Vikrant Bhargava: An Innovative, Strategic, And Technology Driven Leader
Vikrant Bhargava
CDO
Vikrant Bhargava, CDO at Inmorphis, exemplifies this new breed of digital leaders. A seasoned technology profes-sional, Vikrant has a wealth of experience spanning start-ups and large corporations, with notable stints at Infosys, Snapdeal, and Airtel.
At Airtel, he excelled as General Manager, overseeing key areas like Platform Engineering, DevOps, AIOps, SRE, Auto-mation, and Service Management, delivering trans-formative projects that achieved remarkable outcomes, including a 50 percent velocity improvement across organi-zation, a 95 percent reduction in customer frustration index using AIOps, and 82 percent autonomous operations through self-healing.
In his current role as Chief Digital Officer, he is responsible for Digital Charter digitizing sales, resource management, delivery processes which has led to 20 basis point improvement in NPS which is key board metric. Outside of work, Vikrant is a health enthusiast who enjoys reading and socializing.
In this interview, Vikrant shares valuable insights into his professional journey and how the future of digital world looks like.
Could you shed light on your career journey?
I began my career with Infosys, and since then, I've worked extensively with both large corporations and startups. I've spent a significant part of my career with organizations like Airtel and had multiple entrepreneurial ventures before joining Inmorphis. Throughout my journey, my focus has always been on technology and transformation. For me, trans- formation has consistently been both a major challenge and a key opportunity.
Currently, I'm serving as the Chief Digital Officer at Inmor -
phis, where my responsi- bilities include over- seeing digital transformation for both the company and our clients. I also manage customer delivery and ensure customer success, in addition to leading internal digital initiatives, such as sales and marketing digitization.
Prior to Inmorphis, I worked at Airtel, where I served as General Manager of horizontal techno- logies under platform engi- neering. I led key initiatives such as digital operations, DevOps, and AIOps. One of my biggest achievements at Airtel was spearheading an AIOps transformation that resulted in a 95 percent reduction in outages, along with driving cost-efficiency programs like the digitization of the customer acquisition process.
How does metrics play a role in the organization’s growth?
At Inmorphis, I’ve been focused on enhancing customer exper-ience, and thanks to digitization efforts and process impro-vements, we’ve increased the company’s Net Promoter Score (NPS) by 20 basis points, which is a key performance indicator at the board level. These milestones have been a significant part of my journey so far.
Metrics play a crucial role in driving digital transformation, both for organizations in general and at Inmorphis specifically. They help create a significant impact, or as I like to say, they create "magic." While each business function operates as an individual vertical, it’s essential to view everything from a horizontal perspective—particularly through the lens of customer experience. Ensuring the right technological levers are in place to track and enhance that customer journey is where the best product ideas emerge.
For example, at Inmorphis, one of our key digital initiatives was building the right frameworks for our customers, aligning with our vision. Our customers con-sistently demanded faster, industry-aligned products with minimal customization. In response, we developed frame- work-based solutions, such as IT Service Management, GenAI, CMDB and Software Asset Management, to help our clients rollout deployments 70 percent faster while remaining fully compliant with industry stan- dards.
This approach has significantly improved customer experience metrics, such as the Net Promoter Score (NPS), driving better overall satisfaction and efficiency.
What diverse perspectives do you bring as a leader, and how does it feel to work under your leadership?
Prior to Inmorphis, I worked at Airtel, where I served as General Manager of horizontal techno- logies under platform engi- neering. I led key initiatives such as digital operations, DevOps, and AIOps. One of my biggest achievements at Airtel was spearheading an AIOps transformation that resulted in a 95 percent reduction in outages, along with driving cost-efficiency programs like the digitization of the customer acquisition process.
How does metrics play a role in the organization’s growth?
At Inmorphis, I’ve been focused on enhancing customer exper-ience, and thanks to digitization efforts and process impro-vements, we’ve increased the company’s Net Promoter Score (NPS) by 20 basis points, which is a key performance indicator at the board level. These milestones have been a significant part of my journey so far.
Our roadmap is centered on both Industry domains and establishing robust techno - logy frame- works
Metrics play a crucial role in driving digital transformation, both for organizations in general and at Inmorphis specifically. They help create a significant impact, or as I like to say, they create "magic." While each business function operates as an individual vertical, it’s essential to view everything from a horizontal perspective—particularly through the lens of customer experience. Ensuring the right technological levers are in place to track and enhance that customer journey is where the best product ideas emerge.
