The GCC Boom: India’s Journey from Cost Arbitrage to Innovation

India’s Global Capability Centres (GCCs) have travelled a long road from their back-office origins. What began as a search for cost efficiency has matured into a strategic engine that now shapes how global enterprises build, ship, and scale their tech. Across India, centres that once focused on tasks now own products, steward platforms, and deliver measurable outcomes for the enterprise. The scale is undeniable, more than 1,700 centres already employ close to two million professionals, and Zinnov’s projections point to 2,200 centres and 2.8 million jobs by 2030. Yet scale is not the headline. What matters is the shift in strategic evolution: the cost-to-value evolution. Clearly, India is no longer only the world’s tech delivery engine and is positioning itself as the orchestration hub of modern enterprise.

That shift comes through in how leaders describe India’s GCC centres today. The definition of success is changing from headcount to outcomes, from hours logged to products launched, platforms reused, and resilience during disruption.

At Zinnov, we’ve seen this journey not in theory but in practice... They are command centers of transformation.

– Karthik Padmanabhan, Managing Partner, Zinnov

In this evolution, one layer of opportunity and complexity is the rise of Generative AI that has accelerated this change, not as a tool layered over old processes, but as a nudge to redesign work itself, to split roles into tasks, allocate them between people and machines, and recombine them into faster, safer, more creative operating models.

It is in this context that India’s most mature GCCs are winning global mandates for product ownership, data science, platform leadership, and risk management, mandates that once lived only at headquarters. That is the inflection point this story explores, why India’s GCCs are being trusted to orchestrate, not just execute.

India’s GCC opportunity lies in moving beyond cost arbitrage, with the potential to grow into a USD 110 billion market by 2030.

– Eric Pagdiwalla, Senior Vice President and Head – GCC, Persistent Systems

Echoing the buoyancy, Karthik Padmanabhan, Managing Partner, Zinnov (a global management and strategy consultancy firm), says, “At Zinnov, we’ve seen this journey not in theory but in practice. After setting up and transforming more than 200 GCCs, we’ve watched these centers evolve from cost-driven outposts to transformation hubs that anchor global strategy. The GCCs that win are those that anchor themselves to value metrics, build leadership depth, and create AI-native, domain-driven talent pipelines. These are not back offices anymore. They are command centers of transformation. If India sustains this momentum, it will not only remain the largest GCC hub, it will set the blueprint for how modern enterprises are designed and run.”

Says Ranjeetha Raja, Head of Transformation, Broadridge India,“GCCs have evolved from cost-efficient delivery hubs to the backbone of enterprise transformation. India now stands at the forefront — driving innovation, accelerating digital adoption, and shaping the future of industries worldwide.”

Read More:India’s GCCs Emerge as Global Engines of Innovation and Growth

INDIA’S GCC VALUE BEYOND COST

For nearly two decades, India’s proposition was framed around labour arbitrage. That story has shifted decisively. Enterprises now look to India for innovation capacity, product stewardship, and speed to value. In boardrooms, leaders do not ask how many seats a centre has, they ask what the centre ships and how quickly those releases move into production or markets. This reframe is rooted in a deeper STEM base, a confident product culture, and a widening geography of talent. Notwithstanding, we have a range of skilling issues.

 “India’s GCC opportunity lies in moving beyond cost arbitrage, with the potential to grow into a USD 110 billion market by 2030. With a rich STEM talent pool, strong AI and R&D momentum, the foundations are already in place. The National GCC Framework and initiatives like Smart Cities are rapidly expanding the ecosystem into tier-II and tier-III cities, strengthening both the talent and infrastructure base. It’s important to build deep capability COEs, for example, a GenAI COE, that can define and accelerate the GenAI agenda for clients, positioning GCCs as strategic hubs that fuel innovation and deliver measurable business value,” observes Eric Pagdiwalla, Senior Vice President and Head – GCC, Persistent Systems.

In essence, Pagdiwalla’s point is striking: if centres can define and accelerate an enterprise’s AI agenda, they are no longer just part of a delivery plan, they are part of strategy formation. This has altered how global firms plan footprint, with India seen as the place where experimentation can be industrialised at pace and scale.

The question many global leaders are asking now is whether India’s centres can credibly act as hubs of leadership and design, not only in engineering. In travel technology, where product and platform decisions have visible business impact, the answer is increasingly yes.

