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  • 73% MSMEs Report Business Growth via Digital Adoption, Driven by UPI, Smartphones: Survey

    • UPI leads digital payments at 48%, Aadhaar banking preferred by 42% women respondents
    • 38% Women respondents prefer a regional language smartphone interface for better customer engagement
    • Smartphones, primary business device at 71%; among women, it’s even higher at 84%
    • 79% women reported positive digital business impact
    • 26% of MSMEs have attended training to build digital skills
    • 7% of respondents are exploring AI-powered tools

    The digital backbone of Bharat’s economy is strengthening. The third edition of the MSME Digital Index Report, released today by PayNearby, India’s leading branchless banking and digital network, reveals that over 73% of small businesses across semi-urban and rural India have seen increased income or improved operational efficiency as a result of adopting digital tools. With smartphones becoming the dominant mode of business management and UPI emerging as the most preferred transaction method, the findings indicate a deeper, more confident shift towards digital enablement at the last mile.

    The third edition of the MSME Digital Index 2025 showcases digital consumption, tech awareness, behavioural patterns, and business transformation among micro-entrepreneurs, with a focus on gender representation. The insights were gathered through a nationwide survey conducted among 10,000 individuals and MSMEs in retail-focused segments such as kirana stores, mobile recharge outlets, medical shops, customer service points (CSPs), and travel agencies.

    Smartphone usage remains central to their operations, with 71% of respondents citing it as their primary business device. Among women entrepreneurs, this number is significantly higher at 84%, indicating rising comfort with mobile-led infrastructure in driving customer engagement. Daily internet usage continues to rise, with 69% respondents consuming between 2GB to 5GB of data, largely supported by mobile hotspots, with 86% spending around INR 500–INR 1,000 per month on internet usage.

    Digital payments continue to gain strong acceptance among MSMEs, with UPI emerging as the most preferred mode of transaction at 48%, followed by Aadhaar-enabled banking at 39%. Among women entrepreneurs, Aadhaar banking saw even higher preference at 42%, reflecting increasing trust in secure, tech-enabled services such as fingerprint and face authentication. These channels offer transaction efficiency and payment convenience, while also helping them build digital credibility for improved access to formal credit in the future.

    The impact of going digital is becoming more tangible for small businesses. Of those reporting benefits from digital adoption, 33% cited improved operational efficiency. These insights point to a growing realisation among MSMEs that digital tools are not just convenient but critical for scaling businesses sustainably in a competitive market.

    As digital tools become more embedded in daily business, the role of language and ease of use becomes increasingly important. 56% of respondents prefer English for understanding and navigating platforms, followed by Hindi at 25%. Among women entrepreneurs, 38% expressed a preference for vernacular interfaces, highlighting the continued need for regionally localised, intuitive tech platforms that better reflect how Bharat operates.

    A small but notable 7% of respondents have begun exploring automated or AI-powered tools, including inventory apps, automated billing systems, and customer engagement platforms, mostly through third-party solutions. This emerging trend is reflected in the growing use of structured digital workflows such as transaction reports, WhatsApp-based follow-ups, and service-wise earnings tracking. It marks a shift toward more efficient, process-driven ways of working. These early signals point to rising curiosity and readiness among small businesses to explore advanced tools, as solutions become simpler to understand and use.

    A growing number of respondents, both men and women, are actively building their skills to use these tools more effectively. Around 26% of respondents reported attending some form of training, whether through local community programs, online tutorials, or partner-led workshops. This reflects a shift from passive adoption to active learning, with small businesses showing increasing interest in building digital skills for long-term success.

    Among women respondents, 79% reported that digital adoption had a measurable positive impact on their business performance. Nearly half said that access to digital services enabled them to contribute more actively to household finances, make independent decisions, or expand their customer base. Beyond financial gains, many also cited improved confidence in managing their businesses digitally, marking an early but important shift in long-term behavioural and social change.

    The use of business software among MSMEs continues to evolve. Accounting tools are now used by 30% of respondents, followed by 18% using point-of-sale (POS) systems and 13% adopting customer relationship management (CRM) platforms. POS usage among women respondents has shown a notable increase, with 22% reporting adoption.

    YouTube continues to be the most preferred entertainment platform, with 70% of respondents using it during leisure hours. Beyond entertainment, it is also widely accessed for learning, how-to videos, and brand-related content. WhatsApp and WhatsApp Business remain the most commonly used communication tools for business purposes across both male and female respondents, supporting activities such as product promotions, customer engagement, and order coordination. While the social and entertainment app landscape continues to evolve, the choice of platforms increasingly reflects business intent.

    MSME Digital Index Report by PayNearby
    MSME Digital Index Report by PayNearby

    Commenting on the report findings, Anand Kumar Bajaj, Founder, MD & CEO, PayNearby, said, “The MSME sector is the backbone of Bharat’s economy, and the rapid adoption of digital tools such as smartphones, UPI, Aadhaar-enabled banking, and emerging AI workflows is proof that this segment is embracing modernisation. What stands out is not just usage, but growing digital confidence across the country. That confidence is enabling entrepreneurs to operate more efficiently and tap into formal financial systems with ease and transparency.”

