As part of its effort to Reduce its excessive reliance on the US market amid ongoing financial uncertainty affecting the Global IT services sector, Persistent Systems is looking to expand its operations in Europe.
Currently, over 80% of Persistent’s income comes from the US. In comparison, only 8.5% came from Europe in the quarter that concluded on December 31. To achieve greater global diversification, the company’s long-term goal, according to Chief Executive Officer and Executive Director Sandeep Kalra, is to increase Europe’s sales contribution to 12–15%.
Persistent intends to modify its acquisition strategy to support this push. Kalra stated that the company would consider larger-scale acquisitions in Europe to gain access to clients, an area where the company currently lacks depth, even though it has historically focused on modest tuck-in acquisitions to build skills.
The change occurs as IT services firms seek beyond conventional growth drivers amid low single-digit growth and dampened demand. Persistent intends to concentrate on software-led prospects, such as application modernization, data modernization, and agentic AI, while peers are growing into sectors including data centers, cybersecurity, and physical AI.
As clients continue to reallocate expenditures from routine support work to more business-focused, transformative initiatives, Kalra noted that AI-driven projects currently account for less than 10% of Persistent’s revenue.
A quiet but strategic shift is reshaping the global television industry—a`nd it begins with a calculated move by Sony that signals both caution and confidence.
In a newly announced agreement, Sony is restructuring its television and home audio business through a joint venture that significantly reduces its operational exposure while keeping its foothold firmly planted in the premium TV segment. The deal is more than a corporate reshuffle; it reflects a deeper trend of global brands adapting to shifting market dynamics, rising costs, and intensifying competition.
At the heart of this decision lies a simple but powerful objective: stay relevant without carrying the full weight of risk. By sharing operational control, Sony is effectively insulating itself from volatility in manufacturing, supply chains, and pricing pressures—areas that have become increasingly unpredictable in recent years. Yet, despite stepping back from day-to-day operations, the company retains a substantial stake, ensuring it remains closely tied to innovation, brand positioning, and high-end product strategy.
This balance is crucial. The premium TV market continues to be one of the few segments where brand value, technology, and consumer trust can command strong margins. Sony, long associated with high-quality displays and cutting-edge imaging technology, is clearly not willing to relinquish that identity. Instead, it is choosing a smarter route—one that allows it to focus on what it does best while leveraging the operational strengths of its partner.
