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Explore how businesses and individuals can leverage AI for growth, unlock new revenue, and stay relevant in a rapidly evolving workforce.
The current discourse surrounding Artificial Intelligence (AI) is often clouded by a specific kind of paranoia: the fear that machines are coming for our livelihoods. Oftentimes this paranoia is discussed in our workplaces like a horror story where everyone has their own version of the monster under the bed. However, if we look at the history of technology through the lens of seasoned entrepreneurs and business leaders, a different story emerges. It’s not a story of total displacement, but one of productivity, expanded reach, and the urgent need for individual adaptability.
This isn’t the first time we’ve seen this “tech-panic.” In the 1980s, the introduction of computers in Indian banks led to massive protests and strikes by unions, the All India Bank Employees Association, fearing catastrophic job losses. They believed the machine would render the human clerk obsolete.
But the reality was the exact opposite: computers allowed banks to serve significantly more customers, reconcile accounts with a speed previously unimagined, and generate the kind of complex MIS reports that helped the entire sector grow.
AI is following a similar trajectory today. While there is significant anxiety, it is still too soon to see the full impact on hiring behavior across the board. However, based on decades of observing market cycles, some predict that in five years, there might be more jobs.
But there is a catch. Sanjeev Bikhchandani, Founder and Executive Vice Chairman, Info Edge acknowledges on his recent podcast interview, Clearing the Blur that the transition won’t be painless:
This pain stems from the mismatch of skills. The evolution of the workforce requires a shift in how we view our roles, moving from manual execution to strategic oversight and tech-enabled productivity.
Building a startup in an era of rapid technological change and AI shift requires more than just a good algorithm. One of the most critical moat (long-term, sustainable competitive advantage) for an early-stage company is not the tech itself, but the underlying principles of the organization.
A common mistake in the startup world is confusing a good idea with a true opportunity. While anyone can generate a thousand ideas a year, a real business opportunity is rooted in a deep customer insight regarding an unsolved problem or a pain point. If a founder focuses on an unmet need, the market response is often immediate.
Bikhchandani very correctly gives Zomato (then Foodie Bay) as the perfect example. The founders noticed that colleagues were constantly standing in long lines just to look at a physical folder of menu cards. By digitizing those cards, they hit a “hot button” of convenience. Many founders miss this because they focus on valuations and eyeballs rather than the fundamental question: “Am I making the customer’s life easier?”
Now, to understand the real impact of technology, most recently the shift in AI, we must look at how it creates value where it was previously economically impossible.
Bikhchandani points to a specific transformation within Info Edge’s own client base of approximately 130,000 to 150,000 accounts.
Historically, the sales team focused on the Top 20%, the large accounts that generated enough revenue to justify the high cost of a human salesperson for key account management. The next 30% were managed via traditional call centers. But the bottom 50,000 clients were often left unserved; their revenue potential was too small to offset the cost of a human calling them.
By introducing AI agents that sound human and can hold meaningful conversations, Info Edge began servicing that previously unreachable bottom tier. The results were transformative:
If the nature of jobs is changing, the responsibility of staying relevant falls on the individual. Bikhchandani’s advice is radically simple: take ownership of your own upskilling. He suggests a practical rule of thumb for anyone wanting to remain employable in an AI-driven economy:
He illustrates this with a powerful story from the early 90s. A staff member whose job was stuffing envelopes for direct mail saw the writing on the wall with the arrival of computers. He asked to learn to operate the computer in his own time, practiced for two hours every day after work, and eventually moved into the accounts department. By picking up the new technology when 80% of others wouldn’t, he transformed his career trajectory and stayed with the company for 35 years.
This reflects a fundamental truth about technological shifts: relevance is a choice.
The fear of being “outrun” by AI is often misplaced. There is a famous anecdote about two men in a jungle who encounter a leopard. When one starts putting on his running shoes, the other asks, “Do you think you can run faster than the leopard?” The reply is simple yet so impactful, “I just want to run faster than you”.
In today’s job market, you don’t necessarily need to be more advanced than the AI itself; you need to be more adaptable than the 80% of the workforce that refuses to change. Whether it is using tools like Claude to summarize long documents to save time or leveraging AI agents for sales to reach thousands of previously unserved clients, those who embrace these tools will be the ones who thrive.
While individual initiative is paramount, organizations play a critical role in bridging the gap between old skills and new demands. L&D should not be viewed as a luxury, but as the primary engine for organizational survival.
There are three critical ways L&D can enable the workforce to keep pace with ongoing technological shifts:
A commonly cited example from the early days of the digital transition illustrates how access and opportunity can reshape career trajectories. For instance, in the early days, an employee engaged in manual, repetitive work such as stuffing envelopes for direct mail, recognized the potential of emerging computer technologies. With organizational support in the form of access to a computer and permission to practice after working hours, the individual gradually acquired new skills and transitioned into a more complex role in accounts. This underscores a foundational responsibility of L&D: creating environments where self-driven learning is not only possible but encouraged through access, time, and institutional backing.
Periods of disruption, such as economic downturns or industry shifts, often expose capability gaps within the workforce. In such moments, organizations that invest in hands-on training, especially led by internal leadership, tend to outperform. Rather than relying solely on performance pressure, structured interventions focused on core competencies such as sales effectiveness, trust-building, and persuasive communication help employees adapt to new realities. This approach is particularly relevant in an AI-driven context, where distinctly human skills remain difficult to automate and therefore become critical differentiators.
Resistance to new technologies often stems from uncertainty and perceived threat. L&D plays a pivotal role in addressing this by translating abstract technological concepts into practical, day-to-day applications. Programs and simulations that demonstrate how AI tools can augment productivity, simplify workflows, and enhance decision-making help reframe employee perceptions. By shifting the narrative from replacement to enablement, organizations can foster a culture that views technology as a partner rather than a disruptor.
The real Impact of AI is not a zero-sum game of human vs. machine. It is an addition of capability. It allows us to reach unserved markets, increase individual productivity, and focus on higher-value work.
The transition will require patience and persistence, two skills that are the most underrated for most professionals. Whether you are a leader in a large corporation or a new founder, the goal is to maintain a long-term orientation. By focusing on customer obsession and a commitment to constant learning, we can navigate this shift not with paranoia, but with the confidence that technology, as it always has, will eventually lead to more opportunity for those prepared to seize it.
