Pidilite Industries has completed a significant IT modernisation and cloud migration programme with Kyndryl and Google Cloud, moving its non-ERP workloads out of on-premises and existing cloud environments and into a new Google Cloud-based operating model. The project marks Pidilite’s stated exit from traditional data centres, while Kyndryl takes on continuing cloud-managed-services responsibilities for the production environment. The company says the completed transformation has improved service response by 20% and reduced infrastructure provisioning and turnaround times by 30%—figures that point to a practical operational shift rather than a purely symbolic “cloud-first” announcement. Kyndryl’s announcement and Elets CIO’s reporting both describe the migration as complete and the new environment as live in production.
For a company whose brands, manufacturing operations, distribution networks and customer-facing activities must remain continuously available, the move is a meaningful test of what enterprise cloud modernisation looks like after the migration team has left the building. The important story is not simply that workloads now run in Google Cloud. It is that Pidilite has replaced the overhead of maintaining traditional data-centre infrastructure with a model centred on managed operations, cloud governance, automation and scalable capacity.
That distinction will matter to IT leaders across manufacturing, consumer products and distribution-heavy industries. Migrating applications may eliminate ageing infrastructure, but it does not automatically simplify operations. The real payoff depends on how well the organisation redesigns its service management, security, resilience planning, cost controls and application lifecycle processes around the new platform.
Kyndryl says it migrated Pidilite’s non-ERP workloads from both on-premises systems and pre-existing cloud environments to Google Cloud, completing the company’s data-centre exit. It will now provide ongoing cloud-managed services, meaning Pidilite is not merely renting infrastructure from a hyperscaler; it is adopting an operating model in which a specialist service provider manages parts of the cloud estate on its behalf. Kyndryl’s release describes the environment as fully live in production.
The “non-ERP” qualifier is important. Enterprise resource planning platforms often have tightly coupled integrations, transaction-critical workflows and extensive customisation. By identifying the migrated estate as non-ERP, the announcement draws a clear boundary around what has moved in this phase. That may indicate Pidilite has deliberately prioritised workloads that could be modernised with lower business risk, or it may reflect a broader architecture in which core ERP systems have different hosting, support or transformation timelines.
Either way, a data-centre exit should not be confused with a claim that every application has been rewritten as cloud-native software. Google Cloud itself distinguishes between approaches ranging from rehosting and replatforming to more extensive modernisation. Each approach carries different trade-offs in speed, cost, application performance and long-term operational efficiency. Google Cloud’s infrastructure modernisation guidance explicitly frames modernisation as a spectrum rather than a one-size-fits-all migration exercise.
For Pidilite, the immediate benefit is likely organisational as much as technical. The company can redirect internal attention away from hardware refresh cycles, physical facility dependencies and routine infrastructure administration. That does not eliminate complexity; it transfers and reshapes it. The new work centres on platform engineering, identity, observability, automation, data management, vendor governance and service-level accountability.
Pidilite’s announcement suggests the company is using Google Cloud as a foundation for more than infrastructure consolidation. Vivek Sharma, Pidilite’s Chief Information and Digital Officer, described the environment as core infrastructure for the company’s “data- and AI-led transformation.” Kyndryl’s statement presents the cloud programme as part of a wider growth and digital-transformation strategy rather than a short-term cost-cutting project.
That positioning aligns with Pidilite’s broader technology leadership agenda. The company identifies Sharma as the executive leading its digital transformation and technology strategy, including work around AI, automation and advanced analytics. Pidilite’s leadership profile describes his remit as enabling business innovation and agility across the organisation.
This is the right strategic framing. Cloud infrastructure is not itself an AI strategy, but a scalable, governed cloud environment can provide a more workable basis for data-intensive projects than fragmented infrastructure and manually provisioned systems. The value comes from making data, applications and operational controls easier to connect, monitor and improve—not simply from moving virtual machines to a new provider.