Reflecting on this, Rency Mathew, People Leader – APAC and Managing Director, Sabre Bengaluru says, “India has long been a key player in the GCC landscape, and its value proposition extends far beyond cost advantages. The true strength lies in its rich talent pool and the ability to continuously build on that foundation. To maintain momentum, it’s essential that GCCs evolve from being mere execution centers to becoming strategic value hubs that shape the blueprint of global enterprises.”

The real strength lies in talent and the ability to build on that foundation. India is no longer just executing; it is shaping the blueprint of enterprises.

– Rency Mathew, People Leader – APAC and Managing Director, Sabre Bengaluru

Clearly, the centre of gravity is moving not only because of capability, but also because of where demand is emerging. India finds itself at the intersection of supply and demand for talent and technology.

“A compelling example is the emergence of global leadership roles being successfully executed from India, driven by the availability of skilled talent and the confidence in local capabilities. Additionally, with Asia Pacific now leading global travel trends, India is strategically positioned to capitalise on this shift. The region’s growing population, particularly in India and China, is ambitious and eager to engage globally, further reinforcing India’s potential as a future leader in the GCC space,” adds Mathew.

This broadening mandate is visible across sectors, from enterprise technology to healthcare and retail. It is also visible across the map, as tier-II and tier-III cities start to anchor new centres and Centres of Excellence.

Explaining this transactional-to-tactical-to-strategic shift, Nitin Chandel, Group Vice President and India Country Manager, UKG says, “India’s biggest advantage is its deep and diverse talent pool. What started as back offices has now matured into strategic hubs of innovation, especially in technology, R&D, and finance. Today, many global organisations are driving mission-critical innovation out of India; it is no longer a support function location but a part of their location strategy, that helps deliver direct value to the customers. India remains at the forefront of offering such diverse, unique, and scalable talent, while other countries lack the scale.”

Execution alone is no longer the benchmark of excellence, ownership and innovation are, and India is leading that.

– Nitin Chandel, Group Vice President and India Country Manager, UKG

Chandel’s assessment underscores a larger mindset shift, execution alone is no longer the sole criterion. Ownership and innovation are what win trust from headquarters, and that trust then attracts even larger mandates.

“In today’s fast-evolving business landscape, execution alone is no longer the benchmark of excellence, ownership and innovation are, and India is leading that. This mindset reflects a broader transformation. India is emerging not just as a centre of capability, but as a crucible of product leadership and innovation. Our talent here is driving outcomes, reimagining workflows, and influencing global strategy with bold ideas and deep technical insight,” adds Chandel.

Chandel also points to how the map is changing. “Another exciting trend is the rise of Tier-2 and Tier-3 cities. The talent emerging from these regions is expanding the GCC footprint beyond traditional metros. UKG launched a new Centre of Excellence in Pune recently, specifically to focus on AI. This is a clear example of how cities like Pune have been increasingly drawing the attention of global corporates, beyond traditional metro locations like Bengaluru, Mumbai, Delhi, Hyderabad, and Chennai.”

Policy has a role too, as state frameworks lower friction for investment and talent mobility. “Combining this with proactive government support, states like Karnataka, Gujarat, Andhra Pradesh, Telangana, Uttar Pradesh, and Madhya Pradesh already have GCC-friendly frameworks in place or are in the process. With this, India’s value proposition becomes even stronger,” adds Chandel.

THE TALENT EQUATION

Talent is the foundation of India’s advantage, and the pressure point that could slow momentum if not addressed. Multiple leaders call out the same paradox, India produces the talent the world needs, yet employability gaps, leadership depth, and specialised skills can lag enterprise demand.

“One of the most pressing challenges is ensuring that the workforce is not only technically proficient but also equipped with strong leadership and soft skills. While India produces many engineering graduates, there remains a gap in behavioural competencies and communication skills that are essential for global roles,” emphasises Mathew.

Mathew’s point recurs across sectors, the move from execution to ownership requires a step change in communication, stakeholder management, and decision-making.

Then how do we navigate the talent challenges? “To address this, there must be a sustained investment in offering training in both technical and behavioural skills,” says Mathew. “This includes fostering global mindsets, enhancing people management capabilities, and developing communication skills that enable professionals to lead by example. Bridging this gap will be crucial to sustaining and accelerating GCC growth in India,” adds Mathew.

