Tanu Mukherjee,PhD.’s Post

Indian leaders in global capability centres (GCCs) have claimed a seat at the leadership table, underscoring their growing influence in global teams. GCCs in India have witnessed a significant shift in their leadership structure, with an increasing number of global leaders based here driving process ownership and other strategic initiatives. Pari Natarajan, CEO of global management consultancy Zinnov , said the number of global roles in GCCs in India have grown from a mere 115 in 2015 and is projected to grow to 30,000 by 2030. "These roles are pivotal in driving digital transformation across industries, leveraging mature capabilities and data-driven insights. GCC leaders now have a seat at the table, working with greater autonomy and purpose, leveraging their deep customer context to drive digital transformation across industries through mature capabilities." A recent report by nasscom and KPMG highlighted the use of a "2-in-a-box" structure by GCCs to create a leadership pipeline, where counterparts in the parent organization share responsibilities for the same key result areas. The report emphasized the crucial role of global process owners in standardizing processes, driving continuous improvement, and ensuring optimal performance across delivery centres. As Indian leaders take on higher decision-making roles and demonstrate productivity matching headquarters, especially in high-order tasks, they are receiving competitive compensation packages, narrowing the compensation gap. "The compensation levels are influenced by the nature of the work, availability of talent, and the cost-of-living index. These packages typically comprise a mix of fixed cash (50%-60%), RSUs (25%-30%), and bonuses, performance incentives, and additional benefits," Natarajan explained. #Globalcapabilitycentres #tech #talent Zinnov nasscom

GCCs play an important role in creating leadership pipeline along with the tech Talent pipeline. 2-in-a-box structure by GCCs to create a leadership pipeline, where counterparts in the parent organization share responsibilities for the same key result areas. Paving a path to balance the decision making ability involving key regional leaders and their counterparts. #gcc #captives

India's Rise in Global Capability Centers - India Leading the Way Bengaluru and Hyderabad are on track to become pivotal hubs in global Capability Centres (GCCs), with projections indicating they will host 30,000 global roles by 2030. This growth is fueled by mature capabilities and data-driven insights, driving significant digital transformation across industries. 1. Strategic Growth: Projections suggest Bengaluru and Hyderabad will collectively host 30,000 global roles in GCCs by 2030, highlighting their strategic importance in global operations. 2. Leadership Influence: Global leaders based in these cities are playing crucial roles in engineering, operations, and finance, demonstrating India’s strategic leadership in GCCs. 3. Innovative Leadership Structures: The adoption of innovative structures like the '2-in-a-box' model underscores India’s commitment to developing robust leadership pipelines within GCCs. This evolution marks a milestone where Indian leaders are not only participants but decision-makers at the global level, shaping processes and driving digital agendas forward. As Bengaluru and Hyderabad rise in prominence, they exemplify India’s capacity to lead globally, driving innovation and growth in the digital era.

The evolution of GCCs: From cost savers to innovation hubs Setting up a Global Capability Centre in India can save MNCs: - 30-50% operational costs - 20-40% talent acquisition - 15-30% infrastructure But today, GCC'S are beyond these and mostly established as strategic growth drivers or innovation hubs or centres of excellence for parent companies..To thrive, GCCs must prioritize strategic alignment and operational excellence, leveraging innovation, collaboration, and leadership. #India #GlobalCapabilityCentre #GCC #businessstrategy #OperationalExcellence #Innovation #Leadership #OrganizationalDesign

Over the last two decades, Global Capability Centers (GCCs) in India have evolved from “Cost Centers to Centers of Excellence”. GCCs, also known as captives, have changed from just saving costs to becoming advanced hubs that drive innovation and digital transformation for global businesses. In India, GCCs now are playing a crucial role in redefining what organizations can do, ensuring smooth business operations, and speeding up digital changes. These centres go beyond basic tasks, offering extra services like analytics and design, in the process making them essential for their parent companies. This change in the work brief of GCCs has also resulted in an evolving labour force for the GCC market in India. Skills required for roles in GCC leadership differ significantly from those in traditional enterprise leadership, demanding proficiency in managing both commercial and technical aspects. Hence, candidates with a techno-commercial background are consistently favoured for GCC positions. In such a scenario, talent remains a key competitive edge, companies need to prioritize talent by rightly investing in their skills and development. The overall cost per FTE in GCCs is on the rise, expected to climb from the present US$29,100 to US$37,760 by 2030. This escalation is attributed to GCCs broadening their services, emphasizing innovation and knowledge-based capabilities, thereby incurring higher costs. According to various industry reports, 2024 is poised to witness over 60 CIOs and SVP leaders, all based in India from various GCCs, leading their functions at a global level. Presently, India-based GCCs harbour a workforce exceeding 5,000 professionals holding global roles, with an anticipated expansion to reach 30,000 by the year 2030, solidifying its position as a crucial player in the global business arena. So, in the coming times, Indian GCC leadership will have to play an important role in driving the ship not only at the local but also at the international level.

