Indian Global Capability Centres: A New Frontier for Leadership Talent
In recent years, Global Capability Centres (GCCs) in India have emerged as pivotal players in nurturing talent for multinational corporations (MNCs). These centres, once primarily focused on back-office operations, are now evolving into strategic hubs that contribute significantly to global leadership roles. Over the past two years, more than ten executives from Indian GCCs have ascended to global CXO positions, marking a significant shift in the landscape of corporate leadership.
The Evolution of GCCs
Historically, GCCs were synonymous with functions like call-centre operations and basic administrative tasks. However, as the business environment has transformed, so too have the roles of these centres. Today, they are engaged in complex functions such as research and development (R&D), product management, and innovation. This evolution reflects a broader trend in which companies are increasingly recognizing the strategic value of their Indian operations.
For instance, Sumit Mitra, who previously worked at Tesco’s Bengaluru GCC, has transitioned to the UK, where he now oversees coaching responsibilities across five countries. Similarly, Hari Vasudev, Walmart’s Chief Technology Officer for the US, began his career in technology roles in India. Tathagat Varma, another notable figure from Walmart India, has taken on a global TechOps leadership role in the US.
A Growing Workforce
India is home to approximately 1,750 GCCs, accounting for 17% of such facilities worldwide. These centres employed around 1.9 million people in 2024, contributing over $64.6 billion to the country’s services exports-a figure that has grown by more than 40% in recent years, according to the National Association of Software and Service Companies (Nasscom). Projections suggest that this contribution could reach $100 billion by 2030.
As the role of GCCs expands, so does the number of executives in global leadership positions. A recent Nasscom study forecasts that Indian GCCs will host over 30,000 global leaders by 2030, a significant increase from the 5,000 reported in 2022. This trend aligns with the existing leadership roles in major tech companies in the United States, indicating a shift in how companies view their Indian operations.
The Shift from Back Office to Innovation
The transition from back-office functions to innovation and product development is a game-changer for GCCs. On average, four global roles are now based in India for every GCC, highlighting the increasing importance of these centres in the global corporate structure. Amita Goyal, managing partner and head of the GCC practice at Zinnov, emphasizes this shift, stating, “Earlier, we did not have a lot of product management out of India. Now, companies are proactive in thinking they should have some product management in India.”
Goyal further notes that GCCs are becoming essential pipelines for global leadership succession. This perspective underscores the growing recognition of the capabilities and potential of Indian talent in the global marketplace.
Diverse Industries Embracing Indian Talent
The trend of elevating GCC executives to leadership roles is not limited to a single industry. Companies across various sectors, including SAP, CME Group, Providence, AP Moller – Maersk, Data Axle, BT Group, and Commvault, have recognized the value of Indian talent. This diversification reflects a broader acceptance of the capabilities of Indian professionals in high-stakes roles.
The rise of these leaders coincides with increasing restrictions on immigrant workforces in the United States, particularly concerning the H-1B visa program, which has historically been a pathway for Indian engineering talent. As the landscape changes, Indian GCC executives are gaining valuable experience and exposure to both international and domestic technology operations, positioning them well for leadership roles.
The Role of Global Integration
Accenture-backed ANSR, which has facilitated the establishment of over 175 GCCs in India, highlights the growing trend of executives transitioning from GCCs to global roles. Vikram Ahuja, co-founder of ANSR, points out that organizations are increasingly focused on hiring the best talent, regardless of location. “You hire the best person for the job, irrespective of where they are, and you build an environment where you can nurture your employees to rise to leadership positions,” Ahuja explains.
This approach marks a departure from the traditional view of GCCs as mere back-office operations. Today, these centres are integral to the corporate structure, with employees entrusted with significant responsibilities and roles that matter to the organization.
Conclusion
The transformation of Global Capability Centres in India from back-office operations to strategic hubs for leadership talent is a noteworthy development in the corporate world. As these centres continue to evolve, they are not only contributing to the growth of their parent companies but also shaping the future of global leadership. With projections indicating a substantial increase in the number of Indian executives in global roles, the GCCs are poised to play a crucial role in the ongoing evolution of the global business landscape. As companies increasingly recognize the value of Indian talent, the future looks promising for both GCCs and the professionals they nurture.
