The way forward must include open communication and clear two-way feedback. The key is to create functional accountability and ownership that create opportunities to run enterprise-wide programs. The GCC leaders must inspire their teams to take personal ownership and be results-driven when opportunities present themselves.
It is imperative we build new capabilities year on year. Not just that, functional accountability and ownership will help create opportunities to run enterprise-wide programs,
said Vineeth Suresh, President Operations, Landmark Group
Diversify yourself, actively seek global responsibilities for yourself and GCC Leadership Team, to be recognized as the next in line,
added Malahar Pinnelli, VP Technology and MD, Ecolab.
Through the years there has been a consistent effort to become business and customer focused. This shift called for, first, being cognizant of the capabilities – talent diversity, ecosystem of start-ups, academia, government bodies; and second, leveraging those to build the charter for delivering strategic business solutions that help achieve sustained development.
Being proactive with an eye on the future and continuously revisiting the changing business landscape and talent marketplace is critical to stay competitive. Mohan Patnaik, VP Global Capability Centre of GSK highlighted the
need to be able to identify your space and leverage your strengths as a leader.
There has been a push and, in some cases, even acknowledgement and action to leadership roles being location agnostic.
Remove location from the global role. Making them boundary-less,
Lastly, GCCs as a “volume and value” proposition is the calling for the future.
GCCs should continue to focus on high-value activities such as innovation, product modernization, and integrations, building competencies in emerging tech, and establishing centres of excellence. An example that comes to mind is how GCCs have driven impact at scale with automation.
Digitization, the need for agility, hybrid work models, demand for new-age tech and skills, and a challenging talent landscape will continue redefining the operating model of GCCs and their impact on organizations in India and globally. This centre’s agility and adaptability in responding to the needs of a very dynamic business and consumer environment will drive business strategy. This is just the beginning; the surface of what GCCs can deliver has just been scratched!
concluded Srinivas Surapani, Vice President of the Global HR Capability Centre at Schneider Electric.
