almost overnight. What links these cases is not simply a technical breakdown. It’s a failure of governance. Cybersecurity is no longer an “IT issue” tucked away in the basement of the organisation. It is a strategic risk that belongs in the boardroom. Yet too many directors remain cyber illiterate, nodding politely at technical briefings without knowing what questions to ask or how to hold management accountable. That lack of literacy has become one of the greatest vulnerabilities in modern corporate life. As an acclaimed technologist specialising in cybersecurity, data privacy, and cloud solution enablement, I often tell boards the same thing. You don’t need to know how to configure a firewall, but you do need to know which questions cut through the noise. Directors should (or could) be asking: What data would cripple us if it leaked? How do we measure our cyber resilience? Are we keeping pace with peers or lagging behind? These aren’t technical questions. They are governance questions. And when they go unasked, shareholders and customers pay the price. Some Hard Learned Lessons From Optus, Latitude, and Beyond The cautionary tales of recent years reveal a common blind spot. Latitude and Optus stumbled in the public eye, their responses leaving customers feeling abandoned. iiNet and Qantas also found themselves caught on the backfoot. Though Qantas, to its credit, weathered its own incident with more composure, but even there the board was forced into crisis management under the glare of the media. These failures underline a simple truth. Customers expect their data to be protected. Regulators are catching up to that expectation. The government’s recent $694,000 fine on Exetel for anti-scam breaches is a signal that corporate Australia can no longer treat cyber lapses as isolated mishaps. Accountability now rests squarely with the board. In each of these cases, the boardroom was the weak link. Directors failed to anticipate the storm, failed to demand evidence of preparedness, and failed to understand that trust is now as valuable a corporate asset as capital. The CFO Trap One of the most common mistakes I see is boards defaulting to the CFO to manage cyber risk. On the surface, it feels like an elegant solution. Folding risk into the finance function, which already has oversight of enterprise controls. But in practice, it is a dangerous abdication. CFOs excel at balance sheets, cashflow, and financial risk management. But cybersecurity and threat management rarely fall within their expertise. To ask them to lead on cyber is like asking the head of marketing to sign off the financial statements. It’s outside their training and unfair to them, and it leaves the organisation exposed. The smarter course is to bring cyber expertise into the boardroom deliberately. That might mean appointing a director with the right background, engaging independent advisors, or creating a dedicated cyber risk committee. However it is achieved, the outcome must be the same: boards cannot afford to steer blind on the single most pressing risk to resilience in 2025 and beyond. What Real Cyber Governance Looks Like Strong cyber governance isn’t a glossy binder of policies that gather dust. It is a lived practice that evolves with the threat landscape. Policies must be treated as living documents, updated and stress-tested regularly. Yes, frameworks such as ISO 27001, NIST, RFFR, SMB1001 and the Essential Eight provide structure and discipline. But they only matter if the board insists on translating those frameworks into action. That means cyber is a standing agenda item at every board or audit and risk committee meeting. It means maturity assessments and independent reviews are commissioned and discussed. It means directors themselves are investing in their own literacy, through programs like the AICD’s Cyber at the Board Level course, rather than assuming knowledge will trickle up from management. Most importantly, it means boards making their appetite for cyber risk clear and consistent. Where the appetite is low, they must back that stance with investment and oversight. Where the appetite is higher, they must be transparent about the tradeoffs. Governance comes alive only when directors see cyber as part of the organisation’s strategy, reputation, and resilience, not as a compliance tick-box. The Cost of Poor Hygiene Poor cyber hygiene is no longer an IT slip-up. It is a direct liability. ASIC and APRA have already made it clear that directors are accountable. Class actions are a live risk. The Australian Institute of Company Directors has amplified that warning to its members. But the market often punishes faster than regulators. A breach can trigger an immediate dip in share price. Customers defect to competitors. Investors demand answers directors may not have. Optus, Medibank, Latitude, Medisecure, the names are different, but the story is the same. Trust disappears in days, while reputational damage lasts for years. For directors, the writing is on the wall. Cyber resilience is now integral to fiduciary duty. It cannot be outsourced, delegated to the wrong executive, or ignored. In a marketplace where trust underpins value, your board’s posture on cyber risk is inseparable from your organisation’s valuation. For Boards wanting to close this gap, the smart move is to build cyber capability into the governance structure. At Cyber Ethos, we work directly with Boards throughout Cybersecurity at the Board program, designed to give directors the clarity, framework and confidence they need to oversee cyber risk appropriately. A Call to Directors As a fellow board director, here is what I remind my peers: cyber risk is not something you
APAC - Q1 2026 | 5 delegate away. It’s a boardroom blind spot and a leadership responsibility. In 2025, the weakest link in cyber resilience is not the firewall. It’s the boardroom. Directors can stay complacent, or they can choose to evolve. The boards that lead will embed cyber at the heart of their decision-making, and those that don’t will be explaining themselves in courtrooms and shareholder meetings.