The figures are company-reported outcomes, so they should be read as performance claims from the partners rather than independently audited benchmarks. Even so, their direction is credible within the context of an automated cloud-managed-services model. When provisioning is handled through standard templates, policy controls and automation rather than manual procurement and infrastructure setup, the number of hand-offs can fall sharply. Kyndryl’s announcement attributes the changes to the modernised environment and its managed operational model.
A 30% reduction in turnaround time does not necessarily mean that every new service becomes instantly available. It does mean the organisation has reduced one of the traditional bottlenecks of enterprise technology delivery. In a well-run cloud model, that acceleration can compound over time: developers receive environments sooner, teams test changes earlier, operational telemetry is available faster, and business initiatives face fewer dependencies on infrastructure teams.
Google Cloud positions its modernisation services around similar objectives, including end-to-end observability, application migration and the ability to improve application performance while reducing operational overhead. Google Cloud’s infrastructure modernisation overview notes that cloud migration can help organisations avoid expensive refresh cycles and apply monitoring tools across workloads.
However, speed without governance can create a different class of problem. Faster provisioning must be paired with approved network patterns, identity controls, data classifications, budget guardrails and automated policy enforcement. Otherwise, cloud agility becomes an avenue for unnecessary duplication, uncontrolled spending and inconsistent security configurations.
A cloud platform can help standardise monitoring and alerting across an application estate. But cloud platforms do not guarantee consistency by default. Organisations still need to define service objectives, identify dependencies, manage capacity and test failure scenarios. Google’s reliability guidance highlights redundancy, fault-tolerant design, monitoring and automated recovery as core practices for reliable cloud workloads. Google Cloud’s Reliability Pillar makes clear that resilience emerges from workload design and operational discipline, not merely the location of the infrastructure.
That operating profile explains why service responsiveness and scalability matter. Pidilite’s technology estate is likely required to support a broad combination of corporate functions, brand activity, sales operations, distribution, manufacturing, procurement, logistics, finance, customer engagement and security controls. A failure in any one layer may not halt the entire company, but it can create delays that ripple into order fulfilment, reporting, inventory visibility, customer support or partner coordination.
The company’s own annual-report disclosures also show that it views cyber risk and digital-infrastructure disruption as material business issues. Pidilite identifies the risk of cyberattacks and disruption affecting IT infrastructure, business applications, networks and user assets, and says critical systems and data have been migrated to secure cloud environments with real-time redundancy measures. Pidilite’s 2025–26 annual report PDF places cloud migration within a wider security and business-continuity framework.
This context puts the Kyndryl and Google Cloud project in a more serious light. The transition is not merely a technology refresh designed to improve dashboards or reduce server-room maintenance. It is part of the infrastructure underpinning a company whose operations must balance consumer-scale distribution with specialised industrial business needs.
For enterprises, this type of relationship can bring several advantages:
The most durable cloud operating model is therefore not one where internal staff are displaced by a managed-services provider. It is one where internal teams become better able to set standards, govern outcomes and build high-value capabilities, while the provider handles repeatable operational work and contributes specialised expertise.
Pidilite’s own messaging points in this direction. Ajay Kak, the company’s Chief of IT Infrastructure, Network and Technical Security, said the collaboration simplified operations, improved service responsiveness and allowed teams to focus more on innovation and growth. Kyndryl’s release frames the managed model as a way to redirect internal effort rather than simply outsource technology responsibility.
But a cloud data-centre exit does not eliminate outages. It changes the failure model. Instead of managing failures mainly within company-operated facilities, IT teams must consider application design flaws, identity outages, incorrect configuration, third-party service dependencies, network disruption, data corruption and regional cloud-service issues.
Google’s own disaster-recovery guidance is refreshingly direct on this point: even highly reliable cloud infrastructure can experience failures, and customers must design workloads around realistic recovery time objectives and recovery point objectives. Google Cloud’s disaster-recovery architecture guidance recommends planning for failure, designing around dependencies and using appropriate recovery mechanisms rather than assuming the platform itself removes all risk.
