This has also given rise to a new "global delivery model": first go to the customer's company to get their request, return to India to develop this software, deliver it globally, and finally do some maintenance.

Image source: Visual China

Titanium Media Note: June 15th news, foreign media published an article saying that India's prosperous IT industry has finally stagnated.

Due to the low labor costs in India, Americans have been outsourcing their work to India for a whole generation. This has also given rise to a new "global delivery model": first go to the customer's company to get their request, return to India to develop this software, deliver it globally, and finally do some maintenance.

created this model exactly the first company listed in the United States in Indian history: Infosys ( Infosys 8). In India, companies such as Infosys (Infosys) have more employees than the combined Facebook and Google , creating a new middle class. This prosperity seemed to last forever.

But the rapid development of technology has put higher demands on India. At the same time, too many ordinary practitioners and the tightening of US government visa policies have caused India's IT industry to fall into anxiety. This article tells the prosperity and development process and current situation of India's IT industry, as well as the reasons for the current situation.

will now recommend the full text as follows, compiled by NetEase Technology and edited by Titanium Media:

html On March 15, a new advertisement appeared on the train and platform of the San Francisco BART system. "American technicians!" the ads persuaded in bold font under an image of a laptop screen showing raised fists. "Your company thinks you are expensive, not worthy of high compensation, can be sacrificed. Congress amends the H-1B bill, and businesses must find and hire American workers!" There are 350 posters in total, bought by an organization called Progressives for Immigration Reform for $80,000.

Some commuters complained that these ads were hostile to immigrants. A BART spokesman said the ads “defying our values” but it had no choice but to release them.

The actual target of those advertisements is not mentioned, but it is not difficult to see: Indian information technology outsourcing companies.

The US government provides 85,000 H-1B visas for every year, which means providing skilled workers with a renewable visa for three years. Indian tech companies usually receive more than two-thirds of their visas. is only a small part of the 4 million Indians working in IT services – but it is a crucial part.

There is a company that often applies twice as many visas as its closest competitors, dominating the H-1B visa process: Infosys (Infosys) based in Bangalore .

Unprecedented Age of Anxiety

Infosys was founded in 1981 and has a deep influence in the United States, although people usually find it difficult to detect. 60% of the annual revenue of Infosys is from the United States. It operates an IT center for Harley-Davidson, a company in Milwaukee, .

It has created an employee communication system for Kellogg’s in MI, and also an Obamacare trading platform for the District of Columbia. Lifetouch, a Minnesota-based school photo company, takes photos of more than half of American students. Infosys designs and operates a schedule system for it. Many other clients of Infosys have their names kept confidential - because the company handles too much proprietary information, and customers don't always want to reveal how much benefits they get from Indian labor. Although Bank of America and Apple are not listed as customers in the Infosys annual report, they reportedly brought the company two largest contracts.

Let's say that if you have deposits at a big bank, or use an iPhone, or shop online, you almost certainly use software designed or maintained by Infosys .

In the early stages of Infosys , its engineers mostly acted as inconspicuous digital construction workers and trustees, writing and testing software code for companies that don’t want to do it themselves.

Today, its 200,000 employees work in almost any work under the scope of expanding technical services, but it focuses on customizing software, i.e. customizing or developing software from a specific customer’s specific needs, which is why it requires so many H-1B visas.

For example, if Infosys is designing software to help clothing retailers manage their inventory (it has provided such services to companies such as Reebok and Nordstrom), part of its technical team will need to enter the retailer in order to study its operations and then accurately discover what kind of software it needs.

Infosys founder Narayana Murtie

In making India a country of computer genius in everyone's eyes, Infosys contributes more than any other company. For better or worse, it helped Bengaluru, a lush, leisurely city, transform into a congested metropolis.

The company's founder Narayana Murthy and his wife, writer and philanthropist Sudha Murty can be called the Bill Gates of India. “ Infosys creates the middle class in India,” said Kris Lakshmikanth, founder of a headhunter based in Bangalore. Infosys shaped IT industry now accounts for 9.3% of India's GDP.

But over the past year, Infosys and its competitors have entered an unprecedented era of anxiety.

Phil Fersht, founder of HfS Research, a leading analyst firm in IT services, noted, “The market is changing constantly – there is a lot of noise and confusion. The outsourcing level of IT services has dropped dramatically since Trump took office.”

