More than 1,760 Global Capability Centres (GCCs) in India are no longer the back-office engines of the world but are rapidly becoming the frontlines of enterprise transformation, a Nasscom report said on Monday.
Employing nearly 1.9 million professionals, GCCs in the country power the digital backbone of almost half of the Fortune 500 companies.
Nearly 70 per cent of all new GCCs set up across Asia are choosing India not only for its talent density but also for its expanding ecosystem of deep-tech capability, service-provider partnerships, and design-led thinking, according to the Nasscom report developed with Oliver Wyman and R Systems.
“The GCC model is entering a pivotal phase, demanding deep partnerships and rapid execution to leverage these centers as primary engines of innovation, resilience, and enterprise value. For India, the next decade of global digital progress will be built on partnership models architected here, where GCCs and service providers jointly define how enterprises grow, innovate, and compete,” the report noted.
The report identifies a new operating construct for next-gen GCCs based on strategic partnerships between headquarters, GCCs, and technology service providers.
These are integrated ecosystems where partners jointly co-create, operate, and scale capabilities. Flexible models such as Build-Operate-Transfer/Manage (B-O-X), joint ventures, modern talent augmentation, and co-innovation partnerships are reshaping how enterprises accelerate transformation at speed and scale.
This evolution reflects a global shift in enterprise expectations — GCCs must now own innovation pipelines, drive P&L impact, and generate autonomous value that keeps pace with AI-native disruption.
To effectively navigate this landscape, the report outlines five key building blocks for success: a shared enterprise vision, operating excellence, resilient governance, magnetic talent, and technology-led innovation.
For service providers, the imperative is deeper engagement and greater adaptability — requiring investment in specialized talent, a clear forward value proposition, and refined operating models, ultimately enabling a transition to lifecycle partners delivering measurable business impact, the report added.
–IANS