Much has been written by pundits, with their imaginary ponytails, about the demise of the software services industry, and some have even given sensational monikers like “duffers” to the CEOs running these companies. It is true the world is changing so fast that many of us are grappling with the pace and uncertainty ahead. But while everyone is pontificating from their armchairs, this is a view from the trenches.It is neither utopian or dystopian, but just realistic to imagine a future like the one in Star Trek, with multiple aspects of the ’70s show becoming a reality — think video calls, tricorders, body scanners on handheld devices, space travel, reusable rockets, flying drones (and cars)…the list goes on. The World Economic Forum predicts that by 2020 more than 50 billion things, ranging from cranes to coffee machines, will be connected to the internet. In the face of such advances, it’s important to remember three things.First, technology is truly a global phenomenon, perhaps the most global of all. It does not differentiate between borders, nationalism, and trade agreements in its adoption and impact.Second, while disruption can come from many/any source, it shines a light on true differentiation within an industry. There are entire subjects such as “Innovator’s Dilemma” and “Good to Great” that are the foundation of what it takes to succeed in the face of disruption.Third, the newest dimension of disruption seems to be the impact of technology on everyday business. Until now, disruptive innovation impacted hi-tech industries, leaving core sectors less exposed. But now, established leaders, many of them American heritage firms, are in the line of disruptive fire. According to a report released last year by Innosight (‘Corporate Longevity: Turbulence Ahead for Large Organizations’) based on almost a century’s worth of market data, corporations in the S&P 500 Index in 1965 stayed in the index for an average of 33 years. By 1990, average tenure in the S&P 500 had narrowed to 20 years. It fell to 18 years in 2012, and is forecasted to shrink to 14 years by 2026. At the current churn rate, half of S&P 500 firms will be replaced over the next 10 years.The key takeaway is that the next 10-15 years will witness a tectonic shift in the global business order, which is evident in the reordering of the US retail sector. Think of the impact that connected devices can have on health insurance , driverless cars on auto insurance , Blockchain on banking, and digital commerce on supply chain and logistics.It is valid to say that every large enterprise needs to have a strategy to embrace these technologies, especially in its interaction with consumers and response to business partners. This calls for a significant overhaul of underlying core systems and business process, guided by a consumer-centric view, to provide a seamless digital experience. In addition, there needs to be an overhaul of the core rules that define the businesses (such as repricing of insurance risk with driverless cars and connected devices).It is then fair to say that the underpinnings of technology are likely increasing with every passing day across the entire spectrum of enterprises, some even going as far as to say, ‘Every business is a Digital Business’, now and forever. The next question then is how and where are the resources available to enterprises to make this “digital pivot”? And even with increased technology budgets, who will enable the transformation? This is where established software services companies become important — they have a deep understanding of core enterprise systems through years of being ‘inside’ IT and operations back offices. They have software engineering skills and intellectual capital developed through years of investment in new tech developments, and a burning desire to help clients cross the chasm of digital disruption. Where else will you find most of these firms if not amongst the largest, most successful Indian software services companies?So, are the pundits who are confidently predicting the inevitable demise of the software services company right?I think they are paying scant regard to the technological and cultural roots of these firms that are deeply embedded with global clients. Some will fail definitely, but many will make it, though they will look nothing like they do today. Make no mistake, winners will emerge from this pack.Most of these firms are making great progress in this ‘digital pivot’, to align with current and future needs, though one must acknowledge the continuous nature of this progress. More work is also needed to ensure that just as this sector scaled up to help Global 2000 firms over the past three decades, it will now enhance software engineering skills that are needed on a different scale and complexity. But I have great confidence that this sector has the ability, scale and technical chops to help “create in India” the software that will run the world.It is truly ‘India’ inside.(The writer is Chair, Nasscom IT Services Council)