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The CXO TechBot Team Editor-In-Chief Swati Gupta

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CEO Swati Gupta

Editor’s Desk

India’s GCC Growth Story: Driving Purpose, Productivity, and Progress As we step into a transformative decade, the evolution of India’s Global Capability Centers (GCCs) reflects more than just a growth,it signals a paradigm shift. Once viewed primarily as cost-efficient back offices, today’s GCCs are emerging as strategic hubs of innovation, value creation, and enterprise transformation. This special GCC edition delves into the changing landscape, spotlighting how AI, deep tech, and conscious enterprise models are driving the next wave of progress. From enabling the gig economy to fostering inclusive leadership and building future-ready talent ecosystems, GCCs are reshaping business models and industry norms. The convergence of technologies AI, quantum, automation, and agentic systems has given rise to an era where intelligent, purpose-driven operations are no longer aspirational but essential. We also shine a light on the growing role of women in leadership, the strategic importance of 'Make in India', and the radical innovation that is transforming traditional functions into agile, future-proof platforms. As GCCs accelerate toward 2030,this is no longer a support story,it's a leadership revolution.

Warm regards, Swati Gupta CEO & Editor-in-Chief

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What’s Next for India’s GCC Sector: Trends to Watch in 2030

Tech for Good—How Deep Tech Startups Are Changing the World

From Capability to Consciousness: Reimagining the Enterprise in an Age of Emergence

GCCs: The Cornerstones of Lasting Value in Global Business

From Assistive to Autonomous: Why Agentic AI is the Future of Business

Index 30 34

Gig Economy & GCCs: A New Talent Model

GCCs as Centers of Excellence: Driving Value Creation Beyond Shared Services

Employee Experience in GCCs: The Key to Driving Productivity and Retention

Reimagining GCCs: AI, Branding, and the Future of Innovation

Transforming GCCs from Cost Centers to Value Creation Hubs: A Strategic Playbook for Sustainable Growth

Index 54 58

Unlocking Innovation: How GCCs Create LongTerm Business Impact

Make in India & GCCs: How the Initiative Is Attracting Global Businesses

Shaping the Future: The Rise of Women in Leadership in the GCC

68 Finance: 68 Quantum The Role of GCCs in High-Speed Trading & Risk Analytics

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What’s Next for India’s GCC Sector Trends to Watch in 2030

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FROM CAPABILITY TO CONSCIOUSNESS Reimagining the Enterprise in an Age of Emergence

From Process to Perception: The Rise of Cognitive Enterprises

The rules of the game are shifting. The future is not incremental—it is exponential, disruptive, and deeply emergent.

GCCs were born as engines of cost optimization. They became centres of excellence. Now, they must become something far more ambitious—nodes of enterprise intelligence and foresight. In a world where AI can write code, drones can sow crops, and digital twins can simulate cities, we must stop solving yesterday’s problems. The frontier demands more than capability. It demands consciousness. Imagine GCCs that:

We are entering a new era—one where the enterprise must transform from a system of capability into a living, sensing, adaptive organism. One that doesn’t just execute strategy but envisions, designs, and continuously evolves it. This is a paradigm shift. And in this shift, the very role of GCCs must be radically reimagined.

Sense market signals and societal shifts in real-time. Collaborate across continents in immersive, AI-augmented environments. Create not only products—but new business models and industries. Operate like synapses in a distributed brain—learning, adapting, evolving.

For decades, enterprises have optimized for scale, speed, and efficiency. We engineered processes, digitized workflows, and globalized operations. Through Global Capability Centres (GCCs), we mastered the art of delivery and precision. But today, that architecture is no longer enough.

We are no longer optimizing functions. We are designing sentient systems.

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Frontier Technologies as the Fabric of the Future

From Talent Pools to Innovation Swarms

The future GCC will be infused with intelligence, autonomy, and creativity. Enabled by technologies that don’t just support work—but transform what work means. AI + Neuro-symbolic Systems: Going beyond prediction to reasoning and judgment. Quantum Computing: Enabling breakthroughs in drug discovery, materials science, and logistics. Bio-Digital Convergence: Merging biology and computing to build regenerative systems. Spatial Computing & Digital Twins: Creating persistent, interactive, digitalfirst workspaces and ecosystems. Autonomous Systems & Drones: Rewriting how we build, serve, secure, and scale. Decentralized Infrastructures (Web3, edge, mesh AI): Unleashing trust less, boundaryless collaboration.

Talent is no longer a linear pipeline—it is a non-linear force field. We must design environments that attract not just skill—but spirit. Not just knowledge—but imagination.

These aren’t tools—they are foundation layers of an entirely new enterprise operating system.

GCCs must become creative crucibles— where engineers collaborate with anthropologists, data scientists co-create with artists, and young minds challenge legacy norms. Where bold experimentation is a daily ritual, and risk is not managed, but metabolized. The future belongs to polymaths, provocateurs, and problem solvers who think in ecosystems, not silos.

From Centres to Ecosystems: Designing for Emergence As the visual ecosystem map you shared shows, the future is not linear—it is latticelike. Innovation lives in the intersections: between industry and academia, enterprise and startup, government and citizen, human and machine. Tomorrow’s GCCs must operate as: Co-innovation hubs with startups and VCs Co-creation labs with academia and think tanks Co-evolution partners with public sector and civil society Sustainability accelerators aligning profit with planetary health Because the real problems ahead—digital ethics, climate resilience, food security, AI regulation—are not departmental issues. They are civilizational challenges. Only ecosystems without edges can rise to meet them.

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The New Enterprise DNA: Culture, Consciousness, Courage

GCCs as the Operating System of the Future Enterprise

Technology alone cannot transform enterprises. This leap requires a new kind of leadership—one that doesn’t dictate outcomes but designs possibilities.

We are not just running operations. We are architecting futures. In coming days GCCs can evolve into: Launchpads of frontier innovation Incubators of purpose-driven disruption Epicentres of exponential value creation This isn’t evolution. It’s emergence. And emergence demands courage:

We need: Leaders who connect minds across the globe—and across disciplines. Architects of culture who nurture curiosity, dissent, and imagination. Visionaries who measure success not just by ROI—but by resonance and relevance. The future enterprise will not be defined by its org chart—but by its orchestrations.

