For over a decade, proofs of concept (POCs) have served as a testing ground for enterprise innovation. From automation and analytics to AI and GenAI, Chief Information Officers (CIOs) have implemented pilots to test and adapt technologies. However, in many organizations, what began as a structured exploration has now evolved into POC fatigue.
Across various sectors, CIOs are voicing a common concern: numerous promising pilots receive initial approval and vendor interest yet fail to scale in delivering significant business impact. The term “POC theatre” is increasingly used to describe this phenomenon of wasted time, unquantified outcomes, and misaligned ambitions.
“POC fatigue is real,” admits a senior technology leader. “We’ve spent years celebrating pilots that excite teams but never move the business needle. That has to change.” In response, technology leaders in India are rethinking their approach. The new paradigm emphasizes outcome-oriented results over mere activity, governance over guesswork, and scalable results over superficial appeal.
From curiosity to clarity: the new intent behind innovation
Failures in POCs rarely stem from the technology itself; they often result from a lack of intent. “POCs don’t fail because of technology. They fail because management didn’t consider the reasons behind them,” explains Pavan Goyal, CIO at Mphasis.
He warns against blind curiosity in innovation efforts. “Think of a restaurant offering free tastings. You don’t go unless you’re hungry. Unless there is a genuine need, a POC shouldn’t be conducted.” This “hunger” represents the business problem or measurable opportunity that should drive experimentation, rather than the excitement of novelty. Goyal elaborates: “Without a clear understanding of the problem being solved, the definition of success, and the effort warranted, the pilot is mere activity devoid of tangible outcomes.”
Many organizations, he notes, pursue pilots simply because vendors offer them or buzzwords appear appealing. “Innovation without necessity is indulgent,” he adds. “A POC should address a business question, not just be an activity.”
This shift indicates a cultural change in innovation philosophy. Curiosity alone is no longer sufficient; contemporary CIOs seek precision, purpose, and established success criteria prior to approving any experiments.
Governance, not guesswork: creating proofs of value
If the past decade was characterized by attempts, the forthcoming decade is focused on validation. CIOs are re-engineering the POC process by establishing frameworks, filters, and governance structures to anchor every experiment to a definite outcome.
“Not every POC will be a success, and that’s acceptable,” states Anand Kumar Sinha, CIO at Birlasoft. “They inform us of what not to pursue, ultimately saving substantial costs.”
This willingness to accept failure comes with increased discipline. “POCs are no longer approved merely for exploring interesting technologies,” Sinha emphasizes. “Each POC must contribute to one of three outcomes: business impact, operational efficiency, or compliance and risk.”
This methodology replaces the old notion of “explore first, justify later” with “define first, measure always.” Teams must address three key questions before obtaining approval for a pilot:
- Can users adopt it easily?
- Does it create tangible, measurable value?
- Can it integrate seamlessly without creating another silo?
<p“Our credibility depends on transforming proofs of concept into proofs of value,” Sinha insists. “The future relies on programs that drive impact, not glamorous pilots.”
Sriram Naganathan, President of Technology & Operations and CTO at HDFC ERGO, also underlines governance as a cornerstone of innovation. “A pilot must aim for measurable outcomes,” he asserts. “If results are inadequate, continuing makes no sense. A major lesson we’ve learned is recognizing when to discontinue a project early.”
He refrains from labeling unsuccessful projects as “failures.” “Some pilots may excel technically but fail to meet the business case. That still offers valuable insights, refining the design of subsequent solutions,” he notes.
Naganathan concludes, “Innovation isn’t random creativity; it’s governed creativity—intentional, agile, and consistently aligned with business outcomes.”
Culture, courage, and the CIO’s balancing act
In traditional industries, where every rupee directly impacts revenue, innovation must navigate tighter margins for error. “If a POC fails, it doesn’t only affect that project; it also delays subsequent initiatives,” says Manjunath Prasad, Vice President of IT at TVS Mobility Pvt Ltd. “We can’t afford an endless cycle of trials.”
For these enterprises, pilots are not just academic exercises but crucial financial decisions. “Continuous R&D-style trials are not feasible for us. Each initiative must demonstrate business impact to secure funding,” he stresses.
Prasad’s evaluative criteria are straightforward: revenue growth, cost optimization, and productivity enhancement. “While compliance and cybersecurity are essential, impact and efficiency drive most decisions,” he adds.
He highlights that even reliable technology can be thwarted by culture and legacy systems. “Older systems and mindsets can hinder even the best innovations,” he states. “As leaders, we must strike a balance—preserving what works while welcoming the new.”
Naganathan echoes this sentiment, stating, “It’s all about attitude and adaptability. The pace of change has never been faster, and regulators, customers, and competitors are constantly evolving.”
Sinha believes that the distinction between innovation and stagnation lies in ownership. “Technology adoption fails not because of incorrect tools but due to cultural readiness,” he points out. “Getting stakeholders to trust and utilize what you create is half the battle.”
Goyal agrees: “Without genuine demand from the business, the pilot holds no value. POCs involve both people and platforms.”
Manjunath frames this as shared accountability: “Innovation without business ownership becomes merely another IT project. The most successful pilots are jointly owned by technology and business.”
These insights highlight the notion that culture is the unseen infrastructure of innovation, requiring CIOs to act as both engineers and advocates.
The new CIO playbook: Scale what truly matters
Throughout various industries, a singular principle now guides Indian technology leadership: innovation must possess intent, governance, and business alignment. The once-idealistic pursuit of every intriguing new tool has shifted towards a more focused model. CIOs are curating fewer, more strategically aligned pilots, each connected to measurable value. Success depends not on the number of experiments conducted but on how many achieve scalability and sustainability.
Goyal refers to this as “starting with hunger.” Sinha characterizes it as “transitioning from curiosity to credibility.” Manjunath talks about “impact that justifies every rupee.” Naganathan describes it as “governed experimentation.”
Different terms, yet they all convey the same conclusion: innovation that delivers business value.
“Innovation is not about doing something novel for its own sake,” Naganathan states. “It’s about creating meaningful results with purpose and scalability.”
As enterprises brace for the next wave of disruption, the role of the CIO is shifting from ceaseless experimentation to decisive outcome delivery. The proof of concept retains its relevance, but it must act as a structured link between imagination and impact.
In today’s enterprise landscape, innovation is assessed not by the number of pilots executed, but by the number that genuinely succeed.
(Contributions by Diksha Negi)
