“At Globant, we define ourselves as the Sherpa of business transformation.”

Now, more than 20 years after its founding, Globant has grown to 30,000 employees in 35 countries. Born in the midst of the Argentine crisis, the company has become a global benchmark for digital innovation. CEO and co-founder Martin Migoya reviewed in the following interview. clarion The journey taken, the technological leaps that characterize each stage, and the challenges posed by the advent of artificial intelligence.

—Globant was born in the midst of a crisis and is now a global company. What has changed since the first stage?

—We continue to carry the same energy and feeling that the opportunities before us are limitless. This speaks to the nobility of this business and the opportunities we saw over 20 years ago. At that time, we had four friends and one flag. Today, we have 30,000 Grovers in 35 countries working with some of the most relevant clients on the planet.

During this time, we experienced all sorts of major technological changes, including the birth of the Internet and the rise of the Internet. e-commercesocial network, game, Mobile platforms, and now artificial intelligence. I don’t think there has ever been another time in history when technological change of this magnitude and depth occurred.

—Within that scenario, how would you define today’s Globant?

—We are like the “Sherpa” of business transformation. Companies are facing a new reinvention of business processes based on artificial intelligence. And given its level of complexity, you need a guide to help you climb that “Everest”.

In this world, there is not a single model, but many models that are applied to different problems. We help companies integrate these models into their processes. Only 5% of companies have the technical capacity to do it themselves. The other 95% have a chance.

—Globant has been working on artificial intelligence for many years. What has changed with this new wave?

—We have been investing in artificial intelligence for over a decade. In the past five times, we’ve used it to connect projects, staff, and hire talent. Today, all of that has accelerated. We had already obtained a patent similar to what would become Copilot. But beyond the competition of who has the best model, we are interested in using these tools to solve real problems for our clients.

The big challenge now is to move from using AI as a personal productivity tool to redesigning entire processes around AI, overseen by humans. That is the real change that is coming.

—How prepared is the industry for this paradigm shift?

–There’s still a lot of confusion. Not everything requires artificial intelligence. There are still processes that require deterministic systems, such as accounting and mathematical calculations. The key is knowing when to use AI and when not to use it.

For example, Globant has already redesigned many of its internal processes. We create tools that were previously unimaginable. And we did it by learning from our mistakes, testing, and discarding what didn’t work. This is how real innovation is built.

–The market has had a tough impact on technology stocks this year. What impact did it have on Globant?

–The same thing happened not only to the industry as a whole, but to us as well. Some investors believed that new tools would eliminate the need for companies like Globant, but that’s not true.

Stock prices react to external variables beyond our control, such as interest rates, over-contracting, and sector slowdowns. What matters is what we control: how we do it, and how we prioritize it. delivery How we reinvent the relationship with our customers.

That’s why we started the share buyback process. We are so confident in our actions that we prioritize investing in ourselves when stock prices are low.

—How is the company’s global business currently developing?

– Latin America continues to be very important, with around 22,000 people working in the region, particularly in Argentina and Colombia. It also has 5,000 stores in India and the rest are spread across Europe, the Middle East and Oceania.

We have already reached all the markets we wanted. The challenge now is to deepen our relationships with clients and consolidate what we have built, while continuing to innovate. Because the day we stop innovating, we cease to exist.

—What place does innovation occupy within Globant today?

-Center. Innovation is part of our DNA. We recently launched Enterprise AI, a platform that connects over 140 different models and all of a company’s enterprise systems to fundamentally redesign processes. In a way, this is the perfect playbook for implementing artificial intelligence.

There are already concrete cases, such as YPF, where the entire purchasing process has been redesigned. What used to take months can now be resolved in hours. The savings are significant and the impact on efficiency is immediate.

–What changes will the new business model bring?

— Everything will change, including how we organize, how we engage with clients, and how we contract for services.

Just as Amazon simplified hosting and transformed it into a scalable service, we want to do the same with technology consulting. With our AI pod model, when a customer describes a problem, our system automatically assigns the needed agent and you pay only for what you use. This is a more transparent, agile, and scalable model.

—What challenges do you think will arise for the industry and Globant in the future?

—The main challenge is to continue to adapt to the speed of change in technology. But there are also big opportunities. That means AI will free up time and creativity, and create new forms of relationships between humans and machines.

I’m a born optimist. I believe that artificial intelligence will bring out the best in humans, eliminate repetitive tasks, and create new jobs. Human oversight will continue to be essential.

–What position will Argentina occupy in this new stage of globalization?

— Argentina continues to be an important country for talent. And I welcome the current direction of fiscal discipline, structural reform, and deregulation. That is what makes any organization, public or private, sustainable in the long term.

If we manage to stay on this path, the country has a huge opportunity to establish itself as a global knowledge hub. The future is bright for Argentina’s talented player.

–What do you need to do to make the most of this opportunity?

—Continue to train engineers. Argentina has good universities, but we need to really popularize technology research. The world will be divided into those who know how to use machines and those who don’t.

Young people need to understand that technology empowers them, not replaces them. The future of work will be more interesting than ever. It’s up to us to prepare them for it.