What happened
NTT Data Group deployed OpenAI's Codex to about 9,000 employees, building on its company-wide ChatGPT Enterprise rollout. In a mission-critical system, a fault analysis that took five senior engineers three days was completed in 30 minutes with Codex.
Why it matters
Codex is shifting NTT Data's growth model from 'quantity growth' (hiring more people) to 'quality growth' (using AI to create higher value). The tool is now used not only by engineers but also by non-engineers for tasks like extracting transport expenses from credit card statements and filling travel expense forms.
What to watch
The company's 'Client Zero' approach treats internal employees as first customers to validate AI use. Whether Codex can scale beyond early adopters depends on the security and governance guidelines the OpenAI CoE has set up, including sandbox mode and human review points.
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NTT Data's journey with Codex began after a global strategic partnership with OpenAI in May 2025. The company first introduced ChatGPT Enterprise to all employees and built an OpenAI CoE to drive adoption. The breakthrough came when a fault analysis that used to take five experienced engineers three days was completed in 30 minutes by Codex, a result that caught executives' attention and created momentum for wider use.
What stands out is that Codex is not limited to coding. Non-engineers are using it to build simple tools, process large numbers of files, analyze Excel data, and even fill in travel expense forms. This aligns with the company's "Client Zero" philosophy, where employees test AI in their own work first. The company's lessons highlight the need to nurture AI habits, enable peer learning, ensure security, and continuously improve based on usage logs and surveys.
The stakes hinge on whether NTT Data can keep expanding Codex use beyond the current 9,000 employees while maintaining security and governance. If successful, it could turn the company into an "AI Driven Company" that amplifies each employee's expertise and delivers faster, larger value to customers. The challenge is to sustain this momentum across all departments, not just the early adopters.
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