The most crucial consideration that determines the success of digital transformation over time is interoperability as most enterprises are running in environments that have multiple clouds, business applications, and legacy systems. Manish Gupta, MD & Country Head, Liferay India exclusively claims to Rajneesh De, Group Editor, APAC Media & CXO Media that with Liferay AI Hub, organizations can deploy AI agents within their existing compliance and access control frameworks, without having to rebuild what already works.
India is rapidly becoming an AI-first economy. From your conversations with enterprise leaders, what fundamental shifts are you seeing in the way organisations are approaching business transformation because of AI?
One noticeable shift is that AI is no longer being viewed as a standalone technology initiative. Enterprise leaders are asking a different set of questions today. Instead of focusing on which AI model to adopt, they are evaluating how AI fits into their broader business strategy and whether their existing digital infrastructure is ready to support it. There is also greater recognition that AI cannot deliver meaningful outcomes in isolation.
The quality of enterprise data, integration between systems, governance frameworks, and the ability to connect customer and employee experiences are becoming equally important. Businesses are increasingly looking at AI as an enabler of better decisions and more intuitive digital experiences rather than simply a tool for automation.
Many organisations have invested heavily in AI pilots, yet relatively few have achieved enterprise-wide transformation. What separates companies that successfully scale AI from those that remain stuck in experimentation?
It usually has nothing to do with technology; it’s about preparation. Those organisations that successfully scale AI typically start with a robust digital infrastructure that already integrates enterprise data, business applications and customer contact points. They set business goals before implementing AI, not just because it’s available.
In contrast, businesses that are still in the pilot phase may find that their fragmented systems, data mismatches or governance issues make it difficult to continue. The best way for AI to be beneficial is when it becomes a daily part of the business workflow. This means integration, leadership commitment, a long-term strategy, and not just a bunch of isolated proof-of-concept projects.
Digital transformation has often been measured by technology adoption. Going forward, what metrics do you think enterprises should use to determine whether transformation efforts are actually delivering business value?
Technology adoption is only one part of the picture. A successful transformation should ultimately be measured by business outcomes. Enterprises need to evaluate whether digital investments are reducing customer effort, improving employee productivity, shortening decision-making cycles, and increasing operational agility.
Another important indicator is how quickly organisations can respond to changing customer expectations or market conditions without rebuilding their technology landscape. We are also seeing greater focus on customer retention, digital self-service adoption, and the ability to reuse digital capabilities across multiple business functions. When technology becomes easier to scale and delivers measurable improvements across the organisation, that is a much stronger indicator of transformation success than deployment numbers alone.
Customers increasingly expect seamless experiences regardless of the channel they interact through. What capabilities will define the next generation of enterprise digital experiences?
Customers no longer differentiate between channels; they simply expect every interaction to feel connected. That means enterprises need to move beyond managing individual websites or applications and instead create unified digital experiences supported by shared data and business processes. AI will certainly play an important role, but it works best when combined with strong integration, intelligent content management, and secure access to enterprise knowledge.
The next generation of digital experiences will also depend on greater adaptability. Organisations need platforms that can evolve as customer expectations change without requiring large-scale redevelopment. Ultimately, the ability to combine personalisation, governance, and interoperability will define the digital leaders of the future.
Composable architecture promises greater flexibility, but it also requires organisations to rethink how they design and manage digital ecosystems. What strategic considerations should business leaders keep in mind before making that shift?
While many believe that composable architecture is just another technology choice, the truth is, composable architecture is actually a business strategy. Flexibility is the key benefit, in that composable architectures enable companies to implement new features without a complete redesign of all technology pieces. Nevertheless, the true benefit of flexibility can only be achieved if there is an architectural vision.
First and foremost, business executives must recognise what features need to be developed independently and those that require standardisation. They must also give priority to such issues as interoperability, governance, and security right from the beginning. Composable architecture will make everything easier, not harder.
As enterprises continue to invest in cloud, AI, and modern applications, how important has interoperability become in ensuring long-term digital resilience?
One of the most crucial considerations that determines the success of digital transformation over time is interoperability. Today, most enterprises are running in environments that have multiple clouds, business applications, and legacy systems. The challenge is no longer in adopting new technologies; it’s in getting them to integrate well and avoid creating disjointed experiences.
A seamless exchange of information allows organisations to react more quickly to evolving business demands, rapidly adopt new digital functionality with minimal disruption, and make better use of enterprise data. Interoperability is the key to resilience in many respects. It provides companies with the flexibility to adapt their technology environment without having to rely on previous choices made years ago.
As a solution provider driving AI-powered digital transformation for enterprises, what are the key pillars of Liferay’s GTM strategy?
Our GTM strategy is built around a simple principle: AI should solve real business problems, not become another layer of complexity. We work with enterprises to embed AI into their existing digital ecosystems in a way that improves customer, employee, and partner experiences while aligning with their business objectives. Security and governance are central to this approach.
With Liferay AI Hub, organizations can deploy AI agents within their existing compliance and access control frameworks, without having to rebuild what already works. At the same time, our open, API-first architecture enables enterprises to integrate modern AI capabilities with existing systems, while low-code tools help business teams build and deploy AI-powered workflows faster and with greater flexibility.
What are Liferay’s unique differentiators compared to competitors who handhold enterprises through digital transformation?
Every enterprise has a different digital maturity journey, which is why we believe flexibility is one of the most important differentiators. Rather than asking organizations to replace existing systems or adopt a proprietary approach, we help them build on the technology investments they have already made. Liferay is particularly strong in complex enterprise environments such as customer portals, employee intranets, and B2B platforms, where security, scalability, and integration with multiple backend systems are essential.
Our open architecture, low-code capabilities, and strong partner ecosystem give organizations the guidance they need while allowing them to retain control of their digital strategy. This approach enables enterprises to innovate at their own pace, without vendor lock-in or unnecessary operational complexity.