APAC - Q1 2026 | 6 Global data and AI company EXL (NASDAQ: EXLS) has launched EXLdata.ai, a first-of-its-kind, agentic AI-native suite of data solutions developed in partnership with Databricks, the data and AI company. Designed to solve one of the biggest barriers to enterprise AI adoption—making data ready for AI, EXLdata.ai unifies complex data ecosystems, streamlines governance, and transforms unstructured data management across the full data lifecycle. By embedding AI directly into data management, the platform brings together data modernisation, AI-readiness, and intelligent automation to help enterprises accelerate the adoption of AI across their workflows. Databricks serves as the launch partner, integrating EXLdata.ai with its flagship Databricks Agent Bricks technology to help organisations build and optimise AI agents on enterprise data. Australian context: AI’s data dilemma EXL’s 2025 Enterprise AI Study found that globally, only 30% of organisations have data readily available across the enterprise, with most still struggling with data silos across outdated systems. Around 65% are also battling with unstructured data making up as much as 85% of total enterprise data posing significant challenges to AI deployment and innovation. “EXLdata.ai is a gamechanger for organisations wanting to make their data AI-ready,” said Rohit Kapoor, Chairman and CEO of EXL. “We’re helping businesses break down silos, increase visibility, and harness unstructured data through AI-native processes. This means reduced costs, faster implementation—weeks instead of months—and improved accuracy. We’re unlocking the data foundation that AI needs to deliver real results.” Simplifying data management with agentic AI At its core, EXLdata.ai is a multiagent data solution that uses purpose-built, autonomous agents to handle tasks across the data lifecycle—from discovery and migration to governance, annotation, and operations. These agents deliver faster outcomes with high reliability and lower costs, while EXL’s agentic architecture ensures governance and compliance are automated, transparent, and auditable. Built with an open, modular design, the platform allows organisations to integrate individual capabilities or deploy the entire suite through a unified, easy-to-use workbench. Built to integrate with existing systems EXLdata.ai has been developed to work with existing client infrastructure and partner ecosystems, making it a plug-in solution rather than a replacement. With Databricks’ seamless integrations and governance capabilities, enterprises can enhance data quality, improve model accuracy, and embed AI into business workflows faster. “Enterprises looking to scale AI effectively need AI-ready data and robust governance,” said Barry Dauber, Vice President, GenAI GTM at Databricks. “EXL’s solution, powered by Databricks Agent Bricks, helps clients connect, prepare, and govern data at scale—accelerating AI adoption and measurable business outcomes.” First-Of-Its-Kind Agentic AINative Suite Simplifies Data for Enterprise AI Success
APAC - Q1 2026 | 7 By Ryan Zahrai, the founder of Zed Law AI’s potential to reshape the Australian legal industry isn’t theoretical. It’s already happening. But most firms are missing the real upside. This isn’t about shaving a few hours off admin. It’s about unlocking speed, scale and certainty – so clients can close deals, move money, hire faster and get the green light without lawyers getting in the way. Legal shouldn’t be a blocker. Too often, it is. Contract redlines stall deals. Advice turnaround kills momentum. Scope drift drags out matters that should’ve closed days earlier. And nobody – particularly a commercial client – wants to hear the delay was “because legal hasn’t looked at it yet.” That’s where AI comes in; as a layer that accelerates the legal process from end to end without replacing the lawyers. The right kind of model gets you from raw input to a 70-80 percent legal outcome in seconds. It drafts the document, frames the risk, narrows the issues and even proposes next steps, even before a lawyer touches it. The lawyer then steps in to fine tune and finalise it. Done correctly, this changes the game. Legal becomes a speed enabler, not a bottleneck. And when you speed up the legals, you speed up everything. Deals close faster, product launches stay on track, procurement clears sooner, and cash hits earlier. Firms can equip and empower their teams to use AI as a tool for deeper, more strategic work, rather than seeing it as a threat. Where AI makes sense Here’s what every lawyer should already be using appropriately configured AI for: • Issue framing and matter scoping. Before you research anything, AI should outline the risk, the likely legal position, and the available levers. This lets lawyers focus on judgement, not discovery. • Drafting