The courage to unlearn legacy logic The courage to reimagine enterprise purpose The courage to co-create a world yet to be seen So let’s not ask how we make GCCs more efficient. Let’s ask: How do we make them more alive, more aware, more imaginative? Because the future isn’t a place we go. It’s a reality we shape—together.

May 2025

Ravindra Barlingay Ex. MD, CEdge Inc.

Ravindra Barlingay is a visionary global leader with over three decades of experience driving innovation, digital transformation, and enterprise reinvention at scale. He has held senior leadership roles — including Managing Director, VP, and Global Head — at global organizations such as CEdge Inc., Schneider Electric, Endurance Technologies, Brane Enterprises, and Larsen & Toubro. Renowned for his expertise in building and scaling Global Capability Centers (GCCs), Ravindra bridges strategy and advanced technologies—AI, IoT, Robotics, Industry 4.0 Drones, and Connected systems—to futureproof organizations and fuel sustainable growth. His cross-sectoral impact spans DefenseTech, AgriTech, EdTech, Energy, Automotive, and Smart Manufacturing.

A trusted advisor on M&A, innovation strategy, and digital acceleration, Ravindra simplifies complexity to deliver high-impact, resilient enterprise models. He serves as a mentor and advisor to startups, universities, and innovation ecosystems, including NASSCOM DeepTech, T-Hub, and the IEEE Executive Committee. As a keynote speaker and thought leader, Ravindra is deeply committed to shaping the next generation of tech-driven enterprises— collaborating with industry leaders, founders, and academia to build intelligent, inclusive, and future-ready organizations.

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GCCs: The Cornerstones of Lasting Value in Global Business Global Capability Centers (GCCs) are fast emerging as vital strategic assets in the global business landscape. No longer just costsaving units, they are evolving into innovation hubs, leadership centers, and engines of sustainable growth. Yet, unlocking the full potential of GCCs requires strategic foresight, an evolved management mindset, and longterm commitment. This article examines the rising influence of GCCs, the challenges organizations must navigate, and the strategies needed to build lasting value.

The Rising Power of GCCs In recent years, the establishment of GCCs has skyrocketed across industries, transforming how global businesses operate. These centers enable organizations to: Access specialized global talent Drive innovation across functions Enhance operational efficiency and competitiveness India alone is home to approximately 1,900 GCCs today, with projections for further growth as organizations increasingly recognize their role in achieving long-term business goals.

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Why GCCs Have Become Strategic Essentials Several key factors have fueled the growing prominence of GCCs: Access to Global Talent Enterprises benefit from highly skilled talent pools in regions like India, Eastern Europe, and Southeast Asia, which have established themselves as global hubs for IT, software development, engineering, and data analytics. Cost Optimization, Not Just Savings While cost remains an important factor, the focus has shifted toward optimizing operational costs without compromising the quality and efficiency of services. Innovation and Agility GCCs provide an environment conducive to rapid experimentation, ideation, and prototyping — creating a culture of innovation that can lead to significant business transformation.

The Evolution of GCCs

Challenges in Maximizing GCC Value

What started as cost-saving entities has evolved into hubs of innovation, leadership, and transformation for global businesses.

While offering immense opportunities, GCCs also come with unique management challenges:

Early Phase

Mindset Shift

Initially, GCCs were established primarily to consolidate operations and achieve labor cost savings. Today The role of GCCs has expanded significantly, now encompassing engineering, data science, innovation, and strategic leadership that directly contribute to broader business goals.

Different Management Approach Managing a GCC differs from managing an outsourced vendor; there’s no punitive model — only shared goals, trust, and alignment. Strategic Integration Treating GCCs merely as back-offices limits their potential. They must be seen and empowered as strategic business partners.

The Maturity Curve of the GCCs Empowerment and Alignment Cost Centers: Primarily focused on improving operational efficiency and reducing costs. Service Hubs: Providing specialized services across various functions. Portfolio Hubs: Owning end-to-end processes, driving business innovation and ownership. Transformation Hubs: Leading global strategic initiatives and driving organizational change. This shift reflects how GCCs have evolved from transactional, back-office support units to critical, value-driving elements of business strategy.

GCCs need autonomy in decision-making while remaining aligned with the broader enterprise strategy. Innovation Stagnation Capability Building Without continuous investment in skills and capabilities, GCCs risk becoming low-value centers. Adaptability Challenges Rigid legacy processes and resistance to change can limit a GCC’s evolution into an innovation hub.

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Strategic Recommendations for Leaders To successfully harness the full power of GCCs, executives must: Adopt a “GCC-first” mindset: Position GCCs as integral strategic partners, not just outsourced entities. Focus beyond cost savings: Build GCCs as hubs of talent, innovation, and business value.

Develop strong local leadership: Empower regional leaders who can drive both local and global initiatives. Strengthen governance: Define clear roles, responsibilities, and escalation mechanisms to ensure smooth collaboration and decision-making.

The Future Outlook of GCCs The role of GCCs is set to expand even further. As they continue to evolve, these centers will not only contribute to operational efficiency but will take on increasingly important roles in leadership, innovation, and enterprise transformation. By driving global initiatives, fostering talent development, and contributing to corporate sustainability goals, GCCs will be vital in shaping the future of businesses worldwide.

Conclusion The evolution of GCCs from cost-saving centers to strategic assets underscores their growing role in shaping the future of business. By positioning GCCs as integral to their longterm strategy, continuously fostering innovation, and ensuring alignment with global objectives, organizations can unlock lasting value. Those who embrace this shift will not only adapt to change but also lead in an increasingly competitive global landscape.

May 2025

Pawan Sachdeva Managing Director Carelon Global Solutions

Pawan Sachdeva is an accomplished global executive with extensive experience in healthcare and scaling high-performing Global Capacity Centers (GCCs) in India. As the leader of Carelon Global Solutions, Pawan drives cutting-edge digital transformation initiatives and oversees a wide array of healthcare capabilities, including Rx, UM, CM, DM, marketing technologies, consumer and provider experiences, and behavioral health.

practices within the healthcare and telecommunications sectors. With a proven track record of leveraging data-driven insights to achieve transformative business outcomes, Pawan excels at building high-performing teams and executing strategic initiatives that unlock new value across global organizations.

