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Size does not determine disruption — and mid-market Global Capability Centres (GCCs) are proving it. Within the technology space, smaller, leaner and often more agile, mid-market GCCs are fast becoming engines of innovation. These over 480 units are fast becoming strategic partners to their parent organisations and influential voices in their sectors. Their quiet but steady rise is now seen as a defining force in India’s global capability journey.

The Nasscom–Zinnov report highlights that midmarket GCCs in India are already employing more than 210,000 people. Unlike traditional large centres, these centres are characterised by agility, niche deep-tech expertise and closer alignment with parent firms’ innovation goals. However, the biggest test will be sustaining this momentum. As competition intensifies, these centres must focus on becoming innovation-driven entities. Many are already embedding AI/ML, cloud and data science at the core of operations, setting themselves up as transformation hubs.

Geographical diversification is set to be another defining trend. Tier II and Tier III cities such as Coimbatore, Jaipur and Kochi are emerging as the next frontiers for GCC growth. For mid-market firms, this shift unlocks access to untapped talent, lowers attrition, and supports India’s wider digital inclusion agenda.

The future of mid-market GCCs needs to be anchored in three core areas: talent, technology and transformation. 

In terms of talent, attracting and retaining skilled professionals remains a challenge. To retain the competitive edge, GCCs will need to invest in tailored skilling programmes, employer branding and partnerships with local universities. On the technology front, deep-tech specialisation is expected to be the biggest differentiator. These centres will need to focus on AI-native operations, advanced cyber security and ER&D-led product development, moving up the value chain from support to strategic innovation. Given that agility is one of the facets of these mid-market GCCs, agile leadership structures, and co-creation with start-ups and ecosystem partnerships will enable these centres to function as process transformation engines, not just delivery arms.

The potential scale of this opportunity is immense. With policy support, regulatory ease and ecosystem collaboration, mid-market GCCs could secure a sustainable global edge. But they need to tackle the challenge of overcoming their own growth barriers—lack of visibility, fragmented processes and limited innovation partnerships. 

While India’s mid-market GCCs are well-placed to lead the next phase of growth—driven by deep-tech expertise, regional expansion and a strong focus on innovation—they must first navigate growth barriers to take India’s global capability building to the next level in the coming decade.