Google Cloud makes a clear distinction between securing the cloud platform and securing what an enterprise deploys within it. Customers remain responsible for major areas including their data, user access, applications and many configuration choices, with the exact split varying by service model. Google Cloud’s security overview describes security as a shared responsibility between the provider and the customer.
That reality should shape the post-migration agenda. Pidilite’s cloud governance cannot stop at infrastructure provisioning. It needs to cover:
The positive sign is that Pidilite has publicly connected its cloud activity with cybersecurity and real-time redundancy in its annual-report risk disclosures. Pidilite’s 2025–26 annual report PDF suggests cloud migration is being treated as part of a control environment, not simply an infrastructure-cost decision.
For Pidilite, practical AI opportunities could emerge in areas such as demand planning, supply-chain visibility, predictive maintenance, quality analytics, sales support, customer-service automation, document processing and marketing intelligence. However, these are potential use cases—not announced deployments. The significance of the modernisation is that it can make such initiatives more feasible by standardising the data, compute and operational foundations on which they depend.
Pidilite’s cloud programme is therefore best understood as an enabling layer. It gives the company room to build, test and scale data-driven services, but it does not remove the hard work of data stewardship, model governance, change management and responsible-use controls.
The same discipline applies to generative AI. New tools can help employees search internal knowledge, summarise documents, assist support teams and streamline routine workflows. Yet they also create risks involving confidential information, inaccurate outputs, inappropriate permissions and weak human oversight. The cloud foundation may make adoption easier; governance determines whether adoption is safe and commercially useful.
The key lesson is that a successful IT modernisation programme is not defined by a single migration event. It is defined by the operating model established afterward.
For enterprise teams evaluating a similar path, the Pidilite programme highlights several durable principles:
The bigger achievement is the creation of a more flexible digital foundation for a complex consumer and industrial enterprise. Pidilite has positioned the environment to support future growth, automation, data initiatives and AI-led innovation while reducing its reliance on traditional data-centre infrastructure.
Yet the programme’s long-term value will be determined by what happens next: the strength of cloud governance, the quality of security operations, the realism of resilience testing, the discipline of cost management and the company’s ability to turn a scalable platform into better business capabilities. A completed cloud migration is a major milestone. A well-governed, resilient and continuously improving cloud operating model is the transformation that ultimately matters.
For a company whose brands, manufacturing operations, distribution networks and customer-facing activities must remain continuously available, the move is a meaningful test of what enterprise cloud modernisation looks like after the migration team has left the building. The important story is not simply that workloads now run in Google Cloud. It is that Pidilite has replaced the overhead of maintaining traditional data-centre infrastructure with a model centred on managed operations, cloud governance, automation and scalable capacity.
That distinction will matter to IT leaders across manufacturing, consumer products and distribution-heavy industries. Migrating applications may eliminate ageing infrastructure, but it does not automatically simplify operations. The real payoff depends on how well the organisation redesigns its service management, security, resilience planning, cost controls and application lifecycle processes around the new platform.
A Data-Centre Exit With Operational Consequences
Kyndryl says it migrated Pidilite’s non-ERP workloads from both on-premises systems and pre-existing cloud environments to Google Cloud, completing the company’s data-centre exit. It will now provide ongoing cloud-managed services, meaning Pidilite is not merely renting infrastructure from a hyperscaler; it is adopting an operating model in which a specialist service provider manages parts of the cloud estate on its behalf. Kyndryl’s release describes the environment as fully live in production.The “non-ERP” qualifier is important. Enterprise resource planning platforms often have tightly coupled integrations, transaction-critical workflows and extensive customisation. By identifying the migrated estate as non-ERP, the announcement draws a clear boundary around what has moved in this phase. That may indicate Pidilite has deliberately prioritised workloads that could be modernised with lower business risk, or it may reflect a broader architecture in which core ERP systems have different hosting, support or transformation timelines.
