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India’s GCCs are evolving from cost-driven delivery units to innovation-led strategic hubs, EY said in a recent report. Insights from the Employee Value Proposition (EVP) survey by EY show that while early-stage GCCs focus on cost efficiency, mature centres prioritise talent access, innovation and digital transformation.

A strong GCC EVP—with an emphasis on work environment strategy and career growth—is critical for retaining talent and driving enterprise impact. EVP maturity in GCCs varies by industry, highlighting industry-specific EVP priorities and the importance of building a differentiated EVP for GCCs to support their growth mandates.

The study indicates newer centres are prioritising innovation and business integration from day one—helping global enterprises move faster, compete more strongly and attract better talent.

“Cost efficiency dominates early-stage GCCs, often forming the primary justification for their establishment. However, as centres grow in size and tenure, this focus steadily recedes, marking a clear shift in the GCC mandate towards capability and value,” the study said.

What replaces it is not a single mandate but a more complex mix of integrated talent, innovation and digital strategy. Mature GCCs increasingly take on higher-value roles, contributing to GCC growth mandates, operating model redesign, product lifecycles and enterprise-wide transformation agendas.

“Yet the data also suggest that this evolution is uneven. While many GCCs are expanding their scope, they have yet to be fully integrated into enterprise strategy. This gap between capability and influence raises important questions about how organisations define GCC success and highlights the role of an impactful EVP in GCC transformation,” the study said.

Technology and engineering GCCs lean heavily towards innovation and talent depth, reinforcing the need for talent access and innovation in GCCs to support rapid product cycles and emerging technologies.

Life sciences and healthcare GCCs focus strongly on specialised talent to accelerate research, compliance and development. Manufacturing, energy and utilities GCCs continue to emphasise cost efficiency and GCC operating model transformation as they modernise legacy systems and global operations, the study said.

Newer GCCs, by contrast, offer a “start-up vibe”, paying a risk premium—a combination of early responsibility and the “founding member effect” that strongly appeals to the modern workforce. Winning EVPs demonstrate long-term intent through leadership access, autonomy and risk-mitigating benefits. Across both archetypes, one expectation is universal: borderless pathways, closely followed by a differentiated work environment strategy, the study said.