India GCCs 2.0: From Cost Centres to Value Creators

As global capability centres evolve from support units to strategic hubs, India’s corporate leaders discuss how to reposition themselves as decision-makers and earn a seat at the global table

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As the global business landscape shifts toward innovation, digital transformation, and rapid decision-making, GCCs (global capability centres) in India are undergoing an identity reboot. To understand this transformation, Mint, in association with Oliver Wyman, organised a roundtable discussion recently on ‘Architecting the GCCs of the Future’.

The leaders seemed unfazed by the proposed US tax on overseas operations, even though such a policy shift could potentially rattle the industry.

“Policies may shift, but innovation endures,” said Kavita Mehra, Senior Consultant-Dell Technologies. “You can regulate cost, but you can't contain innovation. GCCs are now integral to global operations — there's no reversing that.”

Across the room, there was consensus that India's GCC story is accelerating into its next phase. “It's a net positive opportunity. Ours is a huge company headquartered in a tiny city. So, for the kind of skills and scale we need, there will always be an opportunity,” said John Dawber, corporate vice president & managing director for global business services at Novo Nordisk.

Many agreed that the long-term financial impact of new US policies would be negligible. “The shifting ecosystem is a big reason for it being an opportunity for both India and the US. Since most big corporations are now setting up GCCs in India, they don't necessarily have to be present in the US to service clients. For the US, it's a good way to filter the talent they really want to be there in terms of value addition and skillset,” said Kishore Seshagiri, Chief Digital Officer, Broadridge India.