Either way, a data-centre exit should not be confused with a claim that every application has been rewritten as cloud-native software. Google Cloud itself distinguishes between approaches ranging from rehosting and replatforming to more extensive modernisation. Each approach carries different trade-offs in speed, cost, application performance and long-term operational efficiency. Google Cloud’s infrastructure modernisation guidance explicitly frames modernisation as a spectrum rather than a one-size-fits-all migration exercise.
For Pidilite, the immediate benefit is likely organisational as much as technical. The company can redirect internal attention away from hardware refresh cycles, physical facility dependencies and routine infrastructure administration. That does not eliminate complexity; it transfers and reshapes it. The new work centres on platform engineering, identity, observability, automation, data management, vendor governance and service-level accountability.
What “Cloud-First” Means in Practice
A cloud-first strategy is often misread as an instruction to place every workload in a public cloud. In more mature enterprises, it is better understood as a decision framework: new services, upgrades and technology investments are evaluated first for their suitability to run on cloud platforms, while exceptions are made for regulatory, latency, commercial or operational reasons.Pidilite’s announcement suggests the company is using Google Cloud as a foundation for more than infrastructure consolidation. Vivek Sharma, Pidilite’s Chief Information and Digital Officer, described the environment as core infrastructure for the company’s “data- and AI-led transformation.” Kyndryl’s statement presents the cloud programme as part of a wider growth and digital-transformation strategy rather than a short-term cost-cutting project.
That positioning aligns with Pidilite’s broader technology leadership agenda. The company identifies Sharma as the executive leading its digital transformation and technology strategy, including work around AI, automation and advanced analytics. Pidilite’s leadership profile describes his remit as enabling business innovation and agility across the organisation.
This is the right strategic framing. Cloud infrastructure is not itself an AI strategy, but a scalable, governed cloud environment can provide a more workable basis for data-intensive projects than fragmented infrastructure and manually provisioned systems. The value comes from making data, applications and operational controls easier to connect, monitor and improve—not simply from moving virtual machines to a new provider.
The Measurable Gains: Faster Response and Provisioning
Pidilite and Kyndryl report two headline operational outcomes:- A 20% improvement in service response
- A 30% reduction in infrastructure provisioning and turnaround times
- More consistent performance across Pidilite’s application landscape
The figures are company-reported outcomes, so they should be read as performance claims from the partners rather than independently audited benchmarks. Even so, their direction is credible within the context of an automated cloud-managed-services model. When provisioning is handled through standard templates, policy controls and automation rather than manual procurement and infrastructure setup, the number of hand-offs can fall sharply. Kyndryl’s announcement attributes the changes to the modernised environment and its managed operational model.
Why Provisioning Speed Is More Than an IT Metric
For a consumer and industrial products company, infrastructure lead time can have consequences far beyond the IT department. A new analytics environment, supplier portal enhancement, marketing application, field-sales capability or manufacturing-support service can be delayed if the underlying environment takes weeks to provision, secure and connect.A 30% reduction in turnaround time does not necessarily mean that every new service becomes instantly available. It does mean the organisation has reduced one of the traditional bottlenecks of enterprise technology delivery. In a well-run cloud model, that acceleration can compound over time: developers receive environments sooner, teams test changes earlier, operational telemetry is available faster, and business initiatives face fewer dependencies on infrastructure teams.
Google Cloud positions its modernisation services around similar objectives, including end-to-end observability, application migration and the ability to improve application performance while reducing operational overhead. Google Cloud’s infrastructure modernisation overview notes that cloud migration can help organisations avoid expensive refresh cycles and apply monitoring tools across workloads.
However, speed without governance can create a different class of problem. Faster provisioning must be paired with approved network patterns, identity controls, data classifications, budget guardrails and automated policy enforcement. Otherwise, cloud agility becomes an avenue for unnecessary duplication, uncontrolled spending and inconsistent security configurations.
