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One of India's leading IT services companies, Tata Consultancy Services (TCS), announced the adoption of a new work model called 25x25 by discarding its 20-year-old operating model. The new model envisaged moving 75% of the company's 0.45 million employees to permanently work from home by 2025. By doing this, TCS would shift from a highly centralised delivery model to an extreme form of distributed delivery. With the operating model - Secure Borderless Work Space (SBWS) in place, the company had rejigged its cyber security posture as well as project management practices and systems to ensure that the quality and security of the projects were not compromised. This would be a paradigm shift in the Indian IT sector's operating model where no more than 15-20% of employees had ever worked from home. What were the HR policies and strategies required for the smooth and effective functioning of TCS's 25 X 25 model? Would TCS's 25/25 model emerge as a game changer, compelling other Indian IT organisations to explore similar strategies to avoid losing their competitive advantage in human capital? Would TCS be able to overcome the challenges associated with remote working?