Talent grooming is vital. And the employability gap is visible in the data. “India produces 31 percent of the world’s STEM graduates and ranks second globally in AI skill penetration. Yet only 43 percent of graduates are considered industry-ready, and over 50 percent of GCCs cite challenges in accessing skilled talent. This disconnect between academic output and enterprise needs is a growing concern. The pace of change demands continuous upskilling, which current academic curricula struggle to match and bridging this gap is critical for sustaining growth,” observes Chandel.

As centres move up the value chain, specialised skills matter. “The most critical challenge lies in sustaining the talent pipeline, especially in advanced engineering, digital, and leadership roles. As GCCs move up the value chain and take on strategic mandates, the demand for specialised skills is rising sharply. If the ecosystem does not evolve in step with these requirements, India risks losing its edge,” says Brathaban Karuppaiah, Country General Manager, SBM Offshore India.

We are developing digital twins, asset integrity, and supply chain hubs from India.

– Brathaban Karuppaiah, Country General Manager, SBM Offshore India

Karuppaiah argues for tighter collaboration with academia so that students see end-to-end product lifecycles, not just coursework. That model builds confidence and craft, and it tends to create higher retention.

The talent conversation is also about cost and retention. “As GCCs evolve into strategic entities, the current functional scope will expand, making traditional tax models inadequate. Without robust transfer pricing policies, GCCs risk double taxation and operational ambiguity, which could potentially deter future investments. Additionally, talent attrition and rising workforce costs, which are expected to grow 30 percent by 2030, pose a threat to scalability. While India’s talent pool is vast, retaining niche skills in sustainability audits, AI and cybersecurity requires a renewed focus on employee value propositions and upskilling opportunities,” according to Rajasekar Rajagopal, Assurance Leader, EY Global Delivery Services India LLP.

Retaining niche skills in AI, sustainability, and cybersecurity requires a renewed focus on employee value propositions and upskilling opportunities.

– Rajasekar Rajagopal, Assurance Leader, EY Global Delivery Services India LLP

Maturity levels vary widely across centres. “Collaborations with startups and academia partnerships can provide GCCs access to latest and trending technology, as well as build a pipeline of the best talent. Many hubs also face the risk of stagnation, becoming trapped as low-value cost centres due to rigid processes and resistance to change, with more than 60 percent yet to achieve adequate standardization and fewer than 10 percent reaching the highest levels of maturity,” observes John Dawber, Corporate Vice President and Managing Director, Global Business Services, Novo Nordisk.

GCCs in India have moved beyond cost arbitrage to become true outcome drivers, accelerating product pipelines, improving patient outcomes, and building new digital capabilities.

– John Dawber, Corporate Vice President and, Managing Director, Global Business Services, Novo Nordisk

Devesh Amin, Director Global Infrastructure Engineering & APAC IT, Intuit, says, “A critical challenge remains the availability of specialized talent, particularly in areas like AI, data science, cybersecurity, and design thinking.”

These risks do not diminish the opportunity, they clarify where leadership focus must go, skills, leadership, mobility, and the systems that make learning continuous.

AI-NATIVE OPERATING MODELS

Generative AI has become a force, pivoting transformation. The most mature centres are not grafting AI onto legacy workflows, they are reconstructing how work works, with data contracts, observability, and clear guardrails.

“India’s GCCs must embed AI-first thinking across functions, adopt platform-led architectures, and co-create solutions that drive global business outcomes. Centre of Excellence-as-a-service, vendor consolidation, functional scale-up, and horizontal technology offerings are a few areas that provide anywhere from a 25 percent to a 40 percent business impact compared to existing operating models that merely involve being a commodity supplier. It’s about scaling fast and taking full ownership of the product lifecycle, from ideation to optimization,” points out Pagdiwalla.

Pagdiwalla gives examples from client work to show what this looks like in practice. “We have worked with industry leaders, enabling them to launch production-ready GCCs in about 6 to 8 weeks. With SASVA, our AI-powered platform, we accelerate releases with reduced time-to-market, while iAURA tackles complex data challenges for seamless AI deployment. For a global cloud data management provider, our AI-driven, scalable GCC model delivered a 30 percent reduction in costs, while for a security management unicorn, we helped establish a GCC that drove 50 percent faster resolution rates and accelerated release cycles.”

The idea of innovation arbitrage is central here, the notion that India can turn its combination of startup energy, consulting depth, and engineering scale into a repeatable engine for outcomes.

“India’s GCC story is no longer about scale and cost. The real opportunity is innovation arbitrage, leveraging India’s startup ecosystem, global consulting depth, and leadership talent to create hubs that drive strategic value. With over 2,500 centers expected by 2029, the compelling value lies in building AI-native, outcome-focused GCCs that serve as North Stars for their parent organizations,” says Monish Singhal, Group Vice President, Publicis Sapient.