Consistent Performance Is a Better Goal Than Peak Performance
The reference to “more consistent performance” deserves attention. Enterprise users typically care less about an occasional burst of technical speed than they do about predictable access to the applications that support their daily work. Consistency becomes especially important for distributed sales teams, supply-chain operations, manufacturing support and business processes that depend on numerous connected systems.A cloud platform can help standardise monitoring and alerting across an application estate. But cloud platforms do not guarantee consistency by default. Organisations still need to define service objectives, identify dependencies, manage capacity and test failure scenarios. Google’s reliability guidance highlights redundancy, fault-tolerant design, monitoring and automated recovery as core practices for reliable cloud workloads. Google Cloud’s Reliability Pillar makes clear that resilience emerges from workload design and operational discipline, not merely the location of the infrastructure.
Why Pidilite’s Business Context Makes the Project Material
Pidilite is a major Indian consumer and industrial products company with activities spanning adhesives, sealants, construction and paint chemicals, art and craft materials, industrial resins, pigments and related offerings. Its consumer and bazaar business accounted for 81.6% of sales in fiscal 2025–26, while its business-to-business segment represented 18.0%, according to the company’s integrated annual report. Pidilite’s 2025–26 annual report also shows that adhesives and sealants remained its largest product category by share of sales.That operating profile explains why service responsiveness and scalability matter. Pidilite’s technology estate is likely required to support a broad combination of corporate functions, brand activity, sales operations, distribution, manufacturing, procurement, logistics, finance, customer engagement and security controls. A failure in any one layer may not halt the entire company, but it can create delays that ripple into order fulfilment, reporting, inventory visibility, customer support or partner coordination.
The company’s own annual-report disclosures also show that it views cyber risk and digital-infrastructure disruption as material business issues. Pidilite identifies the risk of cyberattacks and disruption affecting IT infrastructure, business applications, networks and user assets, and says critical systems and data have been migrated to secure cloud environments with real-time redundancy measures. Pidilite’s 2025–26 annual report PDF places cloud migration within a wider security and business-continuity framework.
This context puts the Kyndryl and Google Cloud project in a more serious light. The transition is not merely a technology refresh designed to improve dashboards or reduce server-room maintenance. It is part of the infrastructure underpinning a company whose operations must balance consumer-scale distribution with specialised industrial business needs.
Kyndryl’s Role: Managed Services, Governance and Continuity
Kyndryl’s continuing role is arguably as important as the migration itself. The provider has not just implemented the destination environment; it has been retained to provide cloud-managed services after go-live. Kyndryl’s announcement says its familiarity with Pidilite’s IT infrastructure was built through a partnership lasting more than a decade.For enterprises, this type of relationship can bring several advantages:
- Established knowledge of legacy systems and operating history
- A clearer path from migration to steady-state operations
- Access to specialists in cloud engineering, automation and service management
- Continuous monitoring and incident-management processes
- More consistent application of cloud governance policies
- A single accountable partner for defined operational responsibilities
Managed Services Are Not a Substitute for Internal Ownership
There is also a risk in relying too heavily on an external operator. Pidilite must retain strong internal ownership of architecture, business priorities, data governance, security decisions and vendor performance. A provider can operate a platform effectively, but only the enterprise can determine which services are critical, what risk level is acceptable and how technology investments should support commercial strategy.The most durable cloud operating model is therefore not one where internal staff are displaced by a managed-services provider. It is one where internal teams become better able to set standards, govern outcomes and build high-value capabilities, while the provider handles repeatable operational work and contributes specialised expertise.
Pidilite’s own messaging points in this direction. Ajay Kak, the company’s Chief of IT Infrastructure, Network and Technical Security, said the collaboration simplified operations, improved service responsiveness and allowed teams to focus more on innovation and growth. Kyndryl’s release frames the managed model as a way to redirect internal effort rather than simply outsource technology responsibility.
Resilience: A Design Choice, Not a Cloud Guarantee
One of the strongest claims around the programme is improved resilience. It is a reasonable objective for a modern cloud environment, particularly where teams can use managed services, distributed infrastructure, automated backups, stronger monitoring and standardised recovery processes.But a cloud data-centre exit does not eliminate outages. It changes the failure model. Instead of managing failures mainly within company-operated facilities, IT teams must consider application design flaws, identity outages, incorrect configuration, third-party service dependencies, network disruption, data corruption and regional cloud-service issues.
