One of the key reasons that brought about a consistent shift in the sector is the strategic investment in talent and leadership development.
Factors that further contributed to where the GCC’s stand today include
•Sponsorship at the top level •The ability to engage with the GCC at the board level •The alignment and familiarity with global objectives to breed a consistent and common culture •A reasonably strong investment and distribution of leadership at both ends •Building out the talent landscape appropriately to support this change •Assuming leadership over a period of time in functional areas/industry
Talent is the epicenter of business today and GCC’s are offering the agility, scale and access to a diverse talent pool that allows organization to standardize at the center and innovate at the edges,
commented Mohith Mohan, Vice President – Head of HR & Corporate Operations at Lowe’s. The executive sponsor at the global level has acted as both, the channel and catalyst to this strategic intent. There has been a consistent effort in creating a leadership mindset change.
We need to keep stakeholders engaged with what is happening in the GCC world and demonstrating value to them—thereby effectively achieving sponsorship
said Sumit Mitra, CEO – Tesco Business Services & Tesco Bengaluru. That aside,
the location leader should have clear purpose, principles and a plan! Without these you will end up working on transactions
added Uday Odedra, former APAC Head and Chief Digital and Information Officer, UBS. Additionally, speaking to the impact of covid-19 on the sector and its talent, Srinivas Surapani, Vice President of the Global HR Capability Centre at Schneider Electric stated that,
the resilience demonstrated by the GCCs sector during the pandemic, further strengthened their value across organizations. GCCs paved the way for pivotal roles during the pandemic by driving innovation, availability, and operational efficiency for organizations. While organizations will continue to focus on transformation and innovation, they will have to manage their costs and capability.
Upskilling and reskilling employees with niche and next-gen technology skills remain the need of the hour to augment future talent. GCCs that leverage innovative and meaningful collaborations with academia, start-ups, and the government will be a new R&D centre for incubating digital innovation skills and driving new ideas across the organization.
