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    How Mukesh Ambani plans to shape India’s AI future?

    Mohammed Fahad
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    How Mukesh Ambani plans to shape India’s AI future?
    • Reliance forms partnerships with Google Cloud and Meta to catch up with US and China in the AI race.
    • Google Cloud to set up a massive data centre in the western city of Jamnagar while Meta to deliver enterprise-grade, Llama-powered AI solutions.

    It was a day to remember at Reliance Industries’ 48th annual general meeting—a Friday buzzing with announcements, ambition, and the unmistakable energy of Mukesh Ambani himself.

    There he was, at the heart of India’s business arena, unveiling a plan that sounded both futuristic and deeply personal: he would build the backbone of India’s artificial intelligence dreams. The world’s eyes—and those of every tech enthusiast—seemed to follow his every word.

    Ambani’s vision? A new subsidiary called Reliance Intelligence, poised to become India’s own engine for AI innovation. The audacity was unmistakable; he wanted nothing less than to match countries like the US and China in the AI race.

    “Reliance Intelligence will be the home for world-class researchers, engineers, designers, and product builders,” Ambani declared. In that moment, the promise of blending fast-paced research with rigorous engineering felt palpable.

    The plan thundered to life with a high-profile handshake: Reliance’s strategic partnership with Google Cloud. Together, they would set up a dedicated AI cloud infrastructure, starting with a massive data centre in the western city of Jamnagar.

    Bold new horizon

    Leveraging Jio’s pervasive network and Reliance’s energy empire, this new backbone would serve enterprises, developers, startups, and government offices—all eager to plug into India’s AI future.

    Sundar Pichai, CEO of Google and himself a son of Indian soil, appeared—if only on screen—to bless the union. “Google Cloud is not only powering Reliance’s mission-critical workloads,” he enthused, “but we’re collaborating on advanced AI initiatives. And this is just the beginning.”

    The details of Google’s investment remained veiled, but the partnership itself painted a bold new horizon for both companies.

    Ambani’s masterstroke didn’t stop there. He announced a joint venture with Meta—parent of Facebook and WhatsApp, and a marquee tech investor in Jio since 2020. The plan: to pool technical muscle and capital (Rs8.55 billion, with a 70:30 Reliance-Meta split) to deliver enterprise-grade, Llama-powered AI solutions.

    This platform would give Indian companies the tools to deploy, manage, and customize generative AI for uses spanning marketing, sales, IT support, and finance. Pre-configured solutions and a buffet of AI tools would help businesses leapfrog into tomorrow.

    Reliance courting OpenAI

    Mark Zuckerberg, Meta’s CEO, chimed in with his own promise: “With Reliance, we’re putting Llama models into real-world use.” But, as always, deals are not made at lightning pace—the joint venture still awaits the regulatory green light, with closure expected in late 2025.

    The story swirled with even more intrigue when whispers emerged of Reliance courting OpenAI. The AI darling had freshly launched its affordable ChatGPT subscription for India and was busy planting its flag in New Delhi. Sources winked that an announcement might come during Sam Altman’s next visit to India—a plot line still shrouded in secrecy.

    Meanwhile, rival Bharti Airtel had not been idle—offering its 360 million subscribers a year’s worth of Perplexity Pro and keeping the AI fires burning on its patch.

    Reliance’s credentials in the digital game were already sparkling. The company had inked earlier deals with Microsoft on Azure for Indian businesses and watched its consumer-focused JioAICloud chalk up 40 million users. Now, the service threw in 100GB of free storage, new voice search, and a playful AI Create Hub—think photo transformations and video collages, all at the tap of a finger.

    But Ambani always aimed to dazzle. At the AGM, he paraded AI-powered JioFrames smart glasses—snap-on, stylish, and India’s answer to global gadgets like Ray-Ban Meta and Snap’s Spectacles. And the streaming platform JioHotstar?

    With over 600 million users (300 million paying!) just three months into its launch, it had become an AI showcase. Features like the “Riya” voice assistant and real-time content translation using AI-voice cloning and lip-syncing now brought movies to every corner of India in a tongue people could call their own.

    The feel on the ground? India was not just participating in the AI revolution—it was beginning to shape it. From Gujarat’s data centers to boardrooms across the world, Mukesh Ambani’s push set the stage for a new digital story—one built on vision, partnerships, and a belief that India’s billion-strong heart could dream even bigger.

    Agentic AI to revolutionise enterprise applications by 2035

    TCN Bureau
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    Agentic AI to revolutionise enterprise applications by 2035
    • Future of enterprise software will be written by those who embrace agentic AI not merely as a tool, but as a transformative partner in shaping tomorrow’s business landscape.
    • Gartner urges technology leaders and CIOs to act within the next three to six months to prepare for this paradigm shift.