As protectionism in the United States rises, powerful new technologies aimed at replacing humanity are increasingly adopted, and negative rumors are constantly coming from the news media, and workers’ panic about potential mass layoffs swept across the entire Indian IT industry. Trump made it more difficult to obtain an H-1B visa , saying that this type of visa is "widely abused."

Technologies such as artificial intelligence, cloud computing and new forms of automation are rapidly changing almost all businesses in India's IT services industry, bringing considerable chaos. McKinsey, a well-known consulting firm, estimates that by 2020, new technology could make two-thirds of India's IT workforce "insignificant". Indian media headlines warn that the IT industry will suffer a "blood-scrap". Although this has not really arrived in 2017, people feel that the inevitable layoff crisis has just been postponed.

Although Infosys increased slightly at the end of 2017, the other four leading Indian tech companies have cut their workforce for the first time. "For the Indian IT industry, you have to know that it has been growing over the past 20 years. So any sign of lack of growth looks like layoffs."

In the IT industry in India, Infosys has already set standards. Now, it seems like anyone is unsure what will happen next. “They are going through a critical stage in their company’s history,” Fest said. “They absolutely have to get things done.” The development history of Infosys

Infosys is located in the heart of a suburb called Electronic City, just south of Bangalore. Its campus is like a corporate oasis in Silicon Valley: golf lawns, employees enjoy a variety of benefits, and everyone rides a bike. Its architecture is quite interesting: one is imitating the Louvre pyramids and the other is imitating the Sydney Opera House. The largest building in the park looks like a front open-end washing machine.

However, the entry of the park is strictly restricted by paramilitary forces.

Infosys is considered a very important strategic asset, so in 2009 it became the first private company to be protected by the Indian Central Industrial Security Force.The purpose of the Indian Central Industrial Security Force was to protect sensitive government facilities such as dams, currency mints and nuclear power plants.

Inside the "washing machine", an elite force composed of Indian engineers works day and night to maintain the operation of the invisible infrastructure of Western enterprises.

Infosys 's iconic "washing machine" building in the main campus of "Electronic City"

When Narayana Murtie and six younger colleagues co-founded Infosys in 1981, all this was unimaginable. The founding team was penniless, and the company's initial capital was provided by Murthy's wife: Rs 10,000, or about $1,200, which she earned as an excellent computer engineer.

It took them two years to get the first computer due to India's strict trade policy, so they had to borrow machines from their customers. The bank did not know what the software was at the time, so it refused to provide loans. (They soon understood: Today, most Indian banks are using Finacle - Infosys , a software package designed by Infosys , to automate bank transactions, including processing of loan approvals.)

They took a full year to get a telephone line.

"There was a joke before: Half of people in India are waiting for the phone to connect, while the other half are waiting for the dial tone." Murtie told me when I first met him. At the time, he was in his office of Catamaran Ventures, and after retiring from Infosys in 2014, he focused on the development of the investment company. Murti, 71, is wearing black rubber sandals and speaks as slowly and soothing as a kindergarten teacher.

The character trait that most people see him as an industry giant is that he likes to invent and repeat his business motto (included in Narayana Murtie’s Talent and Wisdom: “Let the bad news take the elevator; let the good news take the stairs.” “We believe in God: Everyone else brings data.”

But he is also a very humble person. So, facing him, I have to keep reminding myself that he is the richest person I have ever met—a worth over $2 billion.

His son Rohan told me that for decades, until his knee injury in 2010, he had been cleaning his toilet regularly, which demonstrated his egalitarianism and self-sufficiency.

Infosys employees

From the beginning, Morsi's vision for Infosys is now taken for granted by us: sell wherever there is a market; recruit people wherever there is the cheapest and most abundant talent, and take advantage of the big time zone differences.

He calls it the "global delivery model". IT industry analysts call this model "clean up the mess for you at low prices" : entrusting unattractive technical tasks to overseas engineers at high discounts. The cost savings are amazing.

"The biggest advantage of India is people's hard-working ability." Former Infosys chief financial officer Balacrishnan (V. Balakrishnan told me. Another former chief financial officer, Mohandas Pai, expressed the same view: "We worked 18 hours a day for many years and were only paid for 8 hours." Radhi Spear, the first female engineer hired by Infosys , showed me her 1984 payroll: Rs 1,500 a month, about $125. She said, "It was a good income at that time." That same year, an entry-level American software engineer paid as much as 13 times her salary.