Previously, he held leadership positions at Fortune 20 companies, where he established and scaled impactful data and analytics

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Over the past decade, computing power has grown by more than 300x, and the world now generates over 328 million terabytes of data every day. Despite this digital explosion, most AI systems remain tethered to static models and reactive workﬂows, designed to respond, not to anticipate or act. As industries demand real-time agility, strategic foresight, and systems that do more than just follow instructions, a new paradigm is emerging. One where AI doesn’t wait for input, it observes, decides, and takes initiative. This is the dawn of a more autonomous, goal-driven intelligence. This is the age of Agentic AI. 26

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What is Agentic AI? Agentic AI refers to intelligent systems that exhibit autonomy, goal-directed behavior, and contextual decision-making. Unlike traditional AI that requires explicit commands and static data, agentic systems can take initiative, perceive environments, make decisions, and learn from consequences in real time. What sets agentic AI apart is its ability to operate with intent, aligning actions with overarching objectives rather than isolated instructions. These agents continuously evaluate feedback, adjust strategies, and collaborate with other systems, making them ideal for dynamic, multi-variable environments.

This represents a seismic shift from deterministic models to highly adaptive systems, ushering in a new era of operational efﬁciency and decision-making.

on observed patterns, objectives, and environmental factors. The goal is to reduce human effort in repetitive tasks, enhance strategic outcomes, and accelerate time-to-decision.

The Journey from 0-1 to 1-10 in AI Maturity The path to Agentic AI aligns with the evolutionary arc of enterprise AI maturity. In the 0-1 stage, organizations focused on proof-of-concept models, data aggregation, and limited predictive analytics. The 1-10 phase marks the expansion into AI integration across functions, workﬂow automation, and data-driven insights at scale.

Enablers of Agentic AI Several technological breakthroughs have catalyzed the rise of agentic capabilities:

Now, we are entering the next frontier, where AI systems not only recommend but also act

Exponential computing power: Cloud-native architectures, GPUs, and TPUs have enabled real-time, high-volume data processing. Transformer-based models: Advances in large language models and multimodal AI systems have enhanced comprehension and context retention. www.CXOTechBOT.com

Reinforcement learning: Training AI agents via rewards and penalties allows them to learn complex behaviors autonomously.

traditional org chart may evolve into a more ﬂuid structure where humans and AI agents co-create value.

Edge computing: Decision-making closer to data sources boosts responsiveness and lowers latency.

Challenges on the Horizon With great power comes great complexity. The rise of Agentic AI brings forth ethical, regulatory, and infrastructural challenges:

Together, these advancements lay the groundwork for highly autonomous systems that can operate in complex, dynamic environments, whether in supply chain logistics, customer experience, or ﬁnancial services. From Automation to Orchestration The business impact of agentic systems will be profound. Beyond process automation, we’re looking at intelligent orchestration, where AI not only streamlines tasks but dynamically reallocates resources, adapts strategies, and preempts disruptions. Decision-making will become more responsive, predictive, and personalized. This transition will redeﬁne business architecture. Silos will dissolve as AI bridges data, departments, and decisions. The

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Trust and transparency: How do we ensure that autonomous agents remain aligned with human intent and values? Security risks: As agents become more independent, they also become potential targets for exploitation or manipulation. Governance: Enterprises will need new frameworks to manage, monitor, and audit AI agents in real time.

Emerging AI Paradigms on the Horiz The next ﬁve years may see broader adoption of Ambient AI, where intelligent systems blend into environments, silently assisting and orchestrating tasks without explicit user prompts. Imagine hospitals where AI monitors patients, alerts staff in emergencies, and optimizes workﬂows without needing a dashboard. We’re also on the brink of Self-Organizing Agent Networks, decentralized ecosystems where AI agents interact, exchange knowledge, and collaborate to achieve larger objectives. This could revolutionize industries like logistics, manufacturing, and retail where multiple systems must coordinate across geographies and supply chains.

The Road Ahead Agentic AI is not a buzzword, it’s a glimpse into the next chapter of digital transformation. While we may be years away from full-scale adoption, the momentum is clear. The shift from assistive to autonomous systems will reshape how we work, decide, and interact with technology. For business leaders, the time to engage is now. Start by understanding agentic principles, pilot adaptive systems, and build a data infrastructure ready to support autonomous decision-making. The organizations that embrace this new wave will not just keep up, they’ll lead the way.

Kartikeya Pandey Project Head(Digital & IT) Dabur India Limited Kartikeya Pandey is a forward-thinking digital leader with a passion for leveraging technology to drive business transformation and innovation. With a strategic orientation grounded in delivering measurable value, he seamlessly integrates business needs with cutting-edge digital solutions. At Dabur, Kartikeya leads high-impact initiatives spanning AI-driven innovations, strategic business programs, and enterprise platforms to enhance operational excellence. His focus on data-driven decision-making and cross-functional collaboration has consistently accelerated growth and competitive advantage. Key programs under his leadership include Rising Sun, Synergy,

Keen Eyes, and Program Speartip, reﬂecting his commitment to intelligent transformation. With a vision to become a thought leader in Digital IT Project Management and Transformation, Kartikeya champions innovation, sustainability, and future-ready solutions aligned with Dabur’s broader mission to deliver value across stakeholders.

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GCCS AS CENTERS OF EXCELLENCE DRIVING VALUE CREATION BEYOND SHARED SERVICES

Global Capability Centres (GCCs) have evolved significantly from their early days as cost-saving offshore units focused on backoffice support. Today, they serve as strategic hubs of innovation, talent, and business transformation. Organizations worldwide are increasingly leveraging GCCs as Centres of Excellence (CoEs), driving operational efficiencies, innovation and competitive advantage beyond traditional shared services. This transformation is reshaping the global business landscape, positioning GCCs as a critical component of enterprise success.