Google’s own disaster-recovery guidance is refreshingly direct on this point: even highly reliable cloud infrastructure can experience failures, and customers must design workloads around realistic recovery time objectives and recovery point objectives. Google Cloud’s disaster-recovery architecture guidance recommends planning for failure, designing around dependencies and using appropriate recovery mechanisms rather than assuming the platform itself removes all risk.
The Resilience Questions That Matter Next
The announcement does not disclose Pidilite’s application-specific disaster-recovery design, which is appropriate given the security implications of such detail. Still, the programme’s long-term success will depend on decisions such as:- Which workloads require multi-zone or multi-region resilience?
Not every application needs the same availability target. Business-critical services need explicit design choices based on operational impact. - What recovery objectives are agreed with business owners?
Recovery time and recovery point targets should be measured, documented and tested rather than implied. - How often are recovery procedures exercised?
A disaster-recovery plan that has not been tested under realistic conditions is a document, not a capability. - How are configuration changes monitored?
Automation can reduce manual errors, but it can also distribute a flawed configuration rapidly if safeguards are weak. - How is supplier dependency managed?
Pidilite now depends on both Google Cloud’s platform and Kyndryl’s managed operational services. Clear accountability is essential when incidents cross organisational boundaries.
Security, Data Governance and the Shared-Responsibility Reality
The new cloud foundation can strengthen security controls, but moving to cloud also makes identity, configuration and data governance more central. This is particularly relevant to a company operating across product categories, sales channels, plants, suppliers and business partners.Google Cloud makes a clear distinction between securing the cloud platform and securing what an enterprise deploys within it. Customers remain responsible for major areas including their data, user access, applications and many configuration choices, with the exact split varying by service model. Google Cloud’s security overview describes security as a shared responsibility between the provider and the customer.
That reality should shape the post-migration agenda. Pidilite’s cloud governance cannot stop at infrastructure provisioning. It needs to cover:
- Identity and access management, including privileged-access controls and periodic access reviews
- Data classification, retention policies and appropriate data-residency decisions
- Security monitoring, including detection, investigation and incident-response workflows
- Configuration management, so standards are applied consistently across projects and environments
- Encryption and key management for sensitive information
- Third-party access governance for service providers, developers and integration partners
- Auditability, with logs that support operational troubleshooting and compliance requirements
- Cost governance, where budgets, tags, quotas and approvals prevent unmanaged cloud consumption
The positive sign is that Pidilite has publicly connected its cloud activity with cybersecurity and real-time redundancy in its annual-report risk disclosures. Pidilite’s 2025–26 annual report PDF suggests cloud migration is being treated as part of a control environment, not simply an infrastructure-cost decision.
The AI Opportunity—and the Discipline It Requires
The most forward-looking aspect of the project is Pidilite’s plan to use the platform as a base for data- and AI-led transformation. Cloud infrastructure provides the elasticity and service ecosystem needed for many analytics and AI workloads, especially where demand can fluctuate and experimentation needs to move faster than traditional procurement cycles allow.For Pidilite, practical AI opportunities could emerge in areas such as demand planning, supply-chain visibility, predictive maintenance, quality analytics, sales support, customer-service automation, document processing and marketing intelligence. However, these are potential use cases—not announced deployments. The significance of the modernisation is that it can make such initiatives more feasible by standardising the data, compute and operational foundations on which they depend.
AI Readiness Begins With Data Quality
The risk is that “AI-ready” becomes a marketing label before the underlying data estate is ready. Models are only as reliable as their data pipelines, access controls, governance rules, business definitions and monitoring processes. A company with inconsistent data quality or fragmented ownership can deploy impressive demonstrations without creating dependable production systems.Pidilite’s cloud programme is therefore best understood as an enabling layer. It gives the company room to build, test and scale data-driven services, but it does not remove the hard work of data stewardship, model governance, change management and responsible-use controls.
