Christoph Schweizer, Chief Executive of Boston Consulting Group, addressed India’s position in the shifting global economy during his Fireside Chat on “The Next Playbook: Navigating Geopolitics, Technology, and Climate in the 21st Century” at the Economic Times World Leadership Forum.
“Trade will continue to grow, maybe at somewhat lower than the past, but it will grow,” he said, adding that India’s role in this growth is secure. “India is one of the pre-eminent players and the CEOs get that.”
Textile industry under strain
Schweizer acknowledged the difficulties in the textile sector. He said, “There is stress on textile. India is well positioned to trade with several parts of the world.”
While textiles continue to face pressure, he noted that India’s broader trade base gives the country resilience.
Calm response to US tariff risks
The global trading environment has been unsettled by tariff measures, particularly from the United States. Schweizer pointed out that Indian business leaders have responded with composure. “The Indian CEOs are remarkably calm over tariffs,” he observed.
This calmness, he suggested, stems from a clear recognition of India’s size as an economy and its strong ability to adapt.
Technology at the core
Turning to the future, Schweizer placed technology at the centre of India’s economic story. “Tech remains centre to future of India,” he said. He pointed to the growing wave of Global Capability Centres setting up in the country, reflecting India’s role as a hub for innovation and operations.
He also questioned how businesses actually adopt new technology. “Where do tech companies sit but where is it adopted,” he asked, highlighting the gap between availability and real-world use.
AI as change management
Schweizer underlined that artificial intelligence is less about tools and more about transformation within organisations.
“Any AI effort at a big company is not really a tech question. It is a change management question. Do you get your workforce to work differently going forward? And what I observe in India is that once you have picked your functions, once you have picked your focus areas, the Indian companies move really fast. It is a pretty adaptive environment,” he said.
Looking ahead, Schweizer said India should double down on two clear areas: artificial intelligence adoption and creating an energy mix that combines high returns with greater productivity. These shifts, he noted, are essential for sustaining growth and improving competitiveness in the years ahead.
“Trade will continue to grow, maybe at somewhat lower than the past, but it will grow,” he said, adding that India’s role in this growth is secure. “India is one of the pre-eminent players and the CEOs get that.”
Textile industry under strain
Schweizer acknowledged the difficulties in the textile sector. He said, “There is stress on textile. India is well positioned to trade with several parts of the world.”
While textiles continue to face pressure, he noted that India’s broader trade base gives the country resilience.
Calm response to US tariff risks
The global trading environment has been unsettled by tariff measures, particularly from the United States. Schweizer pointed out that Indian business leaders have responded with composure. “The Indian CEOs are remarkably calm over tariffs,” he observed.
This calmness, he suggested, stems from a clear recognition of India’s size as an economy and its strong ability to adapt.
Technology at the core
Turning to the future, Schweizer placed technology at the centre of India’s economic story. “Tech remains centre to future of India,” he said. He pointed to the growing wave of Global Capability Centres setting up in the country, reflecting India’s role as a hub for innovation and operations.
He also questioned how businesses actually adopt new technology. “Where do tech companies sit but where is it adopted,” he asked, highlighting the gap between availability and real-world use.
AI as change management
Schweizer underlined that artificial intelligence is less about tools and more about transformation within organisations.
“Any AI effort at a big company is not really a tech question. It is a change management question. Do you get your workforce to work differently going forward? And what I observe in India is that once you have picked your functions, once you have picked your focus areas, the Indian companies move really fast. It is a pretty adaptive environment,” he said.
Looking ahead, Schweizer said India should double down on two clear areas: artificial intelligence adoption and creating an energy mix that combines high returns with greater productivity. These shifts, he noted, are essential for sustaining growth and improving competitiveness in the years ahead.
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