The Evolution of GCCs: From Cost Arbitrage to Strategic Hubs GCCs were initially established to handle routine business functions such as IT support, finance, HR, and customer service. Their primary objective was cost reduction through labour arbitrage. However, as global enterprises recognized the potential of highly skilled talent in these centres, GCCs began taking on more complex, high-value functions such as product development, digital transformation, cybersecurity, and data analytics. With the advent of AI/ML and other emerging technologies one can only imagine how much value the GCCs can generate. Today, they play a pivotal role in shaping corporate strategy, innovation, and market expansion.

May 2025

Key Drivers of the GCC Transformation 1. Access to Skilled Talent: Emerging economies, especially India, have become technology powerhouses, offering access to world-class talent in AI, cybersecurity, cloud computing, and digital engineering. GCCs now house some of the best global minds driving enterprise innovation. 2. Technology and Innovation: Companies are leveraging GCCs to build cutting-edge solutions in areas such as automation, machine learning, and cybersecurity, ensuring they stay ahead of competition. 3. Operational Excellence: GCCs have matured into process excellence hubs, setting global benchmarks for efficiency, standardization, and compliance across industries. 4. Data and Analytics: Advanced analytics capabilities within GCCs enable data-driven decision-making, optimizing business performance and customer engagement. 5. Enhanced Collaboration: Modern GCCs work seamlessly with headquarters and business units worldwide, ensuring a globally integrated, innovation-driven approach to service delivery.

GCCs as Centres of Excellence: The New Paradigm Transitioning from a shared services model to a Centre of Excellence involves a fundamental shift in mind-set and operational approach. As CoEs, GCCs focus on high-impact areas that directly contribute to business growth and differentiation.

How GCCs Are Driving Value Creation Beyond Shared Services

Adoption of RPA (Robotic Process Automation) and AI-powered workflows helps streamline operations and reduce turnaround times. 5. Agility and Scalability By acting as agile hubs, GCCs enable businesses to quickly adapt to market changes, regulatory shifts, and new customer demands. Their ability to scale operations on demand ensures resilience in times of economic uncertainty.

1. Product and Technology Innovation Many GCCs now lead core R&D and product innovation, developing new offerings that generate direct revenue. They serve as testbeds for emerging technologies, experimenting with AI, blockchain, and IoT to enhance enterprise solutions. 2. Customer Experience Enhancement By leveraging advanced data analytics and AI-driven insights, GCCs optimize customer interactions, improving engagement and retention. They provide localized and personalized digital solutions that align with diverse global market needs. 3. Cybersecurity and Risk Management GCCs play a crucial role in strengthening enterprise security frameworks, ensuring data protection and compliance with international regulations. They implement robust cybersecurity strategies, mitigating risks and safeguarding business continuity. 4. Digital Transformation and Process Automation GCCs drive enterprise-wide digital initiatives, automating business processes to improve efficiency and scalability.

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Building a Future-Ready GCC: Key Success Factors For organizations looking to transform their GCCs into high-impact Centres of Excellence, certain strategic enablers must be in place: Leadership and Vision: Strong executive sponsorship and clear strategic goals help position GCCs as an integral part of enterprise success. Talent Development: Investing in upskilling and fostering an innovation-driven culture enhances workforce capabilities and engagement. Technology Adoption: Embracing cloud, AI, and automation accelerates GCC maturity and enhances its global contribution. Ecosystem Collaboration: Partnering with startups, academia, and industry consortia fosters coinnovation and knowledge exchange. Metrics and Governance: Defining clear KPIs and aligning GCC performance with enterprise objectives ensures sustained value creation. The role of GCCs has transformed far beyond cost efficiency. As Centres of Excellence, they drive innovation, enhance customer experiences, and contribute directly to business growth. Organizations that embrace this evolution will not only stay ahead in the digital era but also establish their GCCs as indispensable strategic assets in the global business landscape. The future of GCCs is not just about supporting operations—it is about leading enterprise transformation.

May 2025

Mandar Sathe

GCC Leader & Advisor

Mandar Sathe is a dynamic and accomplished C-level executive with a distinguished career in global business and technology leadership. With extensive experience across the US, UK, Europe, India, and APAC, he has successfully driven large-scale transformation initiatives, built high-performance teams, and led organizations to operational excellence and sustainable growth. Mandar has a proven track record in P&L oversight, digital transformation, and strategic execution, enabling enterprises to optimize operations, accelerate innovation, and create market-leading solutions.

He has spearheaded the growth of global capability centers, delivering cutting-edge technology products while enhancing operational efficiency, security, and compliance. A passionate advocate for emerging technologies, Mandar believes in leveraging innovation to drive business success. He is recognized for his ability to align technology with strategic objectives, foster a culture of excellence, and inspire organizations toward future-ready, scalable, and competitive growth.

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Employee Experience in GCCs The Key to Driving Productivity and Retention

Gone are the days when Global Capability Centers in India were merely cost-saving operations. Today, these 1,700+ GCCs employ over 1.9 million professionals across industries like banking, healthcare, retail, technology, and manufacturing, serving as innovation hubs and digital transformation engines for global organizations. As these centers evolve, one factor stands out as a true differentiator - employee experience. In a world where keeping talent is as crucial as finding it, EX has become essential for both performance and long-term success.

May 2025

Why Employee Experience Matters in Today's GCCs The competition for digital talent continues to intensify. India faces growing demand for expertise in artificial intelligence, cybersecurity, analytics, cloud computing, and product engineering. Yet attrition rates remain steep, exceeding 20% in technology, IT services, and financial sectors. Today's professionals, particularly younger ones, seek workplaces offering purpose, flexibility, and growth. The old playbook of perks, annual reviews, and periodic surveys no longer cuts it. Top-performing GCCs now recognize that employee experience isn't just HR's concern—it's a business imperative.

The Link Between EX, Productivity, and Retention Higher Productivity When people feel valued and connected to their organization's mission, their work improves. Teams operating with psychological

safety and clear direction simply produce better results. Research confirms that organizations investing in workplace culture outperform competitors in both profitability and customer satisfaction. Stronger Retention GCCs that prioritize employee well-being, skill development, and career growth forge deeper connections with their people. This builds loyalty, reduces turnover, and preserves institutional knowledge. Considering it takes 3–6 months to replace an experienced knowledge worker, retention becomes a costsaving measure and a competitive advantage Employer Branding In today's world of online reviews and social media testimonials, employee experience directly shapes public perception. A GCC known for empathetic leadership, inclusive practices, and internal mobility quickly becomes a talent magnet. In India's close-knit GCC community, reputation carries as much weight as compensation.

