The GCC leadership, and effectively the GCCs themselves, operate as an extension to the enterprise, mirroring the same set of values and objectives as the home office. GCCs today are global strategic assets to the corporate structure. In India alone, GCCs employ over one million professionals and have an economic value of over $30 billion. They have matured from cost arbitrage centres to Global Business Solutions Centres.
These mature GCCs have global functional roles that are achieved by continuously aligning with the global vision and culture; integrating policies and processes; recognizing business goals and building an effective value proposition. Sumit Gupta, Country Head, Cargill Business Services, highlighted that
GCC’s focus on building the right culture and aligning it with the parent organisation, is imperative for long term success
Mohith Mohan, Vice President – Head of HR & Corporate Operations at Lowe’s agreed.
Today, capability centers have moved away from parent child relationship to being another corporate office, largely stemming from investments in senior leadership talent and maturity of the global operating model
Demonstrated capabilities coupled with a high level of ownership has ensured engagement and action from executive sponsors. Sumit Mitra, CEO – Tesco Business Services and Tesco Bengaluru emphasizes the need to be,
a storyteller with the ability to focus and create opportunities to run top line, bottom line critical work, and through that path be seen as the CxO of the enterprise. To be successful, move away from large team, people manager mindset. We need to break the bias!
Sunil Shah, Global Head for Societe Generale’s Global Solution Centres in India and Romania, and CEO, Societe Generale’s Global Solution Centre in India further highlighted some of the other aspects where GCCs play a critical role:
Resiliency
For most organizations, India is one of the largest offshore setups, if not the largest. COVID was an unprecedented event, that none were prepared for. Most organizations in India adopted remote working very quickly ensuring continuity in business and delivery. This positions the GCCs uniquely to play a strategic role in providing the resilience required in unprecedented situations.
Ability to accelerate transformation and be agile
Considering GCCs house extended teams of most of their global functions in close proximity, there is a lot of advantage that the GCCs have to help accelerate transformation and change adoption/ management. The proximity helps brainstorming a lot more easier, helping arrive at solutions that are acceptable by most businesses, if not all.