UKG’s Chandel offers a concrete illustration of what AI-first looks like when ownership resides in India. “For instance, at UKG, our core platform or product development is led out of India. Our India Centre of Excellence has played a significant part in our development of more than 40 AI agents. Today, India contributes more than 50 percent of UKG’s R&D globally.”

FROM SUPPORT TO STEWARDSHIP

The centres that make the leap from delivery to orchestration are those that own roadmaps end-to-end. Ownership changes measures of success, it brings customer metrics, speed to market, and revenue into the local dashboard, and it elevates leadership.

For instance, retail and e-commerce provide a good test case because they operate at the sharp end of customer experience and logistics. “For GCCs in India to become true engines of innovation, they must cultivate a culture that actively encourages experimentation, agility, and continuous learning. Equally important is strong, empowered leadership within the GCC. Leaders must articulate a clear vision for the centre’s strategic role, inspire their teams, and drive initiatives that create meaningful business impact. At Wayfair, this leadership mindset is foundational to how we scale innovation across our global teams,” says Rohit Kaila, Head of Technology and Site Leader, Wayfair India TDC.

Our India teams own product roadmaps, drive customer-first solutions, and measure themselves against business KPIs.

– Rohit Kaila, Head of Technology and Site Leader, Wayfair India TDC

Ownership is also showing up in finance and advisory. “India’s GCCs are evolving rapidly, poised to transition from centres of operational efficiency to centres of innovation, at which point the most effective GCCs will expand to shape global strategy. Riveron’s GCC in Pune was established with the vision of helping our clients expand beyond cost arbitrage, instead, we focus on developing deep domain capabilities and embedding AI in delivery efficiencies at scale,” says Rajesh Pawar, Managing Director, Riveron.

Riveron’s GCC in Pune was established with the vision of helping our clients expand beyond cost arbitrage.

– Rajesh Pawar, Managing Director, Riveron

Even in advanced manufacturing and optics, design thinking and engineering craft are shifting to India. “Moving beyond cost arbitrage to deliver innovation and strategic value is a journey that takes time and deliberate effort. India’s GCCs have already begun this transition, but the next phase requires building stronger capabilities in areas such as AI, advanced analytics, product engineering, and design thinking. GCCs must embed themselves deeper into global strategy, moving from support functions to co-creating solutions alongside headquarters,” observes Prakash Kumar, Head of Corporate IT, ZEISS India Global Capability Center.

We are embedding design thinking, advanced analytics, and product engineering to co-create solutions with headquarters.

– Prakash Kumar, Head of Corporate IT, ZEISS India Global Capability Center

THE ECOSYSTEM EFFECT

No centre succeeds alone. The strongest hubs are porous, they partner with startups for speed, universities for emerging skills, and services firms for scale. This networked model is becoming a competitive advantage for India.

“With approximately 1,800 GCCs, nearly 1.9 million professionals, and USD 64.6 billion in annual value creation, India offers one of the world’s most vibrant talent ecosystems. Progressive initiatives such as the Karnataka GCC Policy are fostering collaboration among enterprises, startups, academia, and government, further strengthening this ecosystem,” says Kavita Mehra, Senior Consultant and Head – India GCC, Dell Technologies.

Nearly 70 to 78 percent of GCCs in India are already investing in AI and ML upskilling, supported by over 120,000 AI professionals and 185 plus Centres of Excellence.

– Kavita Mehra, Senior Consultant and Head – India GCC, Dell Technologies

Mehra notes the capability stack that supports this ecosystem. “Nearly 70 to 78 percent of GCCs in India are already investing in AI and ML upskilling, supported by over 120,000 AI professionals and 185 plus Centres of Excellence. Tier-2 cities are also emerging as significant hubs, expanding the talent pipeline and reinforcing India’s leadership in advanced technologies including GenAI, cloud, and cybersecurity,” says Mehra.

For those looking at tangible success, financial services offers an instructive example of ecosystem execution at scale. “India’s greatest opportunity to further strengthen its position as a GCC hub lies in its ability to drive impact-led innovation at scale. At the TransUnion GCC India, we have seen this transformation first-hand, our Chennai centre, for example, has scaled AI pilots globally and continues to support our enterprise modernization efforts,” shares Debasis Panda, Senior Vice President, Operations and Head, TransUnion GCCs.