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What Shapes a Great Employee Experience in GCCs? Culture and Purpose A compelling organizational mission— combined with trust, inclusion, and innovation —drives deeper motivation. People want assurance that their work matters beyond metrics and targets. Organizations that encourage openness and recognize individual contributions create more engaged, missiondriven teams. Empowered Leadership and Transparent Communication In today's hybrid work environment, managers do more than supervise operations—they architect experiences. Successful GCCs train leaders in empathy, cross-cultural collaboration, and active listening. Regular, straightforward communication about business goals, changes, and progress helps people feel included rather than sidelined. Learning, Growth, and Mobility Demand for cross-functional exposure and continuous learning has never been higher. High-performing GCCs now provide: Structured career pathing Internal mobility programs Partnerships with education platforms like upGrad and Coursera Certifications in emerging technologies Investing in professional development improves retention while strengthening organizational adaptability. Flexibility and Well-being Post-pandemic workers have redefined their expectations. Hybrid arrangements, flexible hours, wellness support, and mental health resources have become baseline requirements. A 2024 Stanford study found that hybrid work boosts retention by 33% without hurting productivity.

May 2025

Forward-looking GCCs offer wellness allowances, meeting-free Fridays, counseling access, burnout prevention, and inclusive leave policies supporting all life stages. Digital Enablement and Seamless Workflows Digital friction kills morale. Today's employees expect consumer-grade technology at work. From onboarding to workflow automation to communication tools, every digital touchpoint shapes the experience. GCCs investing in AIpowered HR chatbots, self-service portals, knowledge bases, and collaboration platforms like Slack, Miro, or Notion report better efficiency and satisfaction. How EX Directly Impacts Business Outcomes Research shows businesses with highly engaged employees experience: 21% higher profitability 17% higher productivity 59% lower turnover For GCCs specifically, this means: Lower hiring costs Faster time-to-productivity Higher process quality and client satisfaction Furthermore, as many GCCs aspire to become centers of excellence, preserving domain expertise and innovation culture becomes invaluable. Measuring and Improving EX: A Data-Driven Approach Leading GCCs now integrate employee experience metrics into business KPIs, tracking indicators like: Employee Net Promoter Score Manager Effectiveness Ratings Internal Mobility Rates Learning Hours per Employee Well-being Survey Scores

They use pulse surveys, focus groups, AIbased sentiment analysis, and exit interview patterns to drive improvement. But measurement alone isn't enough—action matters most. Employees must see tangible outcomes from their feedback, whether through policy changes, better tools, or shifts in leadership behavior.

This means: Giving employees influence in shaping organizational culture Connecting experience to business outcomes Empowering teams with autonomy, purpose, and clarity Investing in lifelong learning and wellbeing

The Way Forward

Final thoughts

GCCs are transitioning from support centers to innovation hubs, and employee experience powers this transformation. The future of India's GCC landscape won't be defined by scale alone, but by how these centers treat their people.

A GCC's success isn't measured by seats filled, code written, or reports delivered. It's reflected in how empowered, engaged, and fulfilled its people feel day after day. A thoughtfully designed employee experience strategy becomes the ultimate differentiator. It could drive productivity, improve retention, and enhance the global competitiveness of Indian GCCs in the years ahead.

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Soumitra Saha

Chief Operations Officer Touchcore Systems

With nearly two decades in the global IT landscape, Soumitra Saha has built his reputation on transforming how organizations establish and grow their Global Capability Centers. His hands-on experience spans endto-end IT operations and digital transformation initiatives across diverse business environments. Soumitra's expertise in business integration, offshore development strategies, and leading teams across multiple geographies has been the foundation for several high-performing technology centers he's built from scratch. In his current role directing strategic IT operations for global firms, Soumitra handles everything from service delivery and stakeholder relationships to P&L management, transition projects, and vendor oversight. His professional journey includes

May 2025

launching new ventures, refining service models, and ensuring IT strategies directly support business objectives across various industries. Colleagues recognize Soumitra for his collaborative approach and operational discipline, particularly when guiding large cross-functional teams through challenging projects. He takes particular pride in creating diverse workplace cultures, fostering innovation through effective governance, and delivering concrete results in every position. His professional toolkit encompasses GCC establishment and expansion, contract negotiation, IT budget management, competitive bid processes, and team leadership—elements that have made him a prized partner in enterprise evolution.

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Transforming GCCs from Cost Centers to Value Creation Hubs A Strategic Playbook for Sustainable Growth 48

May 2025

Global Capability Centers (GCCs) are undergoing a profound transformation. Once viewed solely as cost-saving mechanisms, these centers are now emerging as key drivers of innovation, digital transformation and sustainable growth. With predictions from Deloitte’s 2023 report that GCCs will contribute $100 billion to the global economy by 2025—much of it from innovative and digital initiatives—the imperative to harness the full potential of GCCs has never been stronger.

The Evolution of GCCs: From Siloed Savings to Strategic Impact

A Strategic Playbook for Transformation

Historically, GCCs were set up mainly to reduce operational expenses by offshoring repetitive tasks. A 2020 McKinsey study revealed that approximately 80% of GCCs were established to leverage cost arbitrage in support functions such as IT, finance, and human resources. This early model successfully generated short-term savings; however, it also relegated GCCs to isolated roles with little connection to the organization’s central strategic objectives.

Transitioning a GCC from an operational support function into a strategic powerhouse requires a deliberate, phased approach. The following playbook outlines key strategies for unlocking the full potential of GCCs.

Today’s shift is unmistakable. Forwardthinking companies now deploy GCCs as engines for digital transformation and innovation. A 2022 NASSCOM survey noted that 60% of GCCs are engaged in advanced analytics, artificial intelligence and machine learning initiatives—activities that directly support business growth. This transformation goes beyond technology deployment. It is a fundamental change in how organizations perceive and utilize their GCCs: transitioning them from mere cost centers to vibrant value creation hubs.