For example, at Inmorphis, one of our key digital initiatives was building the right frameworks for our customers, aligning with our vision. Our customers con-sistently demanded faster, industry-aligned products with minimal customization. In response, we developed frame- work-based solutions, such as IT Service Management, GenAI, CMDB and Software Asset Management, to help our clients rollout deployments 70 percent faster while remaining fully compliant with industry stan- dards.
This approach has significantly improved customer experience metrics, such as the Net Promoter Score (NPS), driving better overall satisfaction and efficiency.
What diverse perspectives do you bring as a leader, and how does it feel to work under your leadership?
There are several key aspects to this. First, one of the most critical elements of leadership is aligning the team with a broader vision. It’s about shifting the team's mindset from simply following orders to strategically aligning with the overall vision.
To achieve this, you need to communicate the vision clearly at every level— it's not just about the organization's vision but ensuring it is understood and applied across all teams.
Second, it's important to create processes that are well-structured and metrics-driven. By using key performance indicators (KPIs) to measure success, you can ensure the team is aligned with measurable goals, which is essential for any digital trans-formation initiative.
Third, I blend the structure of a large corporate environment with the agility of a startup. The key is to find the balance between the two- maintaining a solid struc- ture while moving at a fast pace. If you can achieve this, that’s where the real success happens.
My approach encourages speed and agility, with the under- standing that it's okay to fail, but it's important to fail quickly and learn from it. These are some of the perspectives I bring to my leadership style.'
How have you mapped out the company’s future road- map?
As a technology-driven organization, we plan to remain focused on innovation. Our roadmap is centered on both business KPIs and establishing robust technology frameworks. These frameworks guide everything we do, ensuring that our solutions for customers are 70 percent faster and fully aligned with industry standards.
With advancements in AI and GPUs, we are already seeing immense possibilities, and this trend will only accelerate in the coming years. Moving forward, we have ambitious goals, such as achieving 3X growth in the next three years.
This growth requires us to develop strong leadership at every level. As the organization scales, leaders will need to scale with it- someone managing a team of five today could be leading a team of 50 in three years. In addition, we aim to excel in key technological areas, specifically in reliability, compliance, customer expe- rience, and asset mana-gement, where we want to be recognized as industry leaders. This is where the true value for our customers will emerge.
Vikrant Bhargava, CDO, Inmorphis
A seasoned technology pro- fessional, Vikrant has a wealth of experience spanning start-ups and large corporations, with notable stints at Infosys, Snapdeal, and Airtel.
To achieve this, you need to communicate the vision clearly at every level— it's not just about the organization's vision but ensuring it is understood and applied across all teams.
Second, it's important to create processes that are well-structured and metrics-driven. By using key performance indicators (KPIs) to measure success, you can ensure the team is aligned with measurable goals, which is essential for any digital trans-formation initiative.
Third, I blend the structure of a large corporate environment with the agility of a startup. The key is to find the balance between the two- maintaining a solid struc- ture while moving at a fast pace. If you can achieve this, that’s where the real success happens.
My approach encourages speed and agility, with the under- standing that it's okay to fail, but it's important to fail quickly and learn from it. These are some of the perspectives I bring to my leadership style.'
How have you mapped out the company’s future road- map?
As a technology-driven organization, we plan to remain focused on innovation. Our roadmap is centered on both business KPIs and establishing robust technology frameworks. These frameworks guide everything we do, ensuring that our solutions for customers are 70 percent faster and fully aligned with industry standards.
With advancements in AI and GPUs, we are already seeing immense possibilities, and this trend will only accelerate in the coming years. Moving forward, we have ambitious goals, such as achieving 3X growth in the next three years.
This growth requires us to develop strong leadership at every level. As the organization scales, leaders will need to scale with it- someone managing a team of five today could be leading a team of 50 in three years. In addition, we aim to excel in key technological areas, specifically in reliability, compliance, customer expe- rience, and asset mana-gement, where we want to be recognized as industry leaders. This is where the true value for our customers will emerge.
Vikrant Bhargava, CDO, Inmorphis
A seasoned technology pro- fessional, Vikrant has a wealth of experience spanning start-ups and large corporations, with notable stints at Infosys, Snapdeal, and Airtel.