documents and advice notes. Contracts, memos, scopes, emails, HR advice, IP summaries; AI should handle the first pass. With customised prompts across the firm, it’s faster, cheaper and improves consistency. • Client-side automation. Intake forms, risk triage, matter classification, quote generation – AI should sit inside your operating system and streamline every recurring decision. Trust still starts with humans That’s where the ethical layer matters, because none of this works without trust and human lawyers are still the ethical compass in any legal matter. AI can’t replace your litigation team. It can’t parse judicial reasoning or apply the kind of strategic judgement needed in complex, high-risk disputes. And it can’t protect confidential material the way lawyers can. If you’re uploading sensitive litigation material or commercial strategy into a third-party model, you need to understand the risk. Even Sam Altman flagged this. The issue isn’t model leakage; its compulsion. If a regulator or court compels an AI vendor to hand over stored prompts or user input, the current position of the legal framework indicates that they would have to comply. At least until this is properly tested, we have to assume that they can’t claim legal privilege like law firms can. That distinction matters, especially when sensitive commercial or litigation material is involved. That’s why AI tools used in legal work must sit on an advice-specific layer, with client consent and clear boundaries. Clients need to know when their data is being handled by tools that might be discoverable. I may get cancelled for saying this, but most legal work isn’t sensitive. For the vast majority of commercial, corporate and advisory work the risk is minimal. It’s repetitive, operational and transactional. And that’s exactly where AI should be deployed; confidently and at scale. The real value of AI in law isn’t cost reduction – it’s business acceleration. The faster we get to legal certainty, the faster a company can sign the deal, onboard the client, ship the product or close the round. That’s what clients care about. And that’s what AI enables. It also forces a rethink on pricing. Clients don’t want hours; they want outcomes. If a smart AI plus human review can deliver that in 30 minutes instead of three days, then why are we still billing by the hour? Billing by the service then becomes possible, and makes sense for the client and the firm. The Australian legal industry is sitting at a commercial inflection point. Efficiency isn’t the prize anymore. Speed to certainty is. That’s the unlock, and the future of legal. Firms that build for it now will lead the next wave. Not because they used AI. But because they used it right. AI in Law Isn’t About Replacing Lawyers – It’s About Closing Faster
APAC - Q1 2026 | 8 The World of Work in 2026: Top 5 APAC Trends from The Instant Group The office isn’t disappearing – it’s transforming, and will continue to do so in 2026. Businesses are seeking agility, efficiency and environments that enhance culture and performance. For many, flexible workspace now offers the most compelling path forward: less risk, more choice, and the ability to adapt in real time. The Instant Group, the largest global marketplace for flexible workspace, has released its outlook on the top five trends set to redefine how people and companies work in 2026. 1. Enterprise Flex Will Continue to Go Mainstream Large organisations are now the biggest drivers of flexible workspace demand. What began as small-team coworking has evolved into enterpriselevel, customised flex offices. Businesses are using flexible space to reduce long-term lease risk, enter new markets faster and create suburban hubs that support employee satisfaction. For companies reassessing their portfolios, flex is no longer a contingency plan – it has become a core real estate strategy. Across APAC, The Instant Group’s data shows that 68% of enterprise organisations (10,000+ employees) now operate flexible or hybrid models. In Australia and New Zealand, 32% of all flexible workspace demand in H1 2025 came from enterprise clients – up from just 18% in 2022. Instant expects this trend to accelerate in 2026 as businesses continue to re-evaluate and future-proof their portfolios. 2. Secondary Cities and Suburban Work Hubs Surge With hybrid work redefining how, when and where people work, companies are increasingly offering workspaces closer to where employees live. Smaller cities, towns and suburbs are seeing some of the strongest flex-demand growth across APAC, providing workers with professional, well-equipped spaces without the friction of long commutes. Instant’s data shows that the fastest growth in flexible workspace demand in 2025 occurred in smaller cities and towns with populations under 500,000 – up 25% compared with 2024. In addition, workspace enquiries in Melbourne suburbs grew 104% year-on-year (H1 2025 vs H1 2024), with Sydney suburbs seeing 42% growth over the same period. This decentralised approach helps organisations retain talent and reduce overheads. Instant predicts demand for suburban work hubs will continue to increase in 2026 and beyond. 