    “At PayNearby, our mission is to empower these change-makers by making technology intuitive, affordable, and focused on solving real business problems. From enabling banking at local retail touchpoints to opening access to credit through our partnerships, we are committed to equipping every retailer, entrepreneur, and household with the tools they need to prosper in a connected future.”

    Commenting on the MSME Digital Index, Jayatri Dasgupta, CMO, PayNearby and Program Director, Digital Naari, said, “This year’s report highlights the growing participation of women in the digital economy, particularly across financial services and customer engagement. As more women take on entrepreneurial roles, it becomes essential to design solutions that are localised, easy to use, and built for convenience. Their engagement is creating tangible outcomes not just for their businesses but for their communities, accelerating change where it is needed most.”

    “Women respondents, who accounted for 34% of this year’s sample, are demonstrating greater confidence in managing their business digitally. Through the Digital Naari programme, we continue to support the momentum by equipping women with the knowledge, tools, and support needed to become financially self-reliant and active contributors to Bharat’s digital progress.”

    The MSME Digital Index 2025 reaffirms a clear message. As technology becomes integral to income generation, financial security, and enterprise growth, the need for cross-sector collaboration is more crucial than ever. Fintechs, policymakers, corporates, and community institutions must come together to remove residual barriers and build a digitally resilient MSME economy.

    About PayNearby

    Incepted in April 2016, PayNearby is a DPIIT-certified company and India’s leading branchless banking and digital network. PayNearby operates on a B2B2C model, where it partners with neighbourhood retail stores and enables them with the tools to provide digital and financial services to local communities. PayNearby’s mission is to make financial and digital services available to everyone, everywhere. The company aims to simplify high-end technology so that it can be easily assimilated at the last mile while transforming the lives of its retail partners and customers.

    Today, through its tech-led DaaS (Distribution as a Service) network, PayNearby enables services like cash deposits, withdrawals, ecommerce, credit, insurance, travel, utility payments, and more. Currently, PayNearby’s 12+ lakh retail partners & 1.5+ lakh Digital Naaris spread across 20,000+ PIN codes assist over 5+ crore customers across the country, facilitating 25 crores yearly transactions.

    UPI Hits Record High: 18.68 Billion Transactions in May, Up 4.4% MoM
    The number of transactions using the Unified Payments Interface (UPI) increased 4.4% from 17.89 billion in April to 18.68 billion in May, setting a new record. There were 33% more trades than the previous year. UPI transactions experienced a 2.2% month-over-month (MoM) decline in April. The
    StartupTalkyNitin Konde

  • MakeMyTrip Sets $3B Share Buyback in Motion, Cutting Ties with Trip.com

    Online travel aggregator (OTA) MakeMyTrip (MMT), which is listed on the Nasdaq, will repurchase shares from its Chinese investor Trip.com Group Limited for around $3 billion.

    Trip.com announced that it has modified its share repurchase arrangement with the Indian travel tech company on June 23 in a filing with the US Securities and Exchange Commission (SEC).

    In accordance with the restated agreement, MMT will purchase the interest for the sum described above. According to the filing, MakeMyTrip will pay roughly $3 billion as consideration for the aforementioned repurchase under the terms of the restated and revised share repurchase agreement that was made between the company and MakeMyTrip.

    Trip.com anticipates that the deal will be finalised by the beginning of July 2025. Following the repurchase agreement, the Chinese company stated that it will continue to own approximately 16.90% of MakeMyTrip’s issued and outstanding shares.

    MMT’s Strong Push to End Ties with the Chinese Firm

    This comes weeks after the OTA, which is listed on the Nasdaq, initially announced that it would raise money through a main offering and senior notes in order to repurchase its interest from Trip.com Group, a Chinese investor.

     MMT then raised $3.1 billion last week to buy back some of its Class B shares from Trip Group. Initially, it was anticipated that MakeMyTrip would offer 14 million main shares as part of the fundraising transaction.

    However, the business later raised this figure to 18.40 million shares at $90. The Chinese investor will remain the largest minority shareholder in the travel tech company based in Gurugram, even after lowering its stake to 16.9%.

    EaseMyTrip Co-founder alleging MMT of Exposing Data

    A month after Nishant Pitti, a cofounder of EaseMyTrip, said that the travel tech business may reveal the information of Indian soldiers who use the platform because of its Chinese ownership, MMT accelerated the buyback agreement.

    MMT, however, denied the accusations and called them “malicious”. The dispute between India and Pakistan following the Pahalgam terrorist assault was the setting for the altercation between the two domestic travel technology giants.

    Notably, Moshe Rafiah, cofounder and CEO; Rajesh Magow, founder and chairman; Deep Kalra; and four Chinese members currently make up MMT’s board.

    Current Financial Dynamics of MMT

    Gains from a tax credit and the valuation of convertible notes propelled MakeMyTrip’s reported profit increase to US $171.9 million in the March 2024 quarter.