1. Redefine the GCC’s Purpose and Vision The journey begins by reshaping the GCC’s identity. Instead of being seen as an auxiliary function, the center should be positioned as a strategic partner integral to driving innovation and revenue growth. This new vision must be embraced and championed by senior leadership. For example, shifting the focus from routine tasks to strategic initiatives—such as enhancing customer experiences or driving product innovation—can lead to significant business impacts. One organization witnessed a 15% increase in revenue contribution within just two years after reallocating its focus toward high-impact areas.

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2. Cultivate a Culture of Innovation and Ownership Creating a fertile environment for innovation is essential for a GCC to evolve into a value hub. Leaders play a critical role in fostering a culture where creativity, calculated risktaking, and continuous learning are not only encouraged but rewarded. Empowering teams with the resources and autonomy to experiment can drive innovative solutions that benefit the entire organization. One approach is to establish Centers of Excellence (CoEs) within the GCC. A dedicated CoE focused on emerging technologies—such as artificial intelligence and automation—can pioneer projects that deliver substantial cost savings while also enhancing service quality. When CoEs successfully automate repetitive tasks, they free up valuable resources for more strategic initiatives, thereby accelerating the transformation process. 3. Prioritize Talent Development and Upskilling At the core of this transformation lies the development of a highly skilled workforce. According to a 2023 EY report, 70% of GCC leaders rank talent development as their foremost priority. Addressing skill gaps through targeted training programs is essential. Aligning upskilling initiatives with broader organizational priorities not only enhances the GCC’s capabilities but also improves employee retention. Consider a scenario where a digital skills training program is launched, focusing on data analytics, AI, and cloud computing. Equipping over 500 employees with these skills can significantly broaden the scope of the GCC’s contributions, transforming it into a hub that drives strategic innovation while increasing job satisfaction and retention rates.

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4. Leverage Advanced Technologies Modern technologies provide the backbone needed for a GCC’s evolution. Implementing solutions like robotic process automation (RPA) & machine learning (ML) can streamline operations and reduce manual workloads, yielding impressive cost savings. For instance, automating 30% of manual processes can produce considerable financial benefits. Moreover, integrating advanced analytics and Artificial Intelligence enables organizations to extract meaningful insights from large data sets. These insights can lead to the development of predictive models that not only enhance customer retention but also optimize operational processes. Investing in a robust technological infrastructure transforms the GCC into an agile unit capable of rapid innovation and continuous improvement. 5. Drive Collaboration and Integration A GCC must be intricately woven into the organizational fabric to realize its full potential. Rather than operating as a standalone unit, the center should collaborate closely with other departments, regional offices, and external partners. This integration ensures that the GCC’s initiatives are aligned with the broader business strategy. One effective method to achieve this integration is forming cross-functional teams. Bringing together members from product development, marketing, and customer support ensures that insights generated within the GCC are contextually relevant and actionable. Such collaborative efforts have even resulted in the successful launch of new products, with some initiatives generating as much as $50 million in revenue within the first year.

6. Establish Metrics to Measure and Communicate Value A critical element of transforming a GCC is the ability to demonstrate its strategic impact through clear, measurable outcomes. Traditional metrics centered solely on cost savings no longer suffice. Instead, organizations need comprehensive frameworks that track key performance indicators (KPIs) such as innovation output, customer satisfaction, and reduction in timeto-market. Developing a dynamic dashboard that aggregates these KPIs can enhance transparency and facilitate regular communication with senior leadership. By presenting quantifiable results, organizations not only validate the transformation of the GCC but also secure ongoing support and further investments into its initiatives. 7. Embrace Agility and Responsiveness In a business landscape marked by rapid change, agility is essential. Implementing agile methodologies such as Scrum or Kanban within the GCC can reduce project delivery times, enhance flexibility, and create a culture of rapid experimentation. Adopting these methods has been shown to decrease project timelines by up to 25%, enabling organizations to adapt swiftly to emerging challenges and opportunities.

The ability to pivot quickly allows the GCC to remain responsive to market fluctuations and technological advancements, further cementing its role as a critical driver of business innovation and sustained growth. Looking Ahead: The GCC as a Catalyst for Sustainable Growth The ongoing transformation of GCCs is reshaping their role from mere cost centers to invaluable sources of strategic insight and innovation. According to a 2023 BCG report, organizations that successfully transform their GCCs achieve 2x higher revenue growth and 30% higher profitability compared to their peers. Real-world experiences underscore the profound impact of successfully transforming a GCC. Whether it is through digital transformation initiatives, fostering a culture of continuous learning, or integrating advanced technologies, the shift elevates the GCC from an operational function to a catalyst for growth. This evolution establishes the center as an indispensable asset, vital for navigating the complexities of modern business environments and securing a competitive edge.

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A Call to Action The journey to transform GCCs from cost centers to dynamic value creation hubs is more than an operational shift—it is a strategic imperative that calls for a reimagined vision and a bold commitment to innovation. Leaders across industries must drive this change by rethinking traditional models, empowering talent, and embracing a culture of continuous improvement. As organizations navigate the increasingly complex global business landscape, repositioning GCCs as strategic innovation hubs is not just advantageous—it is critical for long-term success. With clear goals, measurable outcomes, and an agile mindset, companies can unlock the full potential of their GCCs, driving sustainable growth and securing a lasting competitive advantage. The proactive transformation of GCCs is imperative in today’s evolving business environment. By committing to innovative strategies and rethinking traditional models, organizations can position their GCCs as essential growth drivers. Now is the moment to take deliberate action, empower teams, and convert operational strengths into strategic assets that redefine competitive excellence and drive sustainable success.

