Skip to main content
Founding FuelFounding Fuel

The Love of One’s Tongue in the Age of AI

AI can speak in dozens of tongues — but often thinks in just one. Why India must lead in building systems fluent in its own realities

13 August 2025· 4 min read

TL;DR

While AI boasts impressive multilingual capabilities, this article highlights a critical insight for business leaders: these systems often think in just one cultural idiom, predominantly Western. Shaped by current training data, this monocultural lens extends beyond mere translation, embedding specific worldviews. Deploying such AI globally risks costly operational failures and customer disconnects, exemplified by Klarna. For leaders, understanding this inherent bias is paramount. The strategic imperative is to prioritize AI systems that genuinely reflect diverse linguistic and cultural realities. This isn't just cultural preservation; it's a vital competitive differentiator for authentic global engagement and preventing profound market mismatches.
The Love of One’s Tongue in the Age of AI

AI has leapt from the lab to the living room, the boardroom, and the back office — often faster than we can grasp its effects. New models arrive with dizzying speed. Businesses adopt them wholesale. Yet in the rush to deploy, one crucial question is often missed: whose lens does this AI use to see the world?

That lens is shaped, more than we realise, by language. Periyar, the Tamil social reformer, once said: “The love of one’s tongue is the foremost of all loves.” He wasn’t being sentimental. He was pointing to a truth we still underestimate: language is not just a set of words; it’s a worldview. Lose a language and you lose a way of thinking, a rhythm of living, a map of meaning.

UNESCO estimates that over 40% of the world’s 7,000 languages are endangered, with one disappearing every two weeks. India — with 22 scheduled languages, over 780 indigenous tongues, and hundreds more spoken in markets, songs, and stories — is home to dozens at risk. The loss is not just cultural; it’s cognitive.

Language and the Mind

Noam Chomsky called language “a mirror of the mind.” Language doesn’t simply label things we already know; it shapes how we think. The structures of our minds are reflected in the structures of our languages.

If a language offers five words for “river,” it’s because the culture has five distinct relationships with water. If it has an untranslatable term for a pause in music — like thairaav — it’s because that pause matters enough to name. Lose the language, and you lose the frame of mind that created that word.

That is why this AI moment should give us pause. For the first time, we’re building systems that will speak to billions — and often, speak for them. But whose mental maps are they carrying?

AI: Multilingual, Monocultural

In the past year, AI has moved from innovation labs to executive dashboards. Versions of large language models (LLMs) now roll out almost seasonally, promising sharper reasoning, smoother dialogue, fewer hallucinations. Businesses are deploying them at speed — in customer service, marketing, HR, supply chains.

But speed can blind. Few ask: what cultural lens are these systems using? Often, that question surfaces only after rollout — after complaints, after customer churn.

Consider Klarna, the global payments company. It replaced hundreds of human customer service roles with AI, boasting lightning-fast replies in dozens of languages. Fourteen months later, they were rehiring. The AI could translate words — but only in one cultural idiom. Across 35 markets, that mismatch proved costly.

When AI Speaks One Cultural Language

Research by Columbia University and by Shav Vimalendiran, founder of SAMMY Labs, mapped major LLMs onto the Inglehart–Welzel Cultural Map — which plots societies along two dimensions:

  • Traditional → Secular-rational (from reverence for religion, authority, and family ties to autonomy and scepticism of tradition)
  • Survival → Self-expression (from security and conformity to diversity, creativity, and individual freedom)

The finding? Every major LLM clusters in the Protestant Europe/English-speaking quadrant. They can speak 35 languages, but they think in one.

Here’s a visual from Tey Bannerman’s LinkedIn post that makes this clear, showing exactly where major AI models are positioned. It’s a reminder that these systems don’t just translate words — they carry the worldview of where they were built.

The reason is structural: LLM performance depends heavily on how much digital data exists for a language — and for most languages of the Global South, that pool is far smaller. Without intervention, AI could deepen digital divides, marginalising low-resource languages and the cultures they carry.

Language ≠ Localisation

In India, some early efforts are bridging this gap.

Karya, a non-profit, builds Kannada datasets rich in dialects, idioms, and the rhythm of natural speech — aiming for AI that feels like it belongs in the community it serves.

In Tamil Nadu, the Vidhai Project sources genuine Tamil texts, annotates them for nuance, and even adapts tokenisation to respect Tamil’s complex morphology.

Zoho founder Sridhar Vembu has long argued: “End the mentality of English as a status symbol… Only the elite’s commitment to revive and honour Indian languages will bring real transformation.”

These join initiatives like AI4Bharat’s IndicTrans2 and IndoWordNet. They show the issue isn’t technical capability — it’s collective intent.