    According to MakeMyTrip, the business made US $5.4 million in the same quarter of the prior fiscal year. According to the statement, the fourth-quarter result included a one-time gain of US $30.6 million from the change in the carrying value of the company’s convertible notes due 2028, calculated at amortised cost, and a one-time credit of US $126.1 million from the recognition of deferred-tax assets.

    The gross bookings for the quarter came to US $2,039 million, up from US $1,673.9 million during the same period last year. Compared to a deficit of US $11.2 million in fiscal 2023, a profit of US $216.7 million was made for the entire fiscal year 2024.

  • Indian Snack House Raises ₹2.2 Crore in Pre-Seed Funding Led by Titan Capital to Bring Authentic South Indian Snacks Nationwide

    Chennai, 25th June 2025 – Indian Snack House, a clean-label D2C brand dedicated to delivering authentic South Indian sweets and snacks, has announced the successful closure of its pre-seed funding round by raising ₹2.2 crore. The round was led by Titan Capital, marking a significant milestone for the Chennai-based startup as it seeks to redefine how India experiences regional snacking. The newly raised funds will help Indian Snack House expand to more cities and online platforms. They will also be used to grow its product range by adding popular snacks from Kerala, Karnataka, Andhra Pradesh, and Telangana—bringing together the rich snacking traditions of South India.

    Founded in 2023 by Rajakumaran and Anbarasan, Indian Snack House was born out of their love for South Indian snacks and the memories tied to them. After moving to metro cities, they noticed that while snacks from other parts of India were easily available, trusted and branded versions of South Indian favourites were missing. led to the creation of Indian Snack House, a clean-label, modern brand dedicated to bringing iconic South Indian flavours to homes across India and beyond. From Tirunelveli Halwa and Srivilliputhur Palkova to Atreyapuram Pootharekulu, Dharwad Peda, and Kozhikode Halwa the brand celebrates the rich diversity of South India through taste and trust. Indian Snack House stands for “Aspirational Quality” with no palm oil, no preservatives, and no artificial colours. Every product is crafted to be both authentic and consciously made, making the brand a go-to choice for anyone craving a true taste of South India.

    The Co-founders’ of Indian Snack House, Rajakumaran & Anbarsan, said “We are truly thankful to Kunal Bahl, Rohit Bansal, and the Titan Capital team for trusting our vision and standing behind our team. It means a lot to have them as partners, especially with their strong track record of supporting brands from the early days to all the way to IPO. Together, we are working to make Indian Snack House a trusted name for authentic South Indian snacks not just across India, but around the world. We have only just begun, and there’s much more to come.”

    “We are happy to support Indian Snack House on their journey to build a brand that truly celebrates South Indian snacks. Their focus on authenticity, clean ingredients, and deep understanding of regional flavours sets them apart. We look forward to being part of their growth as they bring these much-loved snacks to more people across India and beyond.” said a spokesperson from Titan Capital.

    With a growing customer base and strong demand, Indian Snack House is on a steady path to becoming a trusted name in regional snacking. With over 1,00,000 packets shipped every month and thousands of high ratings on platforms like Swiggy and Zomato, the response has been both encouraging and humbling. As it enters the next phase of growth, the brand is focused on bringing the authentic taste of South India to more cities in India and to Indian communities around the world.

    About Indian Snack House:

    Established in 2023 in Chennai by Rajakumaran and Anbarasan, Indian Snack House is a clean-label snack brand on a mission to take authentic South Indian sweets and snacks—often confined to small towns—to homes across India and the world. From iconic treats like Tirunelveli Halwa and Srivilliputhur Palkova to hidden gems like Tuticorin Macaroons and Nagercoil Banana Chips, the brand brings time-honored recipes made without palm oil, preservatives, or artificial colors. With a focus on authenticity, quality, and accessibility, Indian Snack House is building the go-to brand for South India’s rich snacking heritage.

  • Hindalco Expands Global Footprint with $125M AluChem Acquisition

    As it enters the high-tech alumina market, Hindalco Industries Ltd plans to pay $125 million to acquire US-based speciality alumina manufacturer AluChem Companies Inc.

    According to Saurabh Khedekar, CEO of Hindalco’s alumina division, the acquisition will allow the company to expand its product line and get access to the US market, among other synergies.

    Aditya Holdings LLC, a step-down wholly owned subsidiary of Hindalco, will execute the transaction. Subject to the usual regulatory permissions, it should be finished by the next quarter.

    This would be the business’ third US metal firm acquisition. Novelis Inc., a world leader in the production of rolled aluminium products, was purchased by Hindalco in 2007. Aleris Corp., which manufactures a variety of aluminium products, notably those for the aerospace sector, was acquired by Novelis in 2020.

    Acquisition will Expand Hindalco’s Global Reach

    An intermediate raw material used to make aluminium is alumina, a white, crystalline compound of aluminium. Through the acquisition, AluChem’s three manufacturing plants in Arkansas and Ohio will increase their capacity by 60,000 tonnes annually.

    In order to increase its worldwide market share, Khedekar stated that Hindalco intends to increase production of ultra-low soda alumina products and collaborate with AluChem’s high-performance technological solutions.