Our Chennai centre has scaled AI pilots globally and continues to support our enterprise modernization efforts.

– Debasis Panda, Senior Vice President,Operations and Head, TransUnion GCCs

Panda points to the learning engine that makes this sustainable. “Mature GCCs are solving real-world challenges such as financial inclusion and fraud prevention in partnership with startups, academia and policy networks. This rapid evolution of technology demands sustained investment in learning and skills initiatives, especially now that skills are seen as the new global currency. For example, TU Connect, our holistic, experiential and continuous learning program, helps us build a future-ready workforce,” adds Panda.

Segments like consulting and assurance also see a similar pattern. “To transcend cost arbitrage, GCCs must embrace a dual transformation that includes internal capability building and external ecosystem collaboration. Research has shown that leading GCCs are now co-creating IP with academic institutions and incubating startups to drive disruptive innovation. Internally, GCCs must invest in governance structures that scale innovation programs and nurture talent in next-gen technologies like AI, quantum computing and advanced analytics,” underscores Rajagopal.

Meanwhile, energy and engineering centres demonstrate how sector context multiplies the value of technology. “SBM Offshore India is building expertise in areas like front-end engineering design, centralised supply chain hubs, asset integrity, digital twins and digital platforms powered by AI and the Power Platform. These initiatives illustrate how GCCs can move from efficiency engines to true value creators by contributing innovation, intellectual property, and solutions that are globally competitive,” says Karuppaiah.

GCCs AND IT SERVICES, CONVERGENCE NOT COMPETITION

The relationship between GCCs and IT services firms is often framed as competition. The leaders we spoke with insist the future is collaborative, a hybrid where innovation is incubated inside GCCs and industrialised by service providers with scale and compliance muscle.

“I strongly believe that the relationship with service providers will increasingly be defined by collaboration and convergence, with partnerships focused on unlocking greater value creation. Service providers positioning themselves as mere commodity suppliers risk being relegated to handling tactical, low-value operational processes. However, service providers that bring forward-looking consulting, deep domain and technology expertise, flexible GCC operating and commercial models, GenAI accelerators, and innovation pods, along with true thought leadership and expertise, will become indispensable partners,” notes Pagdiwalla.

The players in the fray also echo that view. “The future is defined by convergence. IT services bring scale, delivery discipline, and industry breadth, while GCCs incubate innovation, pilot next-generation solutions, and develop strategic IP. Together, they form a complementary ecosystem where speed and innovation combine with scale and execution excellence,” explains Mehra.

Meanwhile, assurance and consulting see the same pattern. “The future lies in convergence. GCCs and IT services firms are increasingly coexisting in a symbiotic ecosystem. While GCCs offer strategic control and deep domain expertise, IT services bring scale, agility and specialized capabilities. Our analysis shows that over 80 percent of GCC leaders are open to engaging new service providers to fill talent and capability gaps,” says Rajagopal.

Other industries like healthcare and life sciences add nuance. “There will be areas of competition, especially in transactional or commodity delivery, where IT services and GCCs overlap. But this gap can be reduced through continued collaboration and convergence. While scaling, integration expertise and platform engineering capabilities are provided by the IT services industry, GCCs can provide domain depth, product vision and regulatory expertise,” says Dawber.

Digital natives frame it as a one-company mindset. “It’s not GCCs versus services, it’s GCCs with services. The future is convergence, blending execution excellence with innovation to drive transformation at scale,” observes Singhal.

Meanwhile, organisations like Xebia describe how new operating models are emerging to support this partnership. “The relationship between GCCs in India and the traditional IT services industry is evolving toward convergence, with strong elements of collaboration. Xebia’s own experience with models like Company-as-a-Service highlights how GCCs can start small and grow into fully functional entities, with the right partnership ensuring reduced risk, faster scalability, and stronger strategic impact,” says Glory Nelson, India Country Head, Xebia.

GCCs bring deep domain expertise, agility, and innovation especially in areas like AI/ML and advanced data solutions. IT service partners bring maturity in scaling, compliance, and process excellence.

– Glory Nelson, Country Head - India Capability Center, Xebia

Interestingly, telecom and product engineering specialists also see a complementary fit. “GCCs can serve as a growth vector for IT service companies because these companies have the capabilities to address some of the inherent limitations of the GCC model itself. IT service providers can undertake end-to-end work, as they possess extended expertise. Beyond just capacity, IT service providers also bring diverse and deep expertise across multiple technology domains and industry verticals,” observes Yogesh Rathi, Global Head of Delivery, Sasken Technologies.

