FEATURE
That’ s the true transformation of India’ s GCCs. From cost centres to capability centres and now to custodians of entire product lifecycles.
The scale of India’ s GCC opportunity
India is home to over 1,700 Global Capability Centres employing more than 1.9 million people. Valued at US $ 64.6 billion in FY2024, the sector is projected to grow to as much as US $ 105 billion by 2030. This rapid expansion reflects a fundamental shift in how global enterprises view India, not as a cost-saving destination but as a strategic center of innovation, product development and Digital Transformation.
The cycle begins with defining the product roadmap – what problem are we solving, who are we solving it for and how will it fit into the larger business vision? From there, the teams drive innovation, experiment with prototypes and validate ideas with real-world users.
Along the way, they manage global stakeholders, balancing customer needs, compliance requirements and market demands.
And when the product is finally built, tested and launched, it’ s still not the end. GCC teams continue to own the lifecycle, monitoring adoption, gathering feedback and refining features to keep the product relevant and impactful.
This shift is about deep product leadership and having the confidence and capability to sit at the same table as headquarters and say: We’ ve got this. We’ ll take it from here.
That’ s the true transformation of India’ s GCCs. From cost centres to capability centres and now to custodians of entire product lifecycles, rethinking how global companies innovate and compete.
The missed opportunity when GCCs are limited to delivery and not decision-making
For many global companies, their India GCCs still remain stuck in the shadows of headquarters, boxed into the role of efficient delivery arms. They execute flawlessly but only on instructions handed down, never shaping the strategy themselves.
The irony is striking: in a country brimming with world-class talent in AI, design and product leadership, much of that potential lies underutilized.
When capability centres are denied decisionmaking power, they miss the chance to own the product lifecycle – to dream, to design, to lead innovation. The result is more than just stifled creativity; it’ s a slower response to market shifts, missed innovation cycles and eventually a diminished strategic relevance.
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INTELLIGENT CIO APAC www. intelligentcio. com