    Precision ceramics, semiconductors, and electric cars all require AluChem’s specialised alumina. According to Ronald Zapletal, the founder of AluChem Companies Inc., this collaboration with Hindalco gives AluChem the resources and capacity to expand more quickly and establish a presence in North America.

    Satish Pai, MD of Hindalco Industries, stated that the acquisition “deepens our high value-added portfolio with differentiated products that drive profitability.”

    Hindalco’s capacity to cater to these rapidly changing markets will be greatly improved by AluChem’s advanced chemistry Pai continued, as alumina becomes more and more important in the critical and clean-tech industries.

    Hindalco’s Growth and Future of Global Specialty Alumina Market

    The Aditya Birla Group’s metal division presently produces 500,000 tonnes of speciality alumina annually in India with plans to increase that amount to 1 million tonnes by FY30.

    According to their June analysis, ICICI Securities kept a bullish view on Hindalco, pointing to aggressive plans for both domestic and overseas capacity development in the face of structural demand drivers for copper and aluminium. For the quarter that ended in March, Hindalco’s consolidated net profit increased by 66% to INR 5,283 crore from INR 3,174 crore during the same period last year.

    The desire for customised solutions in industries ranging from electronics and ceramics to aerospace and medical applications is expected to drive considerable growth in the worldwide speciality alumina market. By FY30, Hindalco hopes to have scaled up to 1 million tonnes of speciality alumina from its current 500 thousand tonnes of capacity.

    Depending on regulatory clearances and standard closing conditions, the deal is anticipated to be completed in the next quarter. With this acquisition, Hindalco takes a significant step ahead in creating better futures through innovation, sustainability, and high-tech manufacturing as it expands its downstream value-added strategy across aluminium, copper, and speciality alumina.

  • Yulu Business Model | How Yulu Makes Money?

    With its cutting-edge electric bike-sharing services, Yulu is a trailblazing urban mobility platform that offers convenient and environmentally friendly transit options. Utilising cutting-edge IoT technology and data-driven insights, the company generally operates in busy metropolitan regions, optimising the availability and upkeep of its e-bikes.

    In this article, we’ll understand the Yulu business model and explore how Yulu makes money through rentals, partnerships, and smart mobility solutions.

    About Yulu
    Yulu’s Business Model
    How Yulu Makes Money?
    USP of Yulu Business Model
    SWOT Analysis of Yulu

    About Yulu

    Amit Gupta, RK Misra, Naveen Dachuri, and Hemant Gupta founded Yulu in 2017 with the specific goal of lowering environmental impact and urban congestion by providing sustainable transit options. To guarantee the best possible availability and upkeep of its electric bikes (e-bikes), the company makes use of state-of-the-art IoT technology and data-driven insights. With an emphasis on price, user safety, and ease of access, Yulu hopes to significantly improve urban transportation.

    Yulu Success Story: Business Model | Founders | Revenue | Funding
    Yulu is a micro-mobility platform service that offers bicycles and e-bikes for daily commutes. Know more about its founders, business model, revenue model, revenue, financials, growth, owners, and more.
    StartupTalkyChayanika Goswami

    Yulu’s Business Model

    Yulu’s pay-per-use business model makes it possible for customers to rent e-bikes for brief periods of time, which makes it the perfect option for last-mile connectivity and quick journeys. This model is intended for both regular commuters and infrequent users looking for a quick and affordable way to travel around. The e-bikes are easily accessible through the user-friendly software, which allows users to unlock a bike and begin riding by scanning a QR code. Based on real-time data analytics, Yulu continuously modifies its fleet management tactics to maximise availability and reduce downtime. To increase its reach and impact, Yulu also works with business organisations and local authorities to include its services in broader urban mobility ecosystems.

    How Yulu Makes Money?

    The rental fees that consumers pay based on the length of their ride are the main source of income for Yulu.

    • Generating Revenue By Billing Users: The total cost is determined at the conclusion of each journey, and users are billed on a per-minute basis. From those who require a brief five-minute ride to those who need longer rental periods, this flexible pricing structure serves a broad spectrum of users.
    • Generating Revenue Through Subscription: In order to further promote a change to more environmentally friendly transportation practices, Yulu also provides subscription packages that save consumers money on frequent travel.
    • Generating Revenue Through Value-Added Services: In order to improve its financial sustainability and raise brand awareness, the company also looks into new revenue streams through strategic alliances and advertising options on its bikes and app.

    By consistently inventing and growing its service offerings, Yulu hopes to be in the vanguard of the urban mobility revolution.

    How to Start a Bike & Scooter Rental Business in India and Earn Profits
    Want to launch a bike and scooter rental business in India? This step-by-step guide covers legal requirements, investment tips, and strategies to run a successful rental venture.
    StartupTalkySakshi Jadhav

    USP of Yulu Business Model

    Yulu offers competitive per-minute rates that cater to both frequent riders and regular commuters. For regular users, subscription options also provide substantial discounts. These factors are the primary USP of Yulu and help it stand out in the market.

