
Tariffs have led to caution in the life sciences segment: Cognizant's Gummadi
Bengaluru: As clients look for cost optimisation, they aim to break silos and move towards consolidating their IT services partners.
"They want a partner who can give end-to-end solutions," Surya Gummadi, President of the Americas business at
Cognizant
, said during the recent Bank of America Securities 2025 Global Technology Conference.
With GenAI disrupting businesses, Gummadi felt pricing will evolve significantly in the next six months as clients move towards outcome-based pricing.He said AI brought a great deal of uncertainty, adding to the macroeconomic pressures.
That, he points out, is the difference between the previous cycles of the economic crisis. He, however, believes GenAI will create newer opportunities for Cognizant.
Meanwhile, the tariff war triggered by US President Donald Trump impacted business sentiment in life sciences, product and manufacturing, as well as retail, he told Bank of America analysts.
"There is some caution in the healthcare space. Tariffs have led to caution in the life sciences segment. Product and manufacturing clients are dealing with tariff uncertainty, and retail clients have also shown it in their guidance.
All this is having a cascading effect on IT projects," Gummadi said. Despite the tough environment, Cognizant signed three mega deals by the end of the second quarter.
Cognizant started to see an uptick in deal momentum, in general. Compared to 2023, when the firm signed 17 large deals, the New Jersey-headquartered IT services firm signed 29 large deals in 2024. In a choppy environment, CTS managed to get an extension of its contract with the healthcare client, which is a $1 billion deal. The full-year trailing 12-month booking for 2024 was $27.1 billion.
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2 hours ago
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She's running a CNC machine designed for someone taller, stronger—but they raised the platform instead. Her job wasn't taken. It was made possible. She oversees the system now. And when she sends money home, there's no debate anymore about whether girls can handle mechanical work. Also read: Indian companies lag in workforce upskilling amid AI disruption, job cuts And then there's Bengaluru. The coders I met had barely started. A few months in, then gone. Not for bad performance. Just… gone. Their work was handed to tools they weren't trained to supervise. Their seniors—some drawing seven-figure salaries—were asked to leave too. One of them said most of his severance would go into a detox trip. We all laughed. But it didn't feel funny. Same tool. But in Parbhani, it buys time. In Jaipur, it makes the job possible. In Bengaluru, it ends it. **** There's something I've been noticing everywhere lately—in factories, hospitals, GCCs, even small startups. Someone in the room knows how to work with the AI. Not just use it, but shape it. Prompt it right. Catch when it's wrong. That person sets the tone for how work flows. And then there's everyone else. Trying to keep up. Hoping they're not left behind. It's not just a skill gap. It's who gets the confidence to speak up. Who gets the permission to push back when the machine's answer doesn't feel right. Who gets to set the rules for how AI shows up—and who's left cleaning up after it. One founder told me straight: 'We're not hiring another ops exec. We're hiring someone to manage the agents." The job still exists. It just looks different now. And the person who knows how to talk to the machine gets to decide how everyone else works around it. That's the shift I can't ignore. It's not about mass layoffs. It's about brutal sidelining. Not fired. Still on payroll. But it is no longer in the loop. *** I keep coming back to something Andy Grove once said. Intel was stuck in the memory chip business, losing ground fast. Grove turned to CEO Gordon Moore and asked, 'If we were fired, and the board brought in someone new, what do you think they'd do?" Moore said, 'They'd get us out of memories." Grove paused, then said, 'Then why don't we walk out the door, come back in, and do it ourselves?" And that's what they did. They walked back in and changed the company. Also read: Microsoft envisions a web driven by AI agents. What will it look like? What stayed with me wasn't the decision itself—it was the mindset. They gave themselves permission to reset. Same chairs. Same table. Just a different way of thinking. Most people I meet don't get to do that. In every workplace I've visited lately—factories, hospitals, GCCs—there's always someone who gets to reframe the game. The person who speaks up, shapes the tool, sets the tone. Everyone else is just trying to stay in the room. Or figuring out the exit. *** I asked Dr. Chaitanya if he ever worries AI will take over his work. He didn't hesitate. 'I just don't want to miss what matters," he said. 'Let the machine help with the rest." Chandni said the same thing, in different words. 'If it helps us do the work better, why fear it?" Neither of them were trying to protect their turf. They just wanted the tools to hold up when it counted. When they're tired. When something's easy to miss. When a mistake can't be undone. They weren't talking about AI as a threat. They weren't talking about it as the future. They were talking about the work—what it asks of them, what it gives back, and what they still want to hold on to. ***** So yes, people will need to learn. New tools, new ways of working, new habits. That's always been part of work. But before any of that, they need a little space to figure things out. To ask questions without sounding slow. To try, to fumble, to not know right away—and not be punished for it. Because the bigger risk isn't that AI takes your job. Also read: Why AI is central to the new browser wars It's that you're still in the role, still showing up every day—but slowly pushed out of the decisions. Not because you can't contribute. But because no one gave you the chance to learn how. And by the time you notice what's changed, the work has already moved on—without your voice in the room. Pankaj Mishra is a journalist and co-founder of FactorDaily. He has spent over two decades reporting on technology, startups, and work in India with a focus on the people and places often left out of the spotlight.