3. Wellbeing, Health and Safety Become Core to Office Design In 2026, employers will continue to prioritise offices that support both physical and psychological wellbeing – from improved air and light quality to spaces designed for focus, collaboration, social connection and movement. This shift is already underway in APAC. KMC Solutions, a Philippine flexible workspace provider, recently became the first globally to achieve three WELL ratings across its entire portfolio, signalling a new benchmark for workplace health, safety and equity. Instant’s data shows APAC employees working in flexible environments report significantly better outcomes: 84% say their physical health has improved, 83% report better mental wellbeing, and 86% feel more productive compared to only 65% in the company’s main office. In 2026, offices will evolve into healthier, safer, more thoughtfully designed spaces that tangibly improve employee experience and performance. 4. AI Becomes the Everyday Work Co- Pilot In 2026, hybrid teams will more regularly integrate AI copilots into their daily operations. These systems will significantly reduce the need for simple tasks such as admin, knowledge retrieval, and scheduling. Employees will find themselves with more time for creative work, able to tackle complex problemsolving tasks, and develop meaningful relationships. Moreover, this transformation will enable individuals to better manage their work-life balance, ultimately leading to increased productivity and job satisfaction. This shift is being accelerated by a new wave of intergenerational collaboration. Research from IWG reveals that 62% of Gen Z employees are already coaching older colleagues on how to use AI to boost productivity and efficiency. In turn, 77% of Directors and Senior Directors have said this has boosted productivity levels, while 80% said it unlocked new business opportunities. 5. Sustainability and ESG Become Non-Negotiable As organisations push toward net-zero goals, sustainability is becoming a decisive factor in workplace procurement – a trend set to intensify in 2026. Businesses will prioritise energyefficient buildings, low-carbon fit-outs, ethical supply chains and flexible solutions that minimise the environmental impact of underused long-term leases. Operators able to demonstrate measurable ESG performance will gain the trust of increasingly climate-conscious occupiers. The Office Isn’t Dead – It’s Evolving in APAC
APAC - Q1 2026 | 9 “Authenticity” has become one of those words that gets thrown around so often it risks losing meaning. Too many assume it means complete freedom to act without constraint, as though being authentic is license to do whatever you want. It’s no wonder that many business leaders dismiss it as soft or impractical. But that dismissal is costly. When leaders overlook authenticity, they overlook one of the most powerful levers for solving the complex problems that organisations face. The cost of inauthenticity is not abstract, it shows up in high turnover, disengaged staff, declining trust, and eventually, declining performance. For SMEs, those costs can be fatal. For larger organisations, they quietly erode competitive advantage. Authenticity in business is about integrity, vulnerability, and purpose. Together, these qualities build the foundations of trust, resilience, and sustainable performance. Integrity: the foundation of trust For me, integrity means radical honesty and self-responsibility. It is the discipline of saying what you mean, following through, and being transparent about both successes and failures. When employees see transparent communication between managers, executives, and teams, they develop greater trust in the organisation. That trust breeds clarity, and clarity is the precondition for efficiency and productivity. Without integrity, organisations fall back on fear and control. Staff hide mistakes, managers protect themselves more than innovate, and leaders become reactive, rather than strategic. While the short-term costs are missed opportunities, the longterm are disengaged employees and a brand that nobody trusts. Vulnerability: the courage to risk Brené Brown defines vulnerability as uncertainty, risk, and emotional exposure. In business, that means giving people space to make independent decisions, take risks, and own the consequences without fear of punishment. It also means creating an environment where mistakes can be processed and feedback is immediate and constructive. When leaders allow