    SWOT Analysis of Yulu

    SWOT Analysis Of Yulu
    SWOT Analysis Of Yulu

    Strengths

    • By using electric cars, Yulu encourages ecologically responsible travel and appeals to consumers who care about the environment.
    • Yulu has formed alliances with businesses and the government that can support infrastructure development and growth.
    • Yulu’s services are ideal for connecting consumers to public transit hubs and short-distance commuting.

    Weaknesses

    • Consistent profitability has proven difficult for Yulu, with some reports pointing to losses.
    • Yulu may have a limited reach because it mostly caters to millennials and people looking for short-distance transit.
    • It might be costly to expand and maintain the infrastructure needed for battery changing and charging.

    Opportunities

    • By extending its operations to other cities and areas, Yulu can take advantage of the burgeoning demand for electric transportation.
    • Yulu can look into ways to provide new services, such as lengthier journeys or customised transit options.
    • Yulu can enhance its products by utilising technological developments in fields like smart city integration and battery technology.

    Threats

    • Traditional modes of transport and other micromobility businesses compete with Yulu.
    • Yulu’s operations may be impacted by modifications to laws or policies pertaining to shared mobility or electric automobiles.
    • A threat could come from evolving customer tastes or the introduction of new transportation technologies.

    Conclusion

    Expansion and strengthening alliances continue to be Yulu’s top priorities going forward. It seeks to expand its footprint throughout India and investigate prospects in other developing markets. Global urban transportation trends are well aligned with the focus on data-driven decision-making and an unrelenting dedication to sustainability. In addition to providing transit services, Yulu stands as an example of environmentally friendly innovation.

    Bounce: Making Daily Commute Reliable and Affordable in India
    Company Profile is an initiative by StartupTalky to publish verified information on different startups and organizations. The content in this post has been approved by Bounce. In a country like India, where traffic lights are more often a popping red than a sober green, and where there is more honking
    StartupTalkyAnik Banerjee

    FAQs

    What is Yulu?

    Yulu is an electric bike-sharing platform that offers eco-friendly last-mile connectivity solutions in urban areas.

    How does Yulu make money?

    Yulu generates revenue through per-minute rental charges, subscription packages for frequent users, and value-added services like brand partnerships and advertising on bikes and its app.

    Who are the founders of Yulu?

    Yulu was founded in 2017 by Amit Gupta, RK Misra, Naveen Dachuri, and Hemant Gupta.

    What is the business model of Yulu?

    Yulu operates on a pay-per-use business model, allowing users to rent e-bikes for short durations. It also offers subscriptions and collaborates with businesses and city authorities for expanded urban mobility.

    Is Yulu available in Mumbai?

    Yulu was launched in Bangalore and is now available in Mumbai, Pune, Bhubaneswar, and Delhi.

    Is Yulu profitable?

    Yulu’s EBITDA profitable and is aiming for IPO by 2027.

  • How Global Capability Centers (GCCs) Are Reshaping India’s Workforce Landscape

    This article has been contributed by Mr. Saurabh Sharma, Founder and CEO at Agile 360 Degree

    Once seen as back-office extensions, India’s GCCs are now scripting the digital playbooks for global giants like SAP, Microsoft, and Walmart. These centers are now driving innovation, engineering, and transformation programs globally. In the process, they are not just expanding in scale; they are reshaping India’s workforce across skill sets, cities, and sectors. India currently hosts over 1,600 GCCs, employing approximately 1.9 million professionals. Collectively, these centers contributed $64.6 billion in revenue as of 2024. The sector is projected to expand to $105 billion by 2030, with around 2,400 GCCs employing over 2.8 million people. In the last three years, the number of Global Capability Centers (GCCs) in India has significantly increased, with many relocating from China or Eastern Europe due to cost pressures and geopolitical shifts.

    This momentum is not limited to tech majors. BFSI, pharma, aerospace, retail, and even consumer goods firms are expanding or establishing centers. Companies like PepsiCo, Walmart, Bosch, and Novo Nordisk are increasingly tasking their India centers with core digital and product mandates, areas that were earlier tightly held by headquarters.

    The Talent Premium: A Boon or Bane?

    While GCCs are upgrading India’s workforce in many ways, they are also contributing to wage inflation in key skill areas. According to industry data, salaries for AI/ML engineers and cloud architects have gone up by 18–22% over the past 2 years, pricing out many startups and mid-sized firms from the talent race. This “talent premium” may also lead to a hollowing out of traditional sectors, unless there is broader ecosystem-level investment in training, academia, and cross-sector collaboration.

    While it may be good for the professionals, but at an overall level, it might increase the cost and make India a less competitive space for GCC in future.

    Rise of Tier-2 Powerhouses. Will it work?

    With rising costs and talent saturation in cities like Bengaluru and Pune, Global Capability Centers (GCCs) are setting up operations in Tier-2 locations such as Coimbatore, Jaipur, Trivandrum, and Bhubaneswar. These centres are not just for support, they are helping companies access new talent pools, reduce attrition, and spread operations more evenly. Examples include Hitachi Vantara’s engineering center in Coimbatore and Wells Fargo’s growth in Hyderabad and Chennai.

    However, this shift brings challenges. Infrastructure gaps, limited faculty strength in technical institutes, and fewer partnerships between industry and academia in these regions can slow progress. But, this trend is likely to stay due to rising cost of operations in metropolitan cities in India.