    As digital transformation accelerates, businesses are bracing for a seismic shift in enterprise software, driven by advancements in agentic artificial intelligence (AI).

    Gartner Inc., a leading provider of business and technology insights, forecasts that 40 per cent of enterprise applications will integrate task-specific AI agents by 2026, a significant increase from today’s rate of less than 5 per cent.

    These projections signal not just incremental improvements, but a fundamental transformation of how organisations operate, collaborate, and compete.

    According to Gartner’s latest analysis, agentic AI stands to capture approximately 30 per cent of all enterprise application software revenue by 2035, reaching over $450 billion. In comparison, this figure sat at just 2 per cent in 2025.

    The rapid rise underlines the urgent need for businesses to devise clear strategies for AI adoption, as the next few quarters represent a critical inflection point for gaining competitive advantage.

    Anushree Verma, Senior Director Analyst at Gartner, explains, “AI agents are evolving rapidly, progressing from basic assistants embedded in enterprise applications today to task-specific agents by 2026 and ultimately multiagent ecosystems by 2029.”

    Verma notes that this development is transforming enterprise software from tools that merely enhance personal productivity into dynamic platforms for autonomous collaboration and workflow orchestration.

    Gartner describes the maturation of agentic AI in five strategic stages, each requiring informed management and targeted investment:

    Stage 1: Embedded AI Assistants (2025)

    By the close of 2025, practically every enterprise application is expected to include an embed AI assistant. These systems will enhance task efficiency and user interaction but will continue to require human initiation and supervision. Gartner cautions organizations against “agentwashing”—misclassifying basic assistants as autonomous agents.

    For CIOs, the immediate challenge is to create seamless experiences by integrating these assistants through robust application programming interfaces (APIs), thus shifting the focus from application-centric to interaction-centric workflows.

    Stage 2: Task-Specific AI Agents (2026)

    By 2026, Gartner anticipates a leap from mere assistance to the deployment of AI agents specialiSed in distinct tasks, such as project management, customer service, or incident response. With 40 per cent of enterprise applications projected to include such agents, business leaders must implement strong security and governance frameworks to manage autonomous operations and ensure compliance.

    Stage 3: Collaborative AI Agents (2027)

    The following stage emphasiSes collaboration among multiple AI agents within an application. Gartner suggests that by 2027, a third of agentic AI deployments will feature multi-agent ensembles working in tandem to address complex and evolving business needs. This transition will require rigorous adoption of interoperability standards and new protocols to foster seamless machine-to-machine communications.

    Stage 4: Ecosystems of AI Agents (2028)

    In 2028, agentic AI will extend across application boundaries, linking specialised agents into cohesive networks that serve broader organisational objectives.

    This will spark a transformation in enterprise software delivery, shifting user experiences from individual application interfaces to agent-driven front ends. As a result, organisations will need to rethink business models, pricing strategies, and governance structures to promote trust, transparency, and ethical use of AI technologies.

    Stage 5: Democratised Agentic AI (2029 and Beyond)

    By 2029, Gartner estimates at least 50 per cent of knowledge workers will directly participate in the design, governance, and deployment of AI agents for enterprise needs.

    This democratisation will be supported by standardised protocols, enabling agents to autonomously sense their environment, orchestrate multifaceted projects, and address an expansive array of business requirements.

    Pioneers who invest early will set industry standards, while others risk falling behind as AI agents become as integral to daily operations as smartphones are today.

    Gartner urges technology leaders and CIOs to act within the next three to six months to prepare for this paradigm shift. Prioritising integration, workforce readiness, security, and governance now will determine which organistions emerge as leaders and which struggle to adapt.

    The future of enterprise software will be written by those who embrace agentic AI not merely as a tool, but as a transformative partner in shaping tomorrow’s business landscape.

    US acquires 10% stake in Intel for $8.9b

    Naushad K. Cherrayil
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    US acquires 10% stake in Intel for $8.9b
    • Trump is linking national security interests with aggressive industrial policy: giant government investments in semiconductors, rare earths—and even creative “pay-for-play” deals with AI titans like Nvidia.

    US President Donald Trump announced that the United States would take a 10 per cent stake in struggling chip giant Intel. The surprise move is turning heads—not just for its size ($8.9 billion), but for how boldly the White House is inserting itself into America’s corporate engine room.

    The US government has agreed to purchase 9.9 per cent of Intel, making them a real heavyweight in the legacy chipmaker’s future. The purchase price? $20.47 per share, which is a relatively sweet deal, considering Intel closed Friday at $24.80. That’s about $4 below the market—nothing to sneeze at for taxpayers footing the bill.

    To pay for the shares, the White House is tapping two big sources: $5.7 billion in still-unspent Chips Act grants and $3.2 billion slated for a project called Secure Enclave. Together, those funds make the acquisition possible without needing a new Congressional fight over spending.