vulnerability, they create confidence. Teams grow bolder, and managers develop resilience. People stop wasting energy on selfprotection and start applying it to innovation and performance. The opposite is also true; a culture that represses vulnerability fears shame and judgment. Decisions get delayed, and creativity dies because people only play it safe. The hidden costs are enormous: mental health issues, low morale, rising stress, and burnout follows. Purpose: the fuel for motivation Purpose is the lived alignment between an organisation’s cultural values and the personal values of its people – not a slogan. When employees see that their work contributes to something meaningful, and their own goals can be met within that mission, they show up motivated. Beyond skills and technical expertise, this is what creates loyalty. People want to work where their lives matter. Without purpose, leaders are forced to rely on external motivators— money, perks, status. While those levers can work for a while, they rarely sustain performance. Purpose generates intrinsic motivation, and intrinsic motivation lasts. The psychology behind it Business may be measured in numbers, but it is run by humans. And humans have needs that numbers can’t capture. Psychology tells us there are two essential needs: authentic self-expression and healthy attachment. When workplaces repress self-expression, people stop showing up as themselves and edit their identity to fit in, and the result is toxic culture. Without psychological safety, people can’t build healthy relationships at work. They don’t trust each other, and without trust, collaboration breaks down. That is why so many managers struggle to make timely decisions; they fear judgment or punishment from peers or executives. That fear leads to delays, poor performance, and eventually disengagement, which spreads. Looking beyond the numbers The hidden cost of inauthentic leadership shows up everywhere: • Higher turnover, which increases recruitment costs and shifts extra workload onto founders or managers. • Burnout, which drains talent pipelines and damages brands. • Erosion of customer loyalty, as staff who feel disconnected can’t deliver authentic service. • Missed innovation and opportunities, as people avoid risks that might expose them to criticism. • Large organisations might absorb these costs for a time. SMEs rarely can. When leaders get pulled into day-to-day operations, they lose focus on their core roles: driving strategy, building products, and securing funding. The business suffers. Not embodying authentic leadership creates a snowball effect of problems that financial metrics alone can’t explain. Businesses that only look at the numbers risk missing the human issues underneath. People are the backbone of any organisation. There’s a saying: when you take care of the people, the people take care of the business. In my experience, it’s more than a saying – it’s a strategy. Authentic leadership is not sentimental; it’s structural, creating trust, confidence and motivation. The real drivers of growth. Leaders who ignore authenticity eventually pay for it in turnover, lost talent, and stalled growth. Leaders who embrace it build organisations that thrive – because authenticity, when understood and applied with integrity, vulnerability, and purpose, is not just good for people. Which is great for business. The Hidden Cost of Being Inauthentic in Business
APAC - Q1 2026 | 10 By Rohit Kapoor, Chairman and CEO of EXL, a global data and AI company. A decade ago, AI felt like a novelty. Something everyone talked about, but few understood. Today, it’s a practical tool shaping real-world decisions, in every industry, from insurance to banking to energy and utilities to healthcare to retail. The technology is completely transforming how companies operate. Yet many Australian businesses are struggling to capture this value, leaving leaders frustrated, teams stretched thin and investments at risk. EXL research reveals that 60% of enterprise AI initiatives are still stuck in the pilot phase, unable to achieve meaningful scale or impact. Recent data from McKinsey, the U.S. Census Bureau, and S&P Global, likewise show that large corporations worldwide are struggling to move beyond AI experimentation to unlocking real-world value. In fact, according to S&P Global, a whopping 42% of enterprise AI initiatives fail outright, which means nearly half of all companies that are investing in AI are unable to turn their investments into tangible returns. So, why is this happening? And more importantly, what can Australian businesses do to avoid becoming part of this statistic? From Pilot to Impact At EXL, we work with some of the world’s largest companies and the two biggest barriers that most often prevent orgs from delivering value at scale are siloed data and specialized