But it was not easy to gain American customers before Indians had established a reputation of being proficient in IT. S.D. Shibulal told me that his first product promotion was a disaster, and it was a marketing campaign to a computer company in Massachusetts. When he made the second sale of

, he prepared: "My first slide was a world map, and I said, 'This is world map. This is Asia. This is India. This is Bengaluru.I come from there and I speak English. '"

Infosys has established a perfect image of integrity, for the first time demonstrating that Indian companies can succeed in refusing to bribe and embracing financial transparency. They refused to be nepotist, and all the big Indian companies were family businesses at that time, including the two biggest competitors of Infosys , Wipro and TCS.

TCS is still the world's largest outsourcing company, but it is just the huge Tata Group (Tata) Group) A branch. Tata Group is India's largest family business, and its wealth accumulation comes from selling opium in China in the 19th century. It is currently involved in many industries such as tea, trucks, steel, salt, electricity, etc.

Another family business, Wipro, originally focused on the edible oil business, and later turned to computer hardware. First, TCS, then Wipro, and then Infosys began to sell a similar set of customized software services to overseas companies. In the 1980s and 1990s, these three companies slowly established this industry together.

However, in the late 1980s, Infosys is still struggling, and the founder almost decided to sell the company. In 1991, after 44 years of quasi-socialist protectionism, the Indian government decided to completely liberalize the economy. The era of high tariffs, extreme import controls and other strict trade restrictions came to an end. 's new freedom to purchase equipment made it possible for manufacturing and mental labor to be widely outsourced to India for the first time.

993, Infosys was listed on the Indian Stock Exchange, giving hope for middle-class Indian strugglers to grow their business. Soon after, they began offering stock options to all employees from executives to doormen, some of whom became a new class Indian Workers: Millionaires who receive salaries.

In 1999, Infosys became the first Indian company to be listed on Nasdaq. Over the next 10 years, the company's revenue grew by more than 50% per year, thanks in part to the final "low price to clean up the mess" job.

Millennium bug - the flaws of countless software date codes that could turn the transformation from 1999 to 2000 into a global system crisis - it is very tricky to fix, with the vast majority of Western companies seeking help from Indian IT companies. This business growth has brought a series of new customers to Infosys and Contact to help it achieve further development in the 21st century.

IT changes India

After the success of Infosys , Indian IT companies sprung up like mushrooms, consolidating India’s position as the main global supplier of back-end technology labor.

The booming period of India’s IT industry overlaps with the bursting of the US Internet bubble: in 2001 and 2002, the United States lost more than half a million tech jobs. In the past two years, the employees of Infosys have almost doubled.

In the United States, angry programmers wrote “Will” Code for Food’s warning sign protests against unemployment.

Later, some American tech workers accused Infosys of abuse of the U.S. visa system, one of which was filed by a reported U.S. Infosys employee, which prompted the government to formally accused Infosys to bring some workers over by fraudulent means of bringing some workers over through wrong visa types.

The company denied misconduct, but in November 2013, it agreed to pay $34 million—the largest settlement in U.S. immigration cases.

In India, the IT recruitment boom has revolutionized the culture, And this is something Murti never expected. Famous writer and cultural critic Vasudhendra has been in the IT industry for 20 years and worked for TCS, a competitor of Infosys .

He said that in India, the IT industry has brought a workplace similar to elite rule for the first time : there, no one is asking about caste issues; there, even bosses are called directly; there, men and women are considered equal in ability. (Of Infosys current employees, women account for 36%—10 percentage points higher than Microsoft, while in India, women account for only 16.2% of formal urban employees.) The salary level is quite high - for his father, it is shocking.

Vasuhendra's father took what was once a major path to the middle class: government work. After 40 years in the tax department, his final salary was Rs 2,000. Vasuhendra's first salary reached four times that number.

"This creates a big gap between the rich and the poor in society." Vasuhendra told me. " People are beginning to hate people who work in the IT industry to some extent. " In every Indian city with a developed IT industry, the real estate market is booming and prices are rising sharply.

The technology industry has fueled American consumerism. "With money, you start buying everything. No matter what you want," Vasuhendra said. "You buy a house and you are not satisfied with the house - then go buy another house."

