RESEARCH REPORT
State of Cloud Engineering in India 2025
August 20, 2026
Summary
Report Summary
Cloud engineering adoption in India has accelerated substantially over the past three years, driven by a combination of enterprise digital transformation mandates, a maturing local talent market, and increased availability of regional cloud infrastructure. This report documents where that adoption is deepest, where it is lagging, and what patterns distinguish organisations making substantive progress from those cycling through pilots.
Methodology
- Data drawn from 2023–2025 cloud engineering engagements across enterprise and mid-market
- Supplemented by structured interviews with 15 technology leaders across four sectors
- Sectors covered: banking, manufacturing, retail, and healthcare
This report draws on engagement data from cloud engineering projects across enterprise and mid-market organisations in India between 2023 and 2025, supplemented by structured interviews with technology leaders at fifteen organisations across banking, manufacturing, retail, and healthcare sectors.
Key Findings
The talent-infrastructure gap
The organisations moving fastest treated talent development and infrastructure investment as parallel tracks — hiring for cloud roles before the infrastructure was fully in place, rather than waiting until the environment was ready.
Cloud adoption in banking and financial services is the most advanced, driven by regulatory pressure to modernise legacy systems and a talent pipeline that has been building cloud-specific skills for longer than most other sectors. Manufacturing and healthcare are earlier in the curve, with adoption concentrated in specific use cases rather than broad platform shifts.
The gap between organisations making substantive progress and those cycling through pilots is almost universally a governance and ownership gap rather than a technology gap. Organisations where cloud strategy is owned at the CTO or CIO level with executive accountability are moving significantly faster than those where it sits with an infrastructure team without senior sponsorship.
Recommendations
Organisations that have not yet moved cloud ownership to senior leadership should treat that as the highest-priority action ahead of any technology decision — the pattern of evidence is consistent across sectors that governance is what is limiting progress, not capability or infrastructure.
For organisations already past that point, the next highest-leverage investment is in closing the skills gap in cloud-native development practices rather than in infrastructure capacity, which is more readily available in the India market than the engineering practices needed to use it effectively.
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