    The Rise of New-Age Tech Talent Blueprint. Is it for Real?

    GCCs Expanding Beyond Cost Efficiency
    GCCs Expanding Beyond Cost Efficiency

    The kind of talent GCCs need today looks very different from a few years ago. These centres, once focused mostly on routine IT services, now look for professionals who can combine technical skills with business understanding and design thinking. Roles in AI, analytics, DevOps, and cybersecurity are becoming core, pushing many professionals to take up microcredentials and targeted certifications to stay relevant. Much of this shift is being driven by the growing use of Artificial Intelligence. According to the EY India GCC Pulse Survey 2024, nearly 70% of GCCs are already investing in generative AI. Around 78% are training their teams for it, and 37% are piloting real use cases. The focus is moving beyond experimentation, with AI being used to improve how teams are managed and how risks are handled.

    SAP Labs India is a strong example of this shift. Its Bengaluru center developed ‘Joule,’ a generative AI copilot designed to improve user experience across SAP’s cloud applications. By responding to natural language prompts, Joule helps automate workflows and deliver real-time insights, now embedded across SAP platforms globally. Hence, there’s a clear move toward trusting Indian talent with more responsibility. This reflects a growing comfort with Indian professionals who bring a mix of operational knowledge, global exposure, and experience with digital systems.

    But adapting to this pace of change isn’t easy. The demand for new skills is rising faster than many companies can train for. Several GCCs have indicated that their mid-level employees will need serious reskilling to continue working on digital-first projects.

    Workforce Diversity: A Rising Priority?

    Another area where GCCs are making a noticeable difference is workforce diversity. Compared to IT services and other sectors, they are ahead in implementing structured diversity and inclusion strategies. This includes return-to-work programs, inclusive hiring practices, and leadership development pathways. According to a TeamLease Digital report titled Women at the Heart of India’s Digital Evolution, the share of women in the tech workforce within GCCs is expected to grow from 25% today to 35% by 2027.

    Conclusion

    Global Capability Centers have moved well beyond cost efficiency. They are now growth centers, driving digital initiatives, developing leaders, creating employment in new geographies, and redefining what global operations can look like. But their influence is not unidirectional. As they raise the bar for talent, salaries, and skill expectations, they are also creating ripple effects across India’s broader workforce ecosystem, bringing both opportunities and challenges. India’s GCC revolution isn’t just rewriting job roles, it’s redrawing the map of global operations; the question now is whether the rest of the ecosystem can keep pace or be left behind. 

    The Future of Clicks, Commerce, and Communication in the Age of AI
    Chapter 1: The Day the Internet Shook On August 22, 2022, Google rolled out the Helpful Content Update, a quiet but seismic shift. It marked the end of content-for-traffic and ushered in the era of content-for-humans. Entire verticals were decimated overnight: affiliate blogs, review farms, content mills all saw traffic
    StartupTalkyShubham Kumar

  • Shubhanshu Shukla Rockets into History as India’s First Space Traveler in 40 Years

    As the pilot of the SpaceX Dragon spacecraft launched for the highly anticipated Axiom 4 mission to reach the International Space Station (ISS), Indian Air Force Group Captain Shubhanshu Shukla has written history. After several delays, the liftoff occurred on June 25 at 12:01 p.m.

    Following the renowned Indian astronaut Rakesh Sharma, Shukla is the first person to visit the ISS in the past four decades. In 1984, Sharma was a member of the Salyut-7 space station, which was then owned by the Soviet Union, and spent eight days in orbit.

    Shukla, an Indian Space Research Organisation (ISRO) astronaut, is joined by mission specialists Slawosz Uznanski-Wisniewski of Poland and Tibor Kapu of Hungary, as well as former NASA astronaut and mission commander Peggy Whitson. Poland and Hungary will also be returning to space with the Axiom 4 mission, in addition to India.

    Mission Might Inspire Many Young Space Enthusiast- Shukla

    Shubhanshu Shukla, a native of Lucknow, Uttar Pradesh, expressed his hope that the mission will motivate a whole generation of youth before departing for a historic voyage to the International Space Station (ISS), much like the first Indian to travel into space, Rakesh Sharma, did in the past.

    The journey has been incredible, Shukla said. A person might truly sense that he is becoming a part of something far bigger than himself during these moments. He can only express how incredibly lucky he is to be involved in this.

     Through his quest, he sincerely hopes to motivate a whole generation back in the nation. He wants to take advantage of this chance to encourage children’s curiosity.

    His narrative would be a big success even if it only changed one person’s life. He went on to say that the way this worked out for him was that he probably found out he was travelling to Axiom about a week before he really arrived.

    He was very happy to be here. This gave him the chance to actually fly to space, which made him extremely delighted.

    Shukla’s ‘Skyful’ Experience

    Shukla, one of the four astronauts selected for ISRO’s Gaganyaan mission, was born in Lucknow, the capital of Uttar Pradesh, on October 10, 1985.