Bangaluru's central business district

No industry has changed more to modern India than IT - because of IT, no Indian city has changed more than to Bangalore. Before the previous generation, Bangalore was also known as the “pensioner paradise” and is an ideal place to retire due to its easy-going culture, ubiquitous gardens, lakes and bookstores, and an easy-to-manage scale.

Since the founding of Infosys in 1981, the population of Infosys has almost quadrupled: from less than 3 million to 11 million. Most of its lakes disappeared, many of which were filled out and used to build apartment buildings and sports clubs. It has extremely congested traffic.

Today, this place has become a playground for young people, and its features have become cafes, small breweries and nightlife.

Most importantly, it allows Indians to access other parts of the world . “In my childhood, it would be amazing if someone went to the United States, the United Kingdom or other foreign countries,” Vasuhendra said. “But after the IT era, everyone started to have the opportunity to go abroad—whether to deploy software projects or to participate in training projects.”

When Narayana Murtie retired in 2014, he still lived in the simple house he bought long before the company grew. That year, with the support of Murthy, Infosys hired the first non-founder CEO in the company's history: Vishal Sikka. He is a technologist who wrote a paper on artificial intelligence at Stanford University, and his mentor was John McCarthy who coined the term artificial intelligence.

helps businesses adapt to new technologies have been the core job of Infosys , but nowadays, options are increasing so rapidly that IT service companies in India often seem to be chasing hot technologies. Shi Weixue is passionate about all new technologies, but he bluntly pointed out that India's dominance in IT services is no longer solid.

After his tenure, tech journalist Saritha Rai asked him: "Is the Indian 'IT miracle' as we know is over?"

"It's dead," Shi Weixue said, "it's over."

Unemployment Fear

In the first few months of 2017, a steady stream of headlines warned IT practitioners about an impending crisis: "The cheap Indian engineers now have no place in the United States under Donald Trump", "Automation: Why it's no longer cool to be a technician in India", "The fear of unemployment has caused technicians to suffer huge uncertainty", "India's $150 billion IT industry has a new slogan: either learn new skills or perish."

In April last year, Puneet Manuja, co-founder of YourDost, an online mental health platform in Bengaluru, noticed a surge in consultation messages from IT employees who are already unemployed or are worried about losing their jobs soon.

In this regard, YourDost has opened a temporary hotline to answer employment questions. Within three days, 1,100 workers contacted them. “A lot of people don’t have Plan B,” Manuga said. “More than 60% of people who ask us for help have less than three months of savings left.” He said many people who have lost their jobs are hiding from their parents and friends.

"When we ask people why they don't tell their parents, they say you're feeling weak. If you're fired or laid off, it's hard to convince people that it's because of some structural changes." He said a young woman who lives with her parents told them that for a week or two after being fired by the IT department, she went out in formal clothes every day and pretended to go to work as usual.

The leading IT companies deny that they are laying off employees. Some IT employees told me that in order to avoid layoffs, these companies are increasingly setting impossible performance goals to exclude employees.

One night I met with a long-time employee of Infosys , right in his apartment in eastern Bengaluru. The courtyard lighting of its residence is quite dazzling, with fountains and a large area; before the rise of the IT industry, such residences were unimaginable in Bangalore in the past.

He said that at the beginning of last year, he took two months off after his father passed away, and after returning home, he felt that he had returned to a different company.

But the new manager removed him from the project and gave him a bad performance review, and kept forcing him to resign, threatening to fire him if he didn't resign. Two months later, he surrendered. He still seems to be shocked and embarrassed by the change;

because he thinks his work has been highly praised by managers and clients and shows me an email to prove it. He didn't want me to name him because he still hoped the company would recruit him back.

On an unusually hot Saturday in July, more than 60 middle-aged workers from various businesses gathered in a corner of Freedom Park in Bangalore to prepare for a protest organized by a newly formed alliance of IT staff organizations. The convener of the

protest was Kumara Swamy, an employee of IBM, who said that this was the first protest in India's IT history to oppose layoffs. They feel very anxious. Around the rally, 20 uniformed policemen stood aside with long sticks in hand to prevent unrest. "There is no job guarantee in the IT industry!" Swami shouted to an unnecessary microphone. "If you want to lay off employees, you have to provide compensation!"

A worker named Rakesh Srivatsa told me, "There were more than a thousand people who agreed to come, but they all felt very scared." A small group of people surrounded me and complained, but most people refused to reveal their names because they were worried that they would be blacklisted across the industry.