May 2025

Pravin Dayal Dadu Advisor(GCC)

Pravin Dayal Dadu is a transformation leader with over 26 years of experience in Global Capability Centers (GCCs), Shared Services, and business transformation. He works with global organizations to build, scale, and optimize GCCs into strategic drivers of growth, efficiency, and innovation. His expertise spans GCC delivery, operating model redesign, and process optimization, with a focus on integrating people, process, technology, and data. Pravin has led large-

scale transitions, automation initiatives, and service delivery enhancements that deliver sustainable impact. He adopts a purpose-driven approach to innovation, applying Lean principles, AI, and emerging technologies to help businesses stay agile and competitive. Combining strategic vision with hands-on execution, he supports enterprises in navigating complexity and unlocking long-term value.

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Unlocking

Innovation How GCCs Create Long-Term Business Impact India’s Global Capability Centres (GCCs) are no longer quiet cost centres operating in the background. They have evolved into strategic hubs that deliver high-impact innovation, fast-track digital transformation, and build enterprise resilience. With over 1,700 GCCs employing more than 1.66 million professionals across India, their scale and sophistication are impossible to ignore. For CXOs, the question is no longer why to invest in Indian GCCs—but how to unlock their full potential for sustained business outcomes.

Beyond Cost Arbitrage: The Rise of Strategic GCCs GCCs in India initially showed up to optimise operations and reduce costs for global firms. Through the 2000s, the dominant model was transactional and back-office heavy—IT support, HR processing, and basic finance functions. That has fundamentally changed. Today, over 45% of India-based GCCs are involved in product development and innovation. They now drive digital revenue, influence core IP, and support high-stakes

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R&D functions. Microsoft’s India Development Center alone has filed more than 100 patents since 2020. From BFSI to MedTech, Indian GCCs are deeply integrated with global transformation mandates.

Innovation at the Core: The New Operating Reality There’s been a noticeable change in the way headquarters view Indian GCCs. No longer limited to operational delivery – these centres now own digital capabilities and innovation roadmaps. Some organizations have set up in-country CTO and CIO roles within their Indian GCCs to lead product mandates and strategic growth initiatives. Meanwhile, a majority of Indian GCCs have instituted formal innovation charters, focused on outcomes like patent creation, customer co-development, and open innovation. This evolution highlights a new reality: India is home to GCCs that are trusted to own outcomes, drive innovation, and lead critical product mandates.

What’s Driving This Innovation-Led Transition? 1. Leadership Maturity and Talent Depth India’s talent pool is no longer just technically proficient—it’s globally fluent… Senior GCC leaders in India now have international experience. Many have returned to India post-global stints, bringing strategic thinking and a product-first mindset. This leadership maturity has powered GCCs to align better with business units, participate in global governance, and own complete product lifecycle responsibilities.

2. Collaboration With the Innovation Ecosystem Indian GCCs are co-developing IP with startups, research labs, and academic institutions. These collaborations foster experimentation, reduce development time, and drive real-world impact across industries.

3. Infrastructure and Regulatory Support India’s expanding digital infrastructure has been a strong enabler. Scalable cloud platforms are helping GCCs deliver AI, IoT, and edge computing products globally. New data protection regulations have also built trust and enhanced compliance for global operations.

4. Value-Driven GCCs

By prioritizing value creation over task execution, GCCs have repositioned themselves as transformation engines— partnering with global HQs to drive coinnovation, shape customer journeys, and unlock competitive advantage.

From Strategy to Outcome: The Real Impact This evolution isn’t just theoretical—it’s yielding tangible results. GCCs are now directly influencing business outcomes across multiple dimensions, and the evidence is clear: Revenue Enablement: Indian GCCs significantly impact global digital revenue by managing core tech stacks, enabling digital transformation, and optimizing customer journeys. Accelerated Product Launches: By implementing agile pods and crossfunctional squads, GCCs have compressed product timelines, enabling faster and more frequent innovation cycles. Reduced Risk Exposure: With dedicated in-house cybersecurity R&D, GCCs are effectively mitigating risk, especially for global operations in highly regulated sectors. Operational Resilience: By establishing zero-downtime protocols for missioncritical systems, GCCs ensure seamless business continuity, even during global disruptions.

Today’s GCCs are built not just for delivery, but for value creation. Their mandate has expanded to include direct contributions to innovation, revenue generation, customer experience, and enterprise agility.

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What Indian Leaders Must Rethink The global mindset around GCCs has shifted —India’s internal view must evolve too. Strategic Enablers, Not Support Arms: GCCs now influence topline growth, customer experience, and innovation cycles. New Budgeting Models: With over 63% of GCCs operating under P&L mandates, budgeting must align with business KPIs, not just cost savings. Evolved Talent Strategy: SLAs and delivery metrics aren’t enough. Metrics like IP generation, co-creation, and innovation ownership must be front and center. Governance for Innovation: Oversight must shift from operations to innovation performance. CXOs and GCC leaders must align on outcomes, not just execution.

May 2025

The Long-Term Outlook: India’s GCCs as Global Business Builders India’s GCCs have quietly become engines of transformation. These value driven hubs are owning strategic mandates and influencing global innovation. From fintech and mobility to climate tech and AI, Indian GCCs are value-driven enablers of business resilience and growth. The leaders who recognize this transition and build strategy around it—will future-proof their organizations in a world where innovation defines market leadership.

Sushant Bhushan

Head – India Business Center Circle K

Sushant Bhushan is an accomplished Global Capability Center (GCC) leader with a strong track record in building, scaling, and transforming high-performing centers that deliver measurable business value. Currently leading the India Business Center at Circle K, he is spearheading the growth of global capabilities in India while aligning them with the company’s long-term strategic priorities. With deep expertise in operations, transformation, and cross-functional leadership, Sushant has consistently driven innovation, operational efficiency, and

integration between global and local teams. His leadership has played a pivotal role in optimizing service delivery, enhancing collaboration, and embedding excellence across functions. Sushant is known for nurturing high-impact teams and cultivating a culture of ownership, agility, and continuous improvement. His people-centric leadership style focuses on empowering talent, enabling career growth, and building future-ready capabilities across global organizations.

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Shaping the Future The Rise of Women in Leadership in the GCC Women in Global Capability Centers (GCCs) are redefining corporate leadership through tangible impact. In India, which hosts over 1,800 GCCs, women are increasingly driving strategic innovation across sectors like IT, finance, and healthcare. They're not just participating in corporate structures, but fundamentally reshaping how these centers operate, bringing unique perspectives that drive technological advancement and operational efficiency.

