Trump’s return could redefine the rules of trade and technology, prompting Indian companies to prepare for new geopolitical challenges, says Mesek-Piskorski.

India is witnessing a digital transformation through initiatives such as Digital India and Startup India, along with advances in e-commerce, artificial intelligence and telemedicine. In an interview with Business Today, Misiek Peskoski, Dean of Executive Education and Professor of Digital Strategy, Analytics and Innovation at the International Institute for Management and Development (IMD), Switzerland, discussed the challenges Indian companies face in digital adoption, the disparity in digital maturity, and the potential policy shifts that may arise from a presidency Trump second. Edited excerpts:

BT: What challenges do Indian companies face in digital adoption, and how are healthcare and manufacturing responding differently?

deputy: As Indian companies accelerate their transition to the digital age, they face two key challenges: closing wide internal adoption gaps and preparing for global policy shifts that could redefine their strategies. On the one hand, executives must tailor digital efforts to industries with vastly different maturity levels — such as healthcare and manufacturing — and align transformation with sustainability. On the other hand, they must remain alert to geopolitical changes, especially if Donald Trump returns to the US presidency and reshapes the rules of international trade and technology.

India’s digital adoption is far from uniform. Health care provides promising examples. Telemedicine platforms, now common at major hospital chains like Apollo, have become widespread as the pandemic has pushed patients online. AI-based diagnostics and electronic health records are gaining ground. However, in manufacturing, old habits die hard. Automotive giants like Mahindra & Mahindra are leveraging IoT-based systems for predictive maintenance, but many small workshops in places like Ludhiana or Tiruppur still rely on manual processes. Concerns about cost, workforce skills gaps and aging infrastructure are slowing adoption of this technology, leaving a patchwork of capabilities across the country.

Small and medium-sized companies are feeling these pressures acutely. These companies are often family-run and are cautious about investing heavily, needing tangible benefits before embracing change. However, success stories are emerging. For example, apparel exporters in Tirupur are using cloud-based inventory management and digital payments through India’s thriving fintech ecosystem. Government-backed incubators and affordable digital tools are making the transition easier, replacing old spreadsheets with mobile-first solutions. As more SMEs see how technology can streamline supply chains, improve customer access, and enhance efficiency, they are gaining the confidence to continue investing.

BT: How are AI and sustainability driving digital transformation in India, and how are companies integrating both to future-proof their operations?

deputy: Among the technologies fueling change, artificial intelligence stands out. Across sectors, this technology is no longer a future luxury, but rather an enabling tool today. E-commerce giants like Flipkart are deploying AI-based chatbots for customer service. Agritech startups are using machine learning to predict crop yields and help farmers plan better. Healthcare providers are analyzing patient data to predict outbreaks, while manufacturers are relying on artificial intelligence to reduce downtime and improve production. As these tools mature, industries, from finance to logistics, could see faster decision-making, reduced waste, and better user experiences.

Sustainability is another priority in a resource-sensitive market like India. Digital transformation provides tools to achieve environmental goals: artificial intelligence reduces energy use in data centers, digital platforms reduce food spoilage by connecting farmers directly with consumers, and analytics help companies like Tata Power optimize energy consumption.

CEOs increasingly realize that digital transformation is not just about new technology, but also about long-term environmental stewardship. By putting sustainability at the heart of their strategies, Indian companies can future-proof their operations and differentiate themselves in a global market that increasingly values ​​responsible growth.

BT: What should Indian CEOs focus on as they drive digital change?

deputy: First, they must view transformation as an endeavor that puts people first. Investments in technology only pay off when employees understand and accept it. Improving worker skills, fostering a culture of experimentation, and building cross-functional teams can make the difference between stagnation and successful innovation.

Collaboration is equally important. Large manufacturers may collaborate with nimble fintech startups for payment solutions, while healthcare providers collaborate with analytics companies to gain insights into patient data. CEOs who leverage networks across industries can accelerate their digital agendas. At the same time, keeping up with regulatory changes – from local data protection laws to international standards – is crucial. Flexibility and foresight can help companies avoid political risks and take advantage of new opportunities.

Adaptability is key. The digital landscape moves quickly, and the ability to focus—to change product lines, target new customer segments, or forge new partnerships—separates the leaders from the laggards. Indian CEOs should learn not only from global technology giants, but also from each other’s best practices. Sharing experiences can uplift everyone and help build a strong national digital ecosystem.

BT: How can Indian companies prepare for political shifts as Trump returns to the US presidency?

deputy: India’s digital ambitions do not unfold in isolation. The policies that emerged during the first Trump administration—tighter trade barriers, tougher visa rules, and tighter oversight of foreign investments—taught Indian companies the importance of flexibility. IT companies that rely on American customers have had to diversify markets, while e-commerce companies have grappled with data localization requirements. These shifts have highlighted the need for scenario planning, compliance strategies, and reduced reliance on individual markets.

In a second Trump presidency, Indian companies will have to adapt again. Software services exporters may look more aggressively to Europe or Southeast Asia. Data-driven companies must prepare for potential restrictions on the flow of data across borders. By studying how US companies have adapted in the past – focusing on compliance, securing supply chains, and developing proprietary technologies – Indian companies can better prepare for new regulatory shifts.

On the other hand, policymakers and industry associations in India can strengthen domestic digital ecosystems to mitigate external shocks. Stronger data governance frameworks, robust cybersecurity measures, and balanced business partnerships will all help ensure Indian companies remain competitive, regardless of geopolitical shifts.