Skip to main content

"Innovation, efficiency, and excellence—hallmarks of GCCs in India. Not sexy enough? Well..."

 6 hours ago

Very excited... Looking forward to reading the report..
Always a big fan of Pari Natarajan
! In his recent comments, he spoke about a 30,000 people GCC Optum and the 40 years of India's first GCC Texas Instruments!
ANSR report told that there are more than 100 GCC leaders in India who are paid more than a million-dollar salary! With the 40-year history, 1.6 million staff and billion dollars invested in India, GCCs must be now leading several of their global, high value projects from India, largely using Indian talent...
Many GCC leaders, however, very clearly mention that the core work that India does is largely a piece of core delivery that HQ leads and governs!
Wonder if Zinnov and other competitors studied the Benchmarked Best Practices and Global Capabilities of Indian GCCs...
In general, we also need to learn how a 40-year-old GCC like Texas Instruments navigated the tech disruptions as happens every 5 years?
Finally, to how many of Indian larger GCCs, have Moor's law vs Eroom's law applied over past decades!
Over the past five years, India’s Global Capability Centers (hashtagGCCs) have transformed from operational hubs into strategic powerhouses. With a vast talent pool, India GCCs are now driving innovation, setting global strategies, and influencing key decisions.

But the journey is just beginning. As India’s GCCs continue to evolve, the challenge is clear: How to sustain growth, bridge the value gap, and scale innovation while taking on an expanded global leadership role. How will they navigate this next phase?

Our upcoming India GCC Landscape Report, in partnership with nasscom, provides a strategic roadmap for this evolution.

📊 Key Insights include:

▪️ How India GCCs are driving global agendas. India now hosts a growing number of global roles— This marks a shift from operational support to strategic leadership.

▪️ How India’s ecosystem is leveraging its critical mass of digital talent to lead in AI, IoT, Big Data, and more.

▪️ Strategies for GCCs to grow, innovate, and create sustainable value on a global scale.

📅 Mark Your Calendar: September 11th. Stay tuned for a deeper dive.

nasscom insights | Brookfield Properties | Neetu Singh | Sangeeta Gupta | Srikanth Srinivasan | Achyuta Ghosh
Pari Natarajan | Nilesh Thakker | Karthik Padmanabhan | Nitika Goel (She/Her)

hashtagAI hashtagtalentstrategy hashtagglobalroles hashtagnasscom hashtagzinnov

Comments

Popular posts from this blog

What is The Hay Group Total Reward Framework

The Hay Group Total Reward Framework A new way of understanding reward Reward strategies must be anchored in business reality to be effective. Which means linking it to your business strategy – and the needs of your employees as well as your organisation. Our Total Reward Framework helps you optimise reward, no matter how challenging the conditions. The issue Remuneration tends to be one of the worst-managed parts of an organisation’s cost structure. But with 10-70 per cent of total costs wrapped up in it, reward cannot be ignored, particularly in a downturn. To be effective, reward programmes must reflect the needs of the business, now and in the future. Only if they are tied closely to company strategy, business performance and the needs of employees can reward programmes deliver the ROI that is needed in tough times[MK1] . The Hay Group Total Reward Framework takes strategy as a starting point – and it focuses on total reward: every financial measure together with no...

Aon Hewitt Total Rewards Framework

Aon Hewitt Total Rewards Framework The Aon Hewitt model and approach believes in considering Total Rewards as a business tool and very much linked to overall business objectives! Reward as understood is a very complex mechanism and some efforts of correcting the base pay and titling in a hurry by many MNCs in India have done a bigger crime by trying to correct it by market adjustments without looking at the talent map, complexity and expectations out of role and mapping it against the benchmark. Titles in India are a big misnomer and hardly any survey on compensation ever probes and captures and calibrates the tangible outcome based bench marking! If we dive deep, we will find that the key factors of Education, Experience and Quality of Education, Quality and relevance of experience and education are not calculated granular! A diploma holder technical manager gets the salary benchmarked for the top T-school manager with top quality experience in a challenging and break-through...

Why Organizations are so BAD at Talent Management? A curious case below..

Founded in 2019 in South San Francisco,   ProcDNA has grown 2x in 24 months....from 100 to 200 as of Feb 25th as you see the snapshot below. I was looking at their India staff data looking actively for jobs as evident on Naukri.com, a leading job portal in India. For past 30 days, 39 staff in India looking out actively. If you check for past 2 months, this number inflates to 49. Median tenure of staff here is 8 months.  What interests me are the following: 27 jobs posted on LinkedIn and 9 out of them are just repetitions. Same job posted many times (5x at times).  There is only 1 Director level job is up there as far as senior open roles are concerned. Many jobs have titles like Senior/Associate/Assistant Engagement Lead, etc.  Below are 4 senior staff in key roles who are active on Naukri.com , looking for next job.  What's wrong here? Nothing....they are just looking out...:) ....But that's a self fulfilling thought, right, especially when you are the co...