Change is the only constant in today's evolving world and given the magnitude of changes that organisations are dealing with, it is important they prioritise the initiatives in their reinvention roadmap. Had a truly invigorating conversation about this and more with Sumit Srivastav Sudipta Ghosh and Mohib Yousufani. Watch this video to know more! #transformation #technology #GenAI #PwCIndia #PwCProud

India's Global Capability Centres (GCCs) have radically transformed over the past two decades. No longer just back-end support, our GCCs have become innovation powerhouses, driving strategic initiatives and digital transformation globally. Deepika Banerjee (Pronouns-She/Her/Hers) Head of Human Capital Management at Goldman Sachs Services India, reflects on this evolution, stating, "Our India GCCs have evolved from being business enablers to strategic levers that support innovation. In Bengaluru and Hyderabad alone, we have over 35 global leads across 120 functions, proving that our talent is now leading the way globally." Upasna Nischal, Global Head for Learning & Development and HR Head - India at Fidelity Investments the paradigm shift in global management conversations, moving from cost-arbitrage to leveraging proven leadership talent in India. “Indian leaders are now building innovation hubs, driving success with local leadership, and fostering collaborative problem-solving on a global scale,” she says. As Indian leaders take on higher decision-making roles and demonstrate productivity matching headquarters, especially in high-order tasks, they are receiving competitive compensation packages, narrowing the compensation gap. These packages typically comprise a mix of fixed cash (50%-60%), RSUs (25%-30%), bonuses, performance incentives, and additional benefits, as noted by Natarajan, highlighting the growing alignment with global standards. This shift is further supported by Praveen Kumar, CEO of Barclays Global Service Centre India, who notes, “India has become a hub for global leadership roles. As the quality of our talent continues to grow, we're moving towards a truly global, location-agnostic operating model.” The leadership narrative is echoed across industries, with GCCs leveraging mature capabilities and data-driven insights to impact business outcomes. As Debasis Panda of TransUnion highlights, "A significant part of our global operations is driven by local leaders in India." India's GCC leaders now have a seat at the table, working with greater autonomy and purpose, driving innovation and fostering collaboration across borders. The future of leadership is here, and it's being shaped in India. 🚀 Source: The Times Of India #Leadership #GCC #India #Innovation #DigitalTransformation #GlobalLeaders

As the global business landscape evolves, India’s Global Capability Centers (GCCs) are at the heart of this transformation. With over 1,580 GCCs established with a workforce of 1.66 Mn, India has become a hub of innovation and strategic growth. This development is driven by a rich talent pool, robust technological adoption, and focus on customer impact. Reflecting on the incredible journey over the last few decades, nasscom and KPMG report shines a light on several key aspects that are shaping the future of GCCs: ➡ Talent Management: In 2023, 72% of #GCC leaders identified talent management as a critical priority. This involves not just attracting top talent but also nurturing and retaining it. To achieve this, we must create an environment that fosters continuous learning, invests in future skills, recognizes and rewards excellence, builds leadership pipelines, and provides clear career growth paths. By cultivating a culture of inclusion and support, we can ensure our top talent remains engaged and committed. ➡ “2-in-a-box” Model: The innovative “2-in-a-box” structure, where counterparts in the parent organization share responsibilities and key result areas, is truly transformative. It bridges the leadership gap and facilitates seamless knowledge transfer, ensuring smooth transitions and providing talent with invaluable exposure to senior leadership and critical decision-making processes. GCCs in India are leading numerous global roles and working with teams cross borders which exemplifies how Indian talent making significant contributions on the world stage. ➡ Emerging Technologies: With 96% of leaders emphasizing the integration of emerging technologies, GCCs are evolving into strategic transformation hubs. We are reimagining service delivery, customer experience, and operational models to stay ahead. AI, in particular, is a game-changer, and India is on its way to becoming a leader in this domain. The adoption of AI and other emerging technologies is not only enhancing efficiencies but also creating new avenues for growth and innovation. Looking ahead, the future is incredibly promising. By 2030, GCCs in India are projected to lead 30,000 global roles, a significant leap from the mere 115 global roles in 2015. This growth is a testament to India's evolving role as a global leadership hub, driven by innovation, resilience, and a commitment to excellence. Read more: https://shorturl.at/0Y4h6

Most business leaders that I have spoken with in the past year or so have #transformation agenda high on their list of business priorities. However, the road to #reinvention requires a comprehensive approach and a combination of elements including #people, #process, #technology, and more recently #GenerativeAI, for businesses to succeed. Continuing the dialogue with 'Intelligent Automation Bytes', here is my recent conversation with Sudipta Ghosh and Mohib Yousufani where we discuss the increasing need for reinvention among today's CEOs and how they can thrive amidst the disruptions. #technology #IntelligentAutomationatPwCIndia #PwCIndia

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