talent gaps. 1.Siloed Data AI models are only as good as the data that powers them. You may have heard of the ‘garbage in, garbage out’ adage. This phenomenon is especially true with AI. If the data feeding your models is fragmented, inconsistent or outdated, the insights you get back will be equally flawed. Many organisations are still dealing with disconnected systems and incompatible platforms that make it difficult to bring data together across departments. Without a cohesive data estate and strong governance processes, it is nearly impossible to build AI solutions that can learn, adapt and operate effectively. We’ve seen clients with incredible technical resources fail simply because their data lives in silos. The story always ends the same way. Endless pilots and prototypes that never make it into production. 2. Specialised Talent Gaps AI success isn’t just about having access to the latest algorithms and tech gurus. True transformation only happens when AI is thoughtfully applied to complex, highly specialised workflows. Industries such as insurance, healthcare and banking are prime examples, where the right application of AI can dramatically improve accuracy, speed and decision-making. This is where many companies stumble. They have brilliant technologists and the ability to buy cutting-edge technologies, but those teams often lack a deep understanding of the industries they’re trying to transform. For example, building an AI model for insurance claims processing requires not just machine learning skills, but also a deep understanding of claims workflows, regulatory compliance and customer experience. When technologists and domain experts do not work hand in hand, companies end up with models that look impressive in testing but fail to deliver meaningful outcomes when they are applied in the real world. From Pilots to Impact While the industry average failure rate for enterprise AI initiatives sits at 42%, EXL has achieved a 94% success rate in embedding AI directly into core business workflows. That’s not by chance. We’ve learned that successful AI adoption depends on getting three things right: data, domain and AI. These are what we call the three pillars of AI success. When data is well-governed and accessible, when there’s deep domain expertise to guide how AI is applied and when advanced AI capabilities are integrated thoughtfully, companies can move beyond pilots to achieve meaningful, scalable impact. This formula consistently moves our clients beyond endless pilots and into fullscale implementations that deliver measurable business outcomes. It’s also the reason EXL has delivered 20 consecutive quarters of earnings growth, including five straight quarters of double-digit expansion. One example of how our unique approach is playing out in the real world is a project we’ve been developing with a leading Australian insurer. We have deployed our Smart Data Signals solution to continuously monitor all claims activity and provide real-time alerts whenever our application spots an anomaly or inconsistency. That allows everyone involved in the underwriting and claims process to intervene quickly and avoid the types of errors, inefficiencies and inconsistencies that caused costly leaks in the claims cycle. The Power of Partnership This AI success does not happen in isolation. EXL partners closely with the world’s leading technology providers, such as Nvidia, Microsoft, AWS, Google, and Databricks, to help clients access powerful tools that can enable adoption at scale. We play a key role with these much larger players because we are driving expanded usage of their technologies and their cloud platforms. As our customers use these solutions more widely, we end up helping the whole ecosystem expand. Our work with technology partners enables us to deploy these cutting-edge tools directly in our customers’ environments, ensuring best practices. We act as an enabler to translate the technical capabilities into domain solutions. This is where the domain, data and AI come together. Put simply, technology companies bring the tools and we bring the expertise to make them work in the real world. That’s the bridge Australian enterprises must cross to turn AI ambition into tangible business outcomes. The Big Australian Opportunity Australia has a long history of innovation that keeps pace with the world, but right now, there’s a growing AI adoption divide. Companies that move quickly to embed AI into their workflows will gain a significant competitive advantage. Those that stay stuck in pilot mode risk falling seriously behind global competitors who are already using AI to reimagine their business workflows to improve efficiency and reduce costs. The AI Adoption Divide: Why Aussie Businesses Are Missing Out on Big Wins
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