GCCs should be sitting as a horizontal across all markets and all solutions - being a strategic asset to the organization
said Sumit Mitra, CEO – Tesco Business Services and Tesco Bengaluru.
The discussion concluded with examples of deep commitment, the unique ability to analyse and deliver the competitive edge, and some real examples of how organizations have made this journey quickly and effectively. It was clear that the intellectual horsepower and the execution capability we talked about is a reality and most GCCs are at an inflexion point if they have already not assumed strategic importance.
Most GCCs have assumed this strategic importance to add value as Global Business Solutions Centres to business-critical processes. Sponsorship from the leadership and consistent investment in developing a globally aligned workforce, culture and talent has significantly lifted the profile of the GCCs and the leaders.
Functionally, some of the GCCs brought forward cutting-edge innovation and research and development capabilities across the industry that developed deep and contextual understanding of how these changes could deliver business impact. That coupled with the large talent pool supporting cutting edge digital transformation led processes the likes of using AI, ML and Robotic Process Automation brought huge potential to the global markets.
Talent at GCCs have now demonstrated capability in deep business understanding and coupled with expertise in latest technology, they are best placed to drive strategic transformational impact across the enterprise
Talent brand India has already produced and delivered leadership talent across many Fortune 500 companies at the global level. This has enabled availability of talent and the confidence to lean on brand “India,” further building the case.
Rebranding the sector in India and allowing for a globally mobile work force to move to the GCCs, has provided returning talent with ample opportunities and the potential to grow.
The availability of talent and leadership to deliver digital power to many organizations, further helped in positioning many GCCs quickly and effectively often bringing in the need to hasten the process. Sponsorship and commitment from global leadership and a strong leadership that worked in tandem at both ends made this transition seamless.
Additionally, this consistent effort to develop GCCs as a strategic asset delivering a competitive edge, has also made the right person right role agenda a reality.