AI strategy of India: policy framework, adoption challenges and actions for government

Abstract

Purpose

The purpose of this study is to provide recommendations for policy framework on artificial intelligence (AI) in India.

Design/methodology/approach

Studies have been conducted through focus group discussion and the other sources such as different company websites using AI, Indian Government strategy reports on AI, literature studies, different policies implemented on AI in different locations and other relevant documents. After those studies, a charter of recommendation has been provided. This will help the authority to frame the AI policy for India.

Findings

This study highlights that “National Strategy for AI” for India needs improvement to provide comprehensive inputs for framing policy on AI. This study also implies that focus is to be given on security, privacy issues including issues of governance.

Research limitations/implications

AI-related technology has immense potential toward the development of organizations. This study implies the necessity of framing a comprehensive policy on AI for India. If there is a comprehensive policy on AI for India, the Indian industries will derive many benefits.

Practical implications

This study provides inputs on how the industries of India can be benefitted with the help of AI and how R&D can develop the AI activities to harness maximum benefits from this innovative technology.

Social implications

AI-related policy will have appreciable influence on the society in terms of human–device interactions and communications. The policy framework on AI for India is expected to project far-reaching effects toward deriving benefits to the society.

Originality/value

This paper has taken a holistic and unique attempt to provide inputs to the policymakers for framing a comprehensive and meaningful policy on AI for India.

Citation

Chatterjee, S. (2020), "AI strategy of India: policy framework, adoption challenges and actions for government", Transforming Government: People, Process and Policy, Vol. 14 No. 5, pp. 757-775. https://doi.org/10.1108/TG-05-2019-0031