The same discipline applies to generative AI. New tools can help employees search internal knowledge, summarise documents, assist support teams and streamline routine workflows. Yet they also create risks involving confidential information, inaccurate outputs, inappropriate permissions and weak human oversight. The cloud foundation may make adoption easier; governance determines whether adoption is safe and commercially useful.
What Windows and Enterprise IT Teams Can Learn
Although Pidilite’s announcement does not specify operating systems, endpoint environments or individual Microsoft workloads, the project has broad relevance for Windows-centric enterprise IT teams. Most organisations do not begin cloud transformation with a blank slate. They begin with years of Windows Server estates, Active Directory dependencies, line-of-business applications, file services, SQL workloads, virtual machines and integrations that have accumulated across departments.The key lesson is that a successful IT modernisation programme is not defined by a single migration event. It is defined by the operating model established afterward.
For enterprise teams evaluating a similar path, the Pidilite programme highlights several durable principles:
- Modernise with an outcome in mind. Better service response, reduced provisioning time and improved operational consistency are more useful goals than a generic “move to cloud” mandate.
- Separate workload categories deliberately. ERP, manufacturing systems, legacy business applications, analytics platforms and collaboration services may each require different migration and resilience strategies.
- Invest in the landing zone before accelerating migration. Identity, networks, logging, billing structures, policies and security baselines should be designed early.
- Treat managed services as a partnership with measurable accountability. Define service levels, escalation processes, reporting requirements and continuous-improvement commitments.
- Measure cloud success beyond infrastructure savings. Track developer lead time, incident frequency, recovery performance, user experience, automation coverage and business delivery speed.
- Keep internal architectural authority. External expertise is valuable, but the enterprise must retain control of standards, data governance and strategic technology decisions.
- Build resilience into applications, not just the platform. Recovery targets, dependency mapping and regular testing remain necessary after the data-centre exit.
A Strong Foundation, Not a Finished Transformation
Pidilite’s completed IT modernisation with Kyndryl and Google Cloud is notable because it combines three elements that are too often separated: a data-centre exit, a production cloud environment and an ongoing managed-services model. The reported 20% improvement in service response and 30% reduction in infrastructure provisioning and turnaround times suggest that the project has already delivered operational benefits that employees and application teams can feel. Kyndryl’s announcement identifies those gains alongside the migration’s completion.The bigger achievement is the creation of a more flexible digital foundation for a complex consumer and industrial enterprise. Pidilite has positioned the environment to support future growth, automation, data initiatives and AI-led innovation while reducing its reliance on traditional data-centre infrastructure.
Yet the programme’s long-term value will be determined by what happens next: the strength of cloud governance, the quality of security operations, the realism of resilience testing, the discipline of cost management and the company’s ability to turn a scalable platform into better business capabilities. A completed cloud migration is a major milestone. A well-governed, resilient and continuously improving cloud operating model is the transformation that ultimately matters.
References
- Primary source: Elets CIO
Published: 2026-07-28T12:32:58+00:00
Pidilite Completes IT odernisation with Kyndryl and Google Cloud - Elets CIO
Pidilite Industries has successfully completed its IT modernisation project with Kyndryl and Google Cloud, marking the company's exit from traditional data centres and strengthening its cloud-first digital infrastructure.
cio.eletsonline.com
- Related coverage: kyndryl.com
Pidilite completes cloud modernization with Kyndryl
Pidilite completed its Google Cloud modernization with Kyndryl, improving agility, service response and IT performance with managed cloud services.www.kyndryl.com - Related coverage: cloud.google.com
Mainframe Modernization solutions | Google Cloud
Modernize mainframe applications using automated code refactoring tools and migrate to Google Cloud to reduce costs, mitigate risks, and innovate fast.cloud.google.com
- Related coverage: docs.cloud.google.com