    High-stakes negotiations

    Intel’s CEO, Lip-Bu Tan, has had a whirlwind month. He was called to a tense sit-down with President Trump earlier in August—a meeting originally triggered by Trump’s fiery call for Tan to quit over his history with Chinese firms.

    Instead of walking out with a pink slip, Tan seems to have walked away with $10 billion for Intel and a deal that’s got tongues wagging across the financial sector.

    After the accord, Commerce Secretary Howard Lutnick didn’t waste a minute declaring: “The United States of America now owns 10 per cent of Intel.” He emphasised that the transaction was “fair to Intel and fair to the American People,” positioning it as a win-win—though critics may see it differently.

    A pattern of unusual moves

    Friday’s Intel investment is only the latest in a string of extraordinary government interventions:

    • The US clinched a deal with Nvidia: it must let Washington receive a 15 per cent cut of H20 AI chip sales to China.
    • The Pentagon is about to become the biggest shareholder in a lesser-known rare earth magnet maker.
    • The government snatched up a “golden share” with powerful veto rights as Nippon Steel seeks to acquire US Steel.

    These policy pivots are stirring discomfort among critics who worry that ever-deeper government entanglement could reshape how risks are calculated in corporate America.

    Why Intel? Why now?

    Intel has suffered a bruising two years, posting an eye-popping $18.8 billion loss in 2024—the first red ink the company’s seen since the 1980s. Their once-mighty foundry business is coughing and wheezing, falling far behind Taiwan’s TSMC in technology and market share.

    The White House also insists it’s not seeking similar deals with other chipmakers, like TSMC or Micron, for now.

    But overall, Trump’s break-the-mold approach is clear. He’s linking national security interests with aggressive industrial policy: giant government investments in semiconductors, rare earths—and even creative “pay-for-play” deals with AI titans like Nvidia.

    It’s a bold and risky path, and the results are bound to ripple through both the economy and policy debates for years to come.

    Alleged MEW Kuwait data breach exposes 21,000 employee records

    TCN Bureau
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    Alleged MEW Kuwait data breach exposes 21,000 employee records

    It’s unsettling to witness a fresh cyber threat hitting Kuwait’s critical infrastructure—this time, targeting the Ministry of Electricity & Water (MEW Kuwait).

    According to Daily Dark Web, a threat actor claims to have breached MEW Kuwait’s internal systems, placing sensitive data at risk and shaking confidence in the protection of government operations.

    The breach, announced on a cybercrime forum, involves the sale of a database allegedly containing personal and technical details of over 21,000 ministry employees.

    What’s allegedly exposed?

    According to the post from the threat actor, the compromised dataset originates from MEW Kuwait’s official domain, mew.gov.kw, and is being offered for sale at a surprisingly low price: $400. The breach is said to include the following information:

    • Employee names in Arabic
    • Telephone numbers
    • Work locations, specifically including the Main Ministry Building
    • Device information such as operating system versions and phone models (e.g., iPhone, Samsung)
    • Registration statuses and precise timestamps

    Potential implications

    If the claims are true, the leak presents multiple risks:

    • Personal Risk to Employees: Exposure of personally identifiable information (PII) could make employees targets for phishing, social engineering, or even real-world threats.
    • Operational Security Threats: Details about work locations and registration data could permit bad actors to map the organisational structure and plan more sophisticated attacks, including physical threats to facilities.
    • Technical Risks: Device information might be exploited to craft tailored mobile attacks or malware campaigns based on known vulnerabilities in the identified equipment and OS versions.

    Kuwait’s Ministry of Electricity & Water is essential to the nation’s daily life, running facilities that millions depend on. A successful breach could undermine not only the ministry’s operations but also public trust in critical infrastructure security across the country.

    CPaaS moves to centre stage in digital transformation

    Naushad K. Cherrayil
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    CPaaS moves to centre stage in digital transformation
    • CPaaS providers no longer settle for basic communications APIs—instead, they’re embracing AI, customer data platforms and integration with a broad suite of business applications.
    • Telcos have naturally become key players in CPaaS, given their expertise in delivering communications at scale.

    Communications Platform as a Service (CPaaS) has evolved far beyond its origins as the foundation for omni-channel communications. Now, it plays a starring role in digital transformation strategies across industries.

    Today’s CPaaS providers no longer settle for basic communications APIs—instead, they’re embracing artificial intelligence (AI), customer data platforms (CDPs), and integration with a broad suite of business applications.

    The result? Enterprises can now craft customer experiences (CX) that are not just personalised, but also measurable and outcome-driven.

    Telcos are also jumping into the CPaaS ecosystem with both feet. Through strategic acquisitions, creative partnerships, and bold advances in network API capabilities, telecom companies are rapidly expanding their influence in the space.

    GlobalData, a leader in industry analytics, highlights that this ongoing convergence is reshaping how customer engagement is delivered, optimized, and quantified.