The Missing Metric: Cultural Intelligence

Businesses measure AI by accuracy, speed, and cost. But they rarely measure cultural intelligence — how well a system understands and respects the people it serves.

This isn’t “soft.” It shapes trust, adoption, and loyalty. A chatbot in rural Odisha might have perfect Odia grammar yet use a tone that alienates users. A farming tool in Maharashtra might translate advice into Marathi but miss the proverbs and terms farmers actually use — losing the embedded wisdom of generations.

Cultural intelligence should be a primary performance metric, on par with accuracy and uptime. Without it, AI risks being technically correct but practically irrelevant — and irrelevance is expensive.

India’s Opportunity

India’s diversity makes a single “default” style impossible. We have 22 official languages, 122 major ones, and over 1,500 mother tongues. Add etiquette, hierarchy, and local metaphors, and you see why language alone isn’t localisation.

If we don’t adapt AI for our contexts, we outsource our cultural operating system to where these models are built. That’s not just a cultural loss; it’s a business risk — a “cultural tariff” in lost relevance and user trust.

We could lead the world in context engineering — building AI fluent in the lived realities behind our languages. We have the scale, talent, and diversity. What we lack is urgency.

Just as we leapfrogged in mobile data, we could leapfrog here — designing AI that respects Marathi and Malayalam, Hindi and Haryanvi alike.

From Scaling to Thairaav

Back to thairaav. I first heard it from Satish Pradhan, a thought leader and a fellow Founding Fuel contributor. In Hindustani classical music, it’s the slow, deliberate exposition at the start of a raga — an unhurried unfolding where each note is savoured. Not delay, but depth.

As India marks another Independence Day, it’s worth recalling that independence is not a one-time event. Political freedom came first, economic strength followed. The next frontier is cultural independence — ensuring we’re not just passive users of systems shaping our future, but co-creators.

Thairaav has no neat English equivalent — and that’s the point. It symbolises the untranslatable richness AI risks flattening if we chase only speed. In business, thairaav means pausing before deploying, testing for cultural fit as rigorously as for technical accuracy.

True independence will mean AI that not only speaks our languages but carries our silences, our pauses, and our ways of seeing. That is what will make it truly ours.

Dig Deeper

The Ubuntu of AI: South Africa’s Moral Imagination: Why the world needs Ubuntu thinking in the age of AI. By Sundeep Waslekar

Kavi Arasu

Works at the intersection of people, systems, and organisational change

Kavi Arasu works at the intersection of people, systems, and organisational change. His work has taken him across multinational corporations and high-growth enterprises in India and internationally, giving him a grounded view of how transformation actually plays out, as opposed to how it gets described in strategy decks. Over the last decade, his work has centred on partnering with CEOs and senior leadership teams through business transitions, digital transformation, and cultural change. He has supported leadership transitions, post-M&A cultural integration, and the kind of long-term stewardship of values that rarely gets noticed until it's missing. AI is now one strand of that work. Leaders are trying to work out what it changes and what it doesn't, and that question sits comfortably inside the change problems he has spent decades on. He runs Flyntrok, an advisory practice built around change challenges that rarely arrive with instructions. He also teaches at a leading business school and speaks at leadership forums internationally. He used to run long distances. These days he runs Flyntrok instead, which he maintains is no less demanding. He works very closely with the core team at Founding Fuel on learning and change initiatives and is a regular contributor. He lives in Mumbai, a city he finds well suited to thinking clearly amid constant motion.

Beyond the noise is the signal.

FF Insights: Sharpen your edge, Monday–Friday.
FF Life: Culture, ideas and perspectives you won't find elsewhere — Saturday.

Founding Fuel is sustained by readers who value depth, context, and independent thinking.

If this essay helped you think more clearly, you may choose to support our work.

Illustration of supportersIllustration of supporters

Readers also liked

Why Contradictions Define India’s Zoomers
·Work, Careers & Personal Mastery

Why Contradictions Define India’s Zoomers

India’s youngest workers live at the intersection of abundance and anxiety, ambition and restraint. To engage with them, leaders must learn to work with paradox, not against it

AG
Abhijoy Gandhi

Abhijoy Gandhi

CEO | Glue Inc

Is the world increasingly becoming a dangerous place to live?
·Economy, Policy & Society

Is the world increasingly becoming a dangerous place to live?

The existential threat to human civilization is not from wars, but from nuclear disaster and climate change. This is the first in our Year End Special series on making sense of the biggest economic and geopolitical shifts and what they signal

SW
Sundeep Waslekar

Sundeep Waslekar

President | Strategic Foresight Group