These middle-aged workers are the most vulnerable groups. Mohandas Pai, former chief financial officer of Infosys, told me, "A 55-year-old is paid three times the salary of a 25-year-old employee, and his productivity may be lower." A large number of newly recruited young people during the boom of the IT industry in the 1990s and early 2000s are now entering middle age.

protesters say their target audience is the Indian government: They envy the generous security of the United States, especially social security and unemployment insurance benefits. They all praised Murthy, but also pointed out that in terms of job security, Infosys became like any other IT company after he retired.

Two middle-aged managers of Infosys pulled me aside to avoid being eavesdropped on. "When I joined the company, they regarded employees as stakeholders." One of them commented on Infosys . "Now they don't do that. Their vision for the market is automation."

A month ago, Infosys boasted in its 2017 annual report that automation technology helped it "save 11,000 full-time employees' labor efforts" - which raised concerns that the company would admit to layoffs of 11,000 people. Executives quickly insisted that no one was laid off—and automation just allowed companies to “re-use equal amounts of labor time to more valuable and rewarding tasks”, and automation is also helping “expand employees’ potential.”

This is not just a whitewashing of peace: one of the main purposes of IT services is to automate tasks.But as HfS Research pointed out in a recent article, this may just be a "slow-down strategy" for the IT service industry, and will sooner or later lay off employees.

• More and more graduates are only competent for the disappearing low-skilled positions

HfS predicts that automation will reduce overall employment in India's IT services industry by 7.5% by 2022. The hardest hit will be "low-skilled" positions, especially software testing, which account for the majority of the IT industry in India. They estimate that the share will drop to 31%, or about 750,000 jobs. This may just be the prelude to a more serious job loss.

The authors of the study wrote: "The situation can be controlled in the next five years. And in the next five years, the impact of automation on the workforce will become more challenging."

The problem has become more severe due to the fact that more and more young Indians are looking forward to entering the field , as its continued years of strong growth has given them hope.

The number of undergraduate students in computer engineering majors in India nearly tripled from 2011 to 2017. These students are increasingly paying tuition through loans, but even before employment slowed last year, only 40% of students were able to find jobs in the field. New programming schools have emerged in a large number of past decade, but their educational standards are quite poor, and their graduates are competent for the disappearing low-skill positions.



• Trump effect

then Trump effect. His hostility to outsourcing business was fully reflected in a campaign speech at Delaware , when he mocked the staff of the Indian call center.

In April last year, he signed the "Buy Americans and Hire Americans" executive order specifically for H-1B visas. His government has subsequently increased the difficulty for Indian companies to obtain such visas at every stage: for H-1B visa applications, the "replenishment notification volume" has doubled, the number of applications being rejected is at a historical high, and the automatic visa renewal process has also been abolished. By this summer, the Trump administration is expected to terminate the Obama administration’s grant of more than 100,000 temporary work permits to the spouses of H-1B visa holders — most of whom are college-educated Indian women. Affected by these, the number of H-1B visa applications has decreased by nearly 20% since 2016.

However, although worried about Trump's impact on the industry he lives in, some Indian tech workers still can't help but envy his straightforward narrow-mindedness. An engineer at Infosys told me: "We want a politician like that, and we want our work to be guaranteed."

evolution is imperative

In the early stages of development, most of India's IT companies were committed to meeting the requirements of their customers: fixing tricky vulnerabilities and building a better database. Now, more and more customers are asking them to help find clever uses for new technologies before their competitors.

5-year-old engineer Rahul Nag works in the IoT department of Infosys . He told me that his team is trying to predict and address potential needs of future customers in the company. One such trial has spawned a smartphone app that can track the hardware performance of oil rigs and predict future maintenance needs. Another trial aims to help retailers secretly use open Wi-Fi protocols to track customers’ store access patterns.

Other customers ask Infosys to help them determine where their problem lies. Pravin Rao, chief operating officer of Infosys , told me that a "big candy company" in the United States realized during a discussion with Infosys that they were less worried about competition from other chocolate producers than they were concerned about consumers' concerns about sugar intake. Infosys recommends developing technology to allow consumers to personalize their chocolates and let them decide for themselves the sugar content.