     In June 2006, Shukla received his commission in the IAF jet wing. He has 2,000 hours of flight experience in a variety of aircraft, including the Su-30 MKI, MiG-21, MiG-29, Jaguar, Hawk, Dornier, and An-32. He is a combat leader and seasoned test pilot.

    Shukla started a year-long rigorous training programme at the Yuri Gagarin Cosmonaut Training Centre in Star City, Moscow, in 2019 to refine the talents that would define his destiny, according to a news agency.

    He was announced by Prime Minister Narendra Modi on February 27, 2024, as one of India’s top astronauts training for Gaganyaan, the country’s first crewed spaceflight scheduled to launch in 2025.

  • Microsoft Hits Reset on Xbox Team with New Wave of Layoffs

    Next week, Microsoft Corporation will lay off a significant number of employees in its Xbox division as part of a larger restructuring effort.

    Deeper issues within the computer giant’s video game operations are indicated by the decision, which is the fourth significant round of layoffs to hit the gaming arm in as many months.

    An international media agency broke the story first, citing internal sources that said managers throughout the Xbox division were told to anticipate large layoffs.

    After Microsoft’s $69 billion acquisition of Activision Blizzard Inc. in 2023, the Xbox division, which is in charge of the company’s game consoles, first-party studios, and other entertainment platforms, has been under more pressure to increase profitability.

    Layoff Has Become a Regular Feature of Microsoft

    This most recent development follows earlier claims that Microsoft plans to cut thousands of jobs in customer-facing and sales professions by July 2025. The corporation had already laid off about 6,000 employees in May, and in the last two months alone, the number of job losses across all divisions has reached almost 7,000.

    One of Microsoft’s most affected divisions has been the Xbox team. The corporation let go of 1,900 workers at Xbox and the freshly acquired Activision Blizzard in January 2024. Microsoft later let off 650 more employees from its gaming division in September 2024.

    The division’s long-term capabilities were severely harmed by the closure of other Xbox subsidiaries as a result of earlier layoff waves. Although Microsoft has not issued an official comment, the reorganisation seems to be in line with a larger change in company policy that emphasises outsourcing and leaner teams.

    Microsoft said in April 2025 that it would reduce its in-house sales teams by depending increasingly on outside companies to offer software solutions to small and midsized organisations.

    The entire tech sector is still going through a difficult period. With weaker growth projections and increased demands for profitability, even the most profitable companies in the world are reassessing their cost structures.

    Microsoft is no exception, with its extensive portfolio that includes consumer games, cloud infrastructure, and enterprise applications.

    Microsoft’s Employees in a Panic Mode

    Microsoft’s long-term gaming strategy is called into question by the frequent waves of layoffs inside the Xbox division, which was originally thought to be a crucial pillar for customer involvement and upcoming metaverse efforts.

    Although the Activision Blizzard purchase was historic, analysts point out that the anticipated growth and synergy from the transaction have not yet materialised into observable financial gains.

    This might have led Microsoft’s executives to adopt a more stringent approach to cost management in the gaming industry. Employee worries are also anticipated to grow as a result of the impending cuts. Internal morale is said to be stressed as a result of multiple waves of layoffs in a very short amount of time, particularly within development and creative teams.

    As restructuring talks continue, many Xbox ecosystem personnel are still unclear about their future positions, according to Bloomberg. Broadly speaking, Microsoft’s drastic layoffs are part of a larger trend among large tech firms looking to simplify operations after the epidemic, as the hiring boom of 2020–2022 is now being replaced with efficiency and financial restraint.

  • AuraML Raises $1M Pre-Seed Round led by Turbostart to Power Generative Simulation for Industrial Robotics

    New Delhi June 25th 2025:- AuraML, a deeptech startup pioneering generative simulation for industrial and warehouse robotics, has raised $1 million in pre-seed funding. The round was led by global venture capital and accelerator fund Turbostart, with participation from DeVC, GSF Accelerator, IAN and other investors.

    Founded with the mission to reinvent how intelligent machines are trained and tested, AuraML’s simulation engine allows enterprises to model, test, and deploy robotic systems faster, safer, and more cost-effectively.

    With this funding, AuraML will double down on product development, expand its US footprint, and support enterprise pilots in warehouse automation, industrial robotics, and next-gen autonomous systems.

    Addressing the occasion, Mr Ganesh Raju, the founder of Turbostart, said, “There’s been a lot of chatter about India lacking deep IP-driven innovation. AuraML is a counterpoint. What they’re building has the potential to stand shoulder to shoulder with the best simulation platforms globally. Led by founders with incredible technical expertise, they’re proof that India’s tech stack is ready to take on the world.” 

    Developing high-performing robotic systems traditionally requires months of real-world testing and significant investment often amounts to hundreds of thousands of dollars in physical infrastructure. AuraML is evidently transforming this paradigm. Consider a typical warehouse robotics company: to operate efficiently, they must deploy hundreds of robots functioning in seamless coordination around the clock. These systems must demonstrate resilience to harsh and unpredictable environments, including low lighting, airborne dust affecting sensors, complex multi-agent interactions, and irregular object placements. AuraML’s technology significantly accelerates this process while reducing the reliance on costly physical trials.