    Increasingly, CPaaS firms consider themselves not just as technology vendors, but enablers of change across marketing, sales, operations, and customer service. Deep integration of CDPs, AI—including generative AI—and business applications like CRM, contact centre, and workflow automation means that customer engagement is more targeted and impactful.

    Enterprises can measure success using hard metrics such as Net Promoter Score (NPS), Customer Satisfaction (CSAT), and click-through rates, turning engagement into a source of competitive advantage.

    Competitive landscape

    The CPaaS market remains fiercely competitive, with differentiation driven by innovation, ecosystem collaboration, and global reach. GlobalData recognises Twilio and Infobip as market leaders, while companies such as Proximus Global, Sinch, Tata Communications/Kaleyra, and Vonage hold strong positions with broad capabilities and deep industry partnerships.

    Only companies with significant market share, strong customer acceptance, bold vision, and resources to innovate are considered major global competitors. This is reflected in the scope and ambition of their platforms, which increasingly serve as hubs for unified communications, seamless integrations, and innovation at scale.

    The new battleground

    According to GlobalData Research Director Siow Meng Soh, rapid innovation—especially in AI and agentic AI—has become a differentiator among CPaaS vendors.

    These technologies empower businesses to automate customer interactions and deliver hyper-personalised services, strengthening loyalty and operational efficiency.

    Trust also commands attention. CPaaS providers are focusing intently on fraud prevention and branded communications, aiming to deliver secure, reliable engagement.

    Telcos have naturally become key players in CPaaS, given their expertise in delivering communications at scale. Many telecom companies are now either developing proprietary CPaaS offerings or forging partnerships to provide integrated solutions to enterprise customers.

    The mergers and acquisitions trail explains some of this momentum: Tata Communications’ acquisition of Kaleyra, and Proximus Global’s additions of Telesign and Route Mobile, underscore the growing clout of telecoms in the CPaaS sector.

    Moreover, industry heavyweights like Vonage, Infobip, Proximus Global, and Sinch are actively extending their CPaaS reach by collaborating with telco partners worldwide.

    New capabilities

    Ecosystem collaboration continues with alliances involving companies like Aduna and Nokia, aimed at bolstering network API capabilities. The initial push centers on fraud prevention, but the roadmap includes enabling advanced services such as quality-on-demand (QoD) and industrial automation, signaling a wider horizon for CPaaS-enabled innovation.

    Soh said  that CPaaS is entering a pivotal era where value is measured not just by technology, but by trusted, outcome-driven engagement at scale.

    “The future winners will be those who deftly balance innovation, ecosystem partnerships, and the delivery of tangible business results—while never losing sight of the imperative for trust and security.”

    US privacy protections at risk from EU and UK rules, FTC warns

    Naushad K. Cherrayil
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    US privacy protections at risk from EU and UK rules, FTC warns
    • Warnings are part of a broader effort by the Trump administration to resist foreign regulatory agendas imposing on US tech firms.
    • Big fear is that governments abroad could pressure companies into adopting broad, uniform policies for the sake of efficiency—policies that might inadvertently endanger free speech or dilute robust US data protections.

    The US Federal Trade Commission has raised red flags with some of the world’s biggest tech companies—like Apple, Alphabet, Amazon, Microsoft, and Meta—about how they handle new international regulations.

    FTC Chairman Andrew Ferguson issued a strong warning: if tech giants try to follow new British or European rules by weakening privacy and data security for American users, they could find themselves on the wrong side of the US law.

    Ferguson’s concerns centre on sweeping European reforms such as the EU Digital Services Act and the UK Online Safety Act, both designed to control illicit and harmful online content. British legislation like the Investigatory Powers Act adds another layer of complexity by demanding access to encrypted data.

    Big fear

    According to Ferguson, the big fear is that governments abroad could pressure companies into adopting broad, uniform policies for the sake of efficiency—policies that might inadvertently endanger free speech or dilute robust US data protections.

    “Foreign governments seeking to limit free expression or weaken data security in the United States might count on the fact that companies have an incentive to simplify their operations and legal compliance measures by applying uniform policies across jurisdictions,” Ferguson cautioned.

    These warnings are part of a broader effort by the Trump administration to resist foreign regulatory agendas imposing on US tech firms.

    Recently, American officials reported a small victory when Britain pulled back from its original demand that Apple create a special “backdoor” into its encryption for law enforcement access—something US privacy advocates fiercely oppose.

    Around the same time, the US government ramped up lobbying efforts against Europe’s new digital laws, urging its diplomats to make their case across EU capitals.

    In light of this regulatory maze, Ferguson has now invited leaders from both major and smaller tech outfits—including X, Signal, and Slack—to sit down with his team.

    The agenda? To figure out how these companies can responsibly navigate clashing rules without sacrificing the privacy and free speech rights Americans expect.

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