Piyush Kedia, Co-Founder & CEO of InCommon, says, “The future is about convergence. GCCs will own core product and data decisions while also setting the standards for architecture, security, and quality. IT services, in turn, will provide surge capacity, specialist skills, accelerators, and managed modules.”

The future is convergence. GCCs will drive product and data decisions, while IT services bring scale and specialist skills.

– Piyush Kedia, Co-Founder & CEO, InCommon

“The best setup is one where both sides know exactly where their role starts and ends, and where they measure success the same way. It’s not about picking one over the other, it’s about each doing what they are best at, while following the same standards. That’s how you get both speed and quality at the same time,” adds Piyush.

THE ROAD AHEAD

The path forward is clear and contested. Eastern Europe, Latin America, and Southeast Asia are building credible alternatives. Wage inflation, leadership gaps, and regulation could blunt India’s edge if not addressed with urgency. Yet the ingredients for sustained leadership are already present, the talent density, the ecosystem depth, and the confidence of global enterprises to place strategic bets in India.

Retail analytics leaders distil the opportunity succinctly. “India’s journey from a global services hub to a strategic powerhouse is truly exciting. We see the biggest opportunity in moving GCCs beyond being just service providers and into the engine rooms of global enterprises. The value proposition is no longer about cost, it’s about a unique blend of scale, strategic talent, and digital fluency,” says Venkat Raghavan, Group Director, Analytics and Data Sciences, Tesco Business Solutions.

The magic happens when we build hybrid models that combine the best of both worlds. In this model, GCCs can focus on strategic, innovation-led initiatives, while IT services provide the operational scale needed to deliver solutions globally

– Venkat Raghavan, Group Director, Analytics and Data Sciences, Tesco Business Solutions.

Raghavan emphasises the shift from reporting to decision support. “For us at Tesco, our Analytics CoE in India has evolved from a reporting function into a global hub that’s influencing group-wide decisions and shaping our business strategy. This shift proves the measurable impact GCCs can deliver when they’re empowered to innovate,” adds Raghavan.

Singhal of Publicis Sapient sums up the operating model change he believes will define leaders. “GCCs must reimagine themselves not as delivery arms, but as innovation hubs and strategic partners embedded within their parent organizations. This means building multi-capability teams, not just technologists, but strategists, product managers, experience designers, and data scientists working together. The path forward lies in rejecting the old zero-sum lens of ‘GCC vs. services’ and instead building one crew in the same boat, leveraging each model’s strengths to deliver end-to-end digital transformation for global enterprises.”

And organisations like UKG frame the call to action for headquarters. “It starts with a mindset shift at the parent company. GCCs don’t have to be seen as merely extensions of headquarters, but as true partners, product owners, and innovation leaders. When teams in India are given end-to-end ownership, they do not just execute, they innovate, problem-solve, and contribute strategic value,” says Chandel.

ZEISS and Wayfair underline the importance of design, engineering, and empowered local leadership. “Over time, these steps will position India not just as a delivery hub, but as a true centre of global innovation and strategic influence,” says Kumar.

Adds Kaila, “Our India teams own product roadmaps, drive customer-first solutions, and measure themselves against business KPIs such as customer experience, speed to market, and revenue growth.”

Finally, TransUnion’s view captures both the promise and the risk. “Skills are the new global currency. This rapid evolution of technology demands sustained investment in learning and skills initiatives. Unless India invests at speed and scale, its GCC momentum could plateau,” observes Panda.

“The next chapter of India’s GCC story will be defined not by cost savings, but by innovation and strategic impact. As global enterprises expect more than efficiency, India has the opportunity to position its GCCs as engines of transformation.”
— Ranjeetha Raja, Head of Transformation, Broadridge India

India’s GCC moment is as defining today as the IT outsourcing pivot was after Y2K, the very shift that prompted Thomas Friedman to write The World is Flat. That was another age and another time. Now, in a world where bots and AI work alongside us as collaborators — and against the backdrop of sweeping geopolitical change — India stands at the cusp of an even greater tech evolution. This is perhaps the most important inflection point in our technology journey. The time is now for India to assert its tech supremacy without compromise, to rise, shine, and carve out its identity, riding every crisis as an opportunity. This is not just India’s GCC moment, it is India’s technology destiny in the making.

shrikanthg@cybermedia.co.in