Tag: GCC India

  • