Rise of GCCs: Combining AI with Futuristic Talent

India is rapidly emerging as a global hub for Global Capability Centers (GCCs) that have the potential to revolutionize the entire IT and ITeS industries. Currently, India has 1,700 centers employing more than 2 million professionals*. Last year alone, 120+ new GCCs were established, with the ability to attract, develop, and retain specialized talent – this being a defining competitive advantage between high-performing GCCs and the rest.

Talent and GCCs: Hand-in-Hand:

Over the past decade, GCCs have evolved from operational support units to strategic hubs for innovation. Initially focused on routine tasks and cost efficiency, today’s GCCs require deep expertise in emerging technologies, domain-specific knowledge, and strategic thinking. A recent NASSCOM study* suggests that 72% of GCCs now cite talent acquisition and development as their top priority, ahead of technology infrastructure and cost considerations. This shift reflects the changing role of GCCs from cost arbitrage centers to strategic innovation hubs.

As GCCs take on more complex responsibilities, demand for specialized technical skills has skyrocketed. Areas experiencing acute talent shortage include:

• AI/ML Specialists: In Pune, a leading international bank launched an AI Center of Excellence, hiring over 100 AI/ML specialists to build advanced risk assessment models, therebt automating processes that previously required manual intervention.
• Full-Stack Engineers: An investment banking firm Mumbai has built a team of 200+ full-stack engineers who develop trading platforms used by the bank's global operations.
• Cloud Architects: A retail conglomerate's GCC has assembled a specialized cloud engineering team that has migrated over 80% of the retailer's applications to the cloud, reducing operating costs by 30%.

The growing presence of Gen-Z in the workforce is reshaping GCC dynamics. Digital-native and purpose-driven, this generation brings fresh energy and perspective.

An India-based semiconductor firm implemented a “Reverse Mentoring” initiative, where Gen-Z employees coach senior leaders on emerging tech and digital culture—fast-tracking innovation and adoption.

A Swedish retailer’s GCC formed “Innovation Squads” led by recent graduates. One such team developed an AR-based app that allows customers to visualize furniture in their homes, resulting in a 25% uplift in online sales.

 GCCs Investing in the Learning Edge:

One of the most exciting shifts we have seen in GCCs recently is the strategic investment in continuous learning which is also called the 'learning edge.'

The best-run centers are not just reacting to technology trends, but they are actively preparing their people to stay ahead of them.

• An investment banking corporation's GCC has implemented an "AI for All" initiative that provides AI training to all 5,000+ employees, regardless of role. This democratization of AI skills has generated over 200 automation ideas from non-technical staff.
• A technology stalwart in India has created a "Future Skills Academy" that offers specialized tracks in quantum computing, blockchain, and advanced analytics, ensuring their workforce remains ahead of technological trends.
• A retail giant's GCC partners with local universities to offer customized master's programs in data science and machine learning, enabling employees to earn advanced degrees while working.

GCCs that invest deeply in learning are not just building skills, but they are building cultures of curiosity, innovation, and resilience. In a world where technology is evolving fast, learning might just be the most sustainable competitive edge.

Our Experience: Building Future-Ready GCC Talent

For any organization looking to set up or scale their GCCs in India, talent is the real differentiator. In our experience of helping clients set up GCCs, we observe that their most successful approach is to build and nurture future-ready talent across three key pillars:

1. Strategic Talent Acquisition

GCCs need to implement differentiated talent acquisition strategies:

• Skills-Based Hiring: Moving beyond traditional qualifications to assess candidates based on demonstrated capabilities.
• Ecosystem Partnerships: Leveraging relationships with academic institutions, startups, and research organizations to access specialized talent pools.
• Employer Brand Development: Creating compelling employer value propositions that resonate with next-generation talent.

2. Accelerated Skill Development

Skill acceleration programs help GCCs rapidly build critical capabilities – we have seen this with our clients around:

• Technology Bootcamps: Intensive programs focused on emerging technologies like AI, ML, and blockchain.
• Applied Learning Projects: Real-world challenges that allow employees to apply new skills to business problems.
• Digital Learning Platforms: Personalized learning journeys that adapt to individual needs and learning styles.

3. Next-Generation Leadership Development

Building future GCC leaders requires specialized development approaches:

• Global Mindset Development: Programs that build cross-cultural competence and global business understanding.
• Innovation Leadership: Frameworks that help leaders foster innovation and entrepreneurial thinking.
• Change Orchestration: Skills for leading complex transformation initiatives across global organizations.

GCCs need to go beyond building teams, and focus on building talent ecosystems that are ready for the future.

The Path Forward: Talent as a Strategic Advantage for GCCs:

As GCCs continue their evolution from cost centers to strategic innovation hubs, one thing is clear: talent will be the defining factor in their long-term success. Organizations that invest in holistic talent strategies spanning acquisition, development, and retention will be best positioned to unlock the full potential of their centers.

The future of GCCs will not be shaped solely by technology infrastructure or operational efficiency. It will be shaped by the depth, agility, and continuous growth of their people. In this new era, the real transformation will not come from platforms alone, but from the people who imagine, build, and lead through them.

Companies who place talent at the core of their GCC strategy will not just keep up, but they will lead.

Reference(s):

*India’s Unique Value Proposition: An Ecosystem for Scalable Innovation through Global Capability Centers

*India adds 120 new GCCs in a year; Bengaluru, Hyderabad lead, Tier-2s catch up