Women in GCC Leadership: The Current Scenario The representation of women in leadership roles in India's Global Capability Centers (GCCs) has seen gradual progress, yet significant disparities remain. Women constitute approximately 28% of the total workforce in Indian GCCs, which collectively employ around 1.6 million individuals.

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However, their presence diminishes at higher echelons; only 6.7% occupy executive positions, and a mere 5.1% hold such roles in deep tech organizations. Despite these challenges, several sectors have witnessed women excelling in leadership roles. In the technology domain, notable leaders include: Lalitha Indrakanti, CEO at Jaguar Land Rover Technology & Business Services India. Sirisha Voruganti, CEO & MD of Lloyds Technology Centre India. Mamatha Madireddy, MD and Head of HSBC India Global Service Centres. Kalavathi GV, Executive Director and Head of Global Development Centre at Siemens Healthineers. Anuprita Bhattacharya, Head of Merck IT Centre.

These leaders have navigated and overcome numerous challenges, including: Gender Bias and Stereotyping Women often face preconceived notions about their capabilities, leading to underestimation and limited opportunities. For instance, Lalitha Indrakanti recounted being mistaken for administrative staff despite her executive role. Limited Access to Career Advancement The "glass ceiling" effect restricts women's progression to senior roles, as evidenced by their low representation at executive levels. Work-Life Balance Balancing professional responsibilities with societal expectations and family duties remains a significant hurdle, contributing to higher attrition rates among women in midcareer stages. Addressing these challenges is crucial for developing a more inclusive and equitable leadership landscape within India's GCCs.

Factors Driving the Rise of Women in GCC Leadership Organizational Policies and DEI Initiatives Global corporations are prioritizing Diversity, Equity, and Inclusion (DEI) to create an equitable work environment in their Global Capability Centers (GCCs). Companies like Accenture, Microsoft, and IBM have implemented structured DEI programs to increase female representation in leadership roles. Accenture, for instance, aims for 50% gender parity by the end of this year. Maternity and flexibility policies are also making an impact. GCCs in India are offering extended maternity leave, on-site

childcare, and hybrid work arrangements, enabling women to balance personal and professional lives effectively. For example, Deloitte India provides tailored return-towork programs for women rejoining the workforce.

Education and Upskilling Professional certifications, leadership training, and mentorship programs are equipping women for senior roles in GCCs. Initiatives like the NASSCOM Women Wizards Rule Tech Program help women upskill in emerging technologies. Emphasis on STEM education has also played a role. According to UNESCO, women now make up 35% of STEM graduates in India, contributing significantly to the tech talent pool.

Cultural Shifts Workplace cultures are evolving, with a stronger focus on gender empowerment and inclusivity. Regular gender-sensitivity training and inclusive leadership workshops are helping normalize women in decisionmaking roles. The ripple effect of more women entering the workforce has created a pipeline of talent. As women rise, they inspire and mentor others, driving a self-sustaining cycle of empowerment across GCCs.

The Role of Indian GCCs in Empowering Women Leaders Indian GCCs are stepping up to create an equitable leadership pipeline by implementing mentorship programs, promoting skill development, and introducing family-focused policies. These efforts have allowed women to ascend into leadership positions across various industries.

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Flexible Work Environments and Supportive Policies

Progressive organizations like SAP Labs India have introduced policies that prioritize work-life balance. SAP’s Back-toWork program enables women returning from career breaks to take up tailored roles, while their hybrid work model ensures flexibility. Similarly, Deloitte India’s Return to Work initiative focuses on supporting mid-career women with dedicated mentorship and career reintegration opportunities.

Case Studies and Success Stories

Several women leaders have emerged from these supportive environments:

Mentorship Programs and Upskilling Opportunities Organizations like Wipro and HCL Technologies have initiated bespoke leadership programs targeting women. Wipro’s TalentNext Women Leadership Program is a notable example, designed to help women excel in strategic roles through executive coaching and immersive learning. Similarly, HCL’s Ascend Women Leadership Development program provides mentorship and tools for women to scale leadership ladders.

Upskilling remains crucial, and Indian GCCs are ensuring women are equipped for leadership in high-demand areas. For example, Google India’s Women in Tech initiative focuses on skilling women in cloud technologies, cybersecurity, and analytics— fields crucial for GCC operations.

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Sangeeta Gupta, Chief Strategy Officer of Infosys BPM, has driven growth while leading diversity initiatives across the organization. Roshni Nadar Malhotra, Chairperson of HCL Technologies, exemplifies leadership, ensuring HCL’s GCC operations deliver innovation globally. Priya Kumar, leading talent transformation at VMware India, has played a key role in establishing VMware as a preferred employer for women. These stories highlight how supportive policies and structured mentorship have empowered women to overcome traditional challenges, such as lack of opportunities and rigid workplace structures.

How to Sustain and Accelerate This Momentum To further increase women’s leadership representation in Global Capability Centers (GCCs), organizations must adopt a strategic and sustained approach.

Structured Leadership Pipelines GCCs need clear, structured pathways for women to ascend into leadership roles. Creating talent development programs and setting measurable diversity targets at senior levels can ensure consistent progress.

Focus on DEI and Mentorship Organizations must deepen their commitment to Diversity, Equity, and Inclusion (DEI) programs. Expanding mentorship and sponsorship initiatives can help women gain visibility and access to critical career opportunities.

Encouraging Male Allyship Workplaces should promote male allyship through awareness campaigns and workshops. Engaging male colleagues in conversations about gender equity fosters a supportive culture and accelerates change.

Leveraging AI and Technology Implementing AI-driven tools for recruitment and performance appraisals can eliminate unconscious biases. Bias-free processes ensure equal opportunities for women, especially in hiring and promotions.

Government Policies and Collaborations The government can play a vital role by incentivizing gender equity through tax benefits and regulatory frameworks. Collaborations between public and private sectors can create wider platforms for training and skill development for women in GCCs. Sustaining this momentum requires consistent leadership focus and actionable goals, ensuring gender equity becomes a mainstay of GCC strategies.

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