    These companies spend months and sometimes years testing the robots in the real world, doing soft deployments where the robots need constant human monitoring. Testing is painstakingly slow and each new deployment at a new facility needs the process to be repeated. Traditional simulators fall short too, lacking the precision and scalability to be able to accurately model the real world. There are large sim to real gap problems and performance limitations.

    Sharing his thoughts, Mr Ayush Sharma, the Co-Founder and CEO at AuraML, said, “At AuraML, we see Robotics and Physical AI as the next great leap for humanity. Our role is to help accelerate these innovations by giving researchers and engineers the tools they need to build better and more intelligent robots. Today, India’s deeptech ecosystem is rising, and we are glad to be at the forefront and receive so much support. At AuraML, we want to show it is indeed possible to build companies doing fundamental GenAI research from India and we hope people join us in this mission. Indian researchers abroad now have a place back home if they choose to return.“

    AuraML addresses these challenges with their simulation platform that enables robotics companies to test their AMRs and autonomous forklifts across multiple real-world-like scenarios. The platform helps companies build robots that are better prepared for complex, dynamic environments by providing automated testing capabilities that reduce both time and costs compared to traditional physical testing methods.

    AuraML’s platform offers a range of powerful capabilities designed to streamline robotics development and testing. These include Text-to-World generation, enabling the creation of diverse digital testing environments, and advanced sensor noise simulation for LiDAR and camera data. The platform also supports multi-robot deployment testing through scalable cloud infrastructure and integrates seamlessly with existing robotics workflows. By shifting testing from physical to virtual environments,

    Delivering substantial savings in both cost and time, the platform aims to reduce what typically takes 6 months and $500K into 1 week at a fraction of the cost while maintaining safety and real-world applicability.

    About Turbostart:

    Turbostart is a sector agnostic venture capital and accelerator fund investing globally.

    About AuraML:

    AuraML revolutionizes real-world AI and robotics training through AuraSIM, a generative platform that transforms simple text prompts into sensor-rich, physically accurate 3D environments. By combining advanced simulations of LiDAR, radar, thermal, and optical data with a powerful synthetic data engine, AuraML enables scalable, industry-ready training and validation.

  • Lenskart Aims for the Spotlight: IPO DRHP Filing Expected in Early July

    In the first two weeks of July, the unicorn in the eyewear industry, Lenskart, will file DRHP for its IPO. It will opt for a public DRHP rather than the confidential DRHP route.

    Lenskart is choosing full public disclosure over the confidential IPO filing path with the Securities and Exchange Board of India (SEBI), which is what several of its competitors, such as Swiggy, Groww, Meesho, PhysicsWallah, and Boat, have chosen.

    The confidential route gives businesses flexibility and protection during the pre-IPO stage while preserving the privacy of sensitive business information during early regulatory examinations.

    A public file, on the other hand, instantly makes the DRHP available to the public, exposing all financial data, corporate specifics, and strategic intentions to inspection. Lenskart’s decision to be transparent points to a solid and planned business strategy.

    Massive IPO Plan Marking Lenskart’s Valuation at $10 Billion

    According to reports, Lenskart is getting ready for a big $1 billion IPO with a $10 billion valuation target. Its tremendous development and market leadership are reflected in this aim, which is almost twice its prior private market valuation.

    A group of top investment banks, including Kotak, Axis Capital, Citi, Morgan Stanley, and Avendus, have joined forces with Lenskart to oversee this massive IPO.

    The company’s confidence stems from its growing global footprint and its leading position in the Indian omnichannel eyewear market.

    Lenskart has a distinct competitive advantage because it presently has no direct competitors in the new economy sector, and Titan Eye Plus, its closest listed competitor, works on a much smaller scale.

    Financial Dynamics of Lenskart

    With a sales base of INR 5,427.7 crore, the company posted a loss of INR 10.15 crore in FY24. Despite being a loss, it greatly reduced losses by 84% when compared to FY23’s INR 63.7 crore, indicating a concentration on both expansion and strict financial control.

    An excellent measure of the company’s market penetration is the revenue growth of 43.2% in FY24 compared to FY23. The company has not yet released its financial results for FY25.

    Lenskart, which was founded by Peyush and Neha Bansal, Amit Chaudhary, Ramneek Khurana, and Sumeet Kapahi, has grown outside of India. Japan, Singapore, and the United Arab Emirates are among the important foreign markets in which it works.

    The business has made significant investments in international growth, including the purchase of the majority of the Japanese eyewear company OWNDAYS, which was estimated to be worth $400 million in 2023.

    With ambitions to create up to 400 new stores in Southeast Asian nations over the next two years, this calculated move intends to further establish the company as a global leader in eyeglasses.

    In Hyderabad, Telangana, Lenskart just started construction of the biggest eyewear facility in the world, which will serve both the domestic and international markets.

    ADIA, ChrysCapital, SoftBank, Alpha Wave, Temasek, and Fidelity are just a few of the well-known investors that have helped Lenskart collect more than $1 billion in capital to date, demonstrating their tremendous faith in the company’s business plan and future growth.