In 2014, when Shi Weixue took over as CEO of Infosys , the business model obviously had to evolve, but there was no consensus within the company on how to evolve.Public opinion also quickly disagrees on whether he leads the company in the right direction.

If the customer wants now an imaginative, collaborative partner rather than a remote logistics office, this requires an infosys to make a cultural transformation and a new kind of self-confidence.

Shi Weixue injects confidence into the company through many ways. Ray Wang of Constellation Research said that because Shi Weixue is keen to apply creative technologies such as "design thinking" to every new project, he made employees "believe that their ideas will be heard."

Infosys traditionalists believe that Shiweixue violates the egalitarianism and Bangalore-style corporate culture advocated by the founding team.

They complained that showed a striking attitude like a Silicon Valley executive in running the company . He shifted resources to flashy projects like driverless golf carts, which still have a vague utility for IT services companies. He repeatedly incredibly suggests that by 2020, the revenue of Infosys will double to $20 billion. This seemed to be because he just thought that words sounded beautiful. He asked for American-style compensation, which was 300 times the salary of his predecessor.

His toughest critic is Narayana Murtti. As a small shareholder and respected founder, he constantly expressed dissatisfaction with the development direction of the company under Shi Weixue. For supporters of Shiweixue, this is a serious case of founder syndrome.

On August 18 last year, Shi Weixue announced his resignation without warning. This was the most dramatic day in the history of Infosys . Infosys 's stock price plummeted 13% on the same day. For several days, various financial channels in India have been talking about the incident.

Infosys 's new CEO Salil Parekh is only one-sixth of Shi Weixue's salary. At first, he seemed like a safe and boring choice—but recently, he has begun to take bold actions that herald another major strategic shift in Infosys : pushing the company more towards higher-end consulting efforts that are less relevant to programming.

He has been organizingly selling the cutting-edge software company that Shi Weixue acquired when he was CEO, and in April he also made an acquisition: Seattle-based advertising company Wongdoody, a company that has long had close creative collaborations with the company but has not provided IT services.

It's a gamble, but if it works, it could allow the company to hedge the risks of automation and product diversification in uncertain development times. Phil Fersht, an industry analyst at

, told me that in the long run, Infosys wants not only to compete with Indian IT service companies such as TCS and Wipro, but also with large Western consulting firms such as Accenture or Deloitte.

To do this, he said, it would require hiring more employees who live in the client’s location, and hiring millennial professionals who might better understand the needs of the business. “I think they want to be less Indian in front of their customers, especially in this environment.” "

To this end, Infosys announced that it will open new "technology and innovation centers" in four states in the United States. In Indiana , North Carolina , Rhode Island and Connecticut, Infosys promised to hire 10,000 U.S. employees in the next two years - more than Facebook employed worldwide in 2014.

" Infosys 's showing goodwill' to the United States ," U.S. Vice President Mike Pence said at the inauguration ceremony of the new center in Indianapolis in April this year, "Thank you for believing in this country. ”

Of course, this will only increase employment anxiety in India."They said they would create 10,000 jobs in the United States, right?" a software engineer at Infosys told me. "So, what will be the fate of existing employees? Will they be forced to return to India or resign?"

This reminds us of the long-standing complaints about Indian outsourcing, but now the situation has turned. I interviewed Kevin Lynn, the leader of the Progressives for Immigration Reform organization. The organization purchased advertisements for the BART system. He said the response from the ad was "very positive and brought great support" and he was also happy that the number of H-1B visa applications fell.

For Lynn and other US trade protectionists, the transition from applying for a large number of US visas to hiring Americans feels like a move of justice. But from the perspective of Indians, India's IT miracle itself is a kind of compensation.

Suda Murtie told me that when her husband first proposed the idea of ​​ Infosys to her, he had noticed that the reason Britain led the Industrial Revolution was partly because they drew resources from Indian colonies, but in the software revolution, India was able to win.

Naraana Murtti once said a cliché saying: The challenge of reshaping a company is like "reforming the wheels of an aircraft during flight." The slow-growing startup he founded in a two-bedroom house in southern Bangalore had to invent a new way of business in order to overcome all the structural and historical flaws that hindered its development.

Now, Murthi's successor must accomplish a similar feat - but this time, as many as 4 million Indian tech workers are counting on the final result.

[This article comes from NetEase Technology, the original title is: After the miracle, has India's prosperous IT industry finally stagnated? Translator: Lebang]

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