Life sciences and healthcare enterprises are sailing into uncharted waters. New care models, digital-first expectations and an explosion of data are reshaping how IT delivers value. While the traditional project-based IT approach has served well in delivering defined outcomes, it is now being reimagined by a product-based model that is more adaptive, iterative and aligned with evolving business needs. Agile and outcome-focused, this approach enables continuous improvement and faster time to value.
To explore how this shift is taking shape across the life sciences and healthcare industry, HCLTech Trends and Insights spoke with Shrikanth Shetty, Chief Growth Officer and Global Head, Life Sciences and Healthcare Industries at HCLTech.
Why product over project?
When asked about the benefits of moving from a project-based to a product-based model, Shetty explained the core rationale clearly: adaptability. “If you have to get anything done quickly, effectively and fast, you first have to cut the internal hierarchies and ensure that collaboration happens at the right level.”
In contrast, in a project-based model, there’s typically a fixed goal defined upfront. However, that clarity is becoming increasingly elusive in today’s evolving IT environment. “Nobody within an enterprise knows what that end goal from an IT project standpoint really is anymore. It’s constantly evolving. That’s where the product-aligned operating model makes a lot of sense. You’re working with your end user. You’re evolving and adapting to the changing needs,” he said.
This iterative, user-centered approach allows teams to deliver a minimum viable product quickly and improve it continuously based on real-time feedback. The outcome? Clearer alignment between IT efforts and business goals, achieved faster and with more flexibility.
Collaboration, culture and cross-functionality
One of the biggest wins of the product model, according to Shetty, is the way it transforms collaboration. “Instead of people having to create reams and reams of documents and communicating through those, they’re communicating in real time,” he says. Agile ceremonies like daily scrums have become the norm, fostering rapid iteration and reducing time to value.
Importantly, these teams aren’t just technical — they’re cross-functional. “You’re not only talking about technical people. You’ve got product owners, business stakeholders and delivery teams all working together,” he explained. This convergence helps break down silos and ensures faster decision-making, better alignment and more ownership across teams.
Shetty highlights a major cultural transformation in organizational decision-making, where cross-functional teams, spanning IT, business and operations, now collaborate directly rather than relying on hierarchical cascades. This shift toward real-time collaboration is fostering improved outcomes and deeper alignment among stakeholders.
Agile, with a dose of realism
Agile has long been hailed as a panacea for IT delivery challenges, but Shetty believes maturity has brought a healthy dose of realism. “Agile was supposed to be the silver bullet. But over time, enterprises have realized that it doesn’t work for everything. For instance, if it’s an SAP project with a fixed outcome and timeline, you don’t go Agile. But for customer-facing applications where the outcome evolves, Agile works beautifully,” he said.
This nuanced approach reflects the broader industry trend of “tailored agility,” knowing when and where to apply Agile practices for maximum value. Shetty also highlighted the cultural shift required to adopt Agile effectively. “It’s not enough to say you’re adopting Agile. If the people can’t cut hierarchies and collaborate in the right manner, it won’t go anywhere.”
Shetty and his team at HCLTech are helping life sciences and healthcare clients navigate this journey, focusing on what truly matters, speed, collaboration, adaptability and outcomes.
“The product model is helping our clients be very successful in rapidly meeting their business outcome goals. It’s not just about delivering technology anymore, it’s about delivering sustained value,” explained Shetty.
Enter GenAI and Agentic AI: A game-changer for IT operations
“There’s no IT discussion today without GenAI or Agentic AI being mentioned,” he said. “We’re seeing huge demand from clients to infuse AI into existing IT operating models, be it for incident, change or problem management.”
At HCLTech, solutions like AI Force and AI Foundry are bringing this vision to life. These frameworks are enabling the creation of intelligent agents, or agentic bots, that automate core IT functions. “You used to need a human for everything. Now, with the right AI agent, you can manage entire workflows autonomously,” he added.
Shetty underscores that the adoption of AI must be rooted in tangible, measurable outcomes—not driven by hype. He states that enterprises are seeking clear returns on investment, cost efficiencies, revenue growth, and enhanced user experiences. If AI can consistently deliver on these fronts, organizations are not only willing but eager to scale its implementation across their operations.
Shetty believes we’ve only scratched the surface of AI’s potential in IT operations. While the full scope of “what’s possible” remains hazy, he sees early signs of a transformative shift. “I’m an AI optimist,” he said. “We’re entering a virtuous cycle, where AI-driven improvements in IT lead to better business performance, which in turn enables greater innovation for end users.”
He’s particularly excited about the pragmatic direction HCLTech is taking. “Our customers are asking how we can embed AI in everything, from transformation to operations. With AI Force and AI Foundry, we’re helping them do just that, practically and predictably,” explained Shetty.
The convergence of agile culture, product thinking and AI-powered automation is fundamentally changing how IT delivers value. As enterprises look to modernize, the question is no longer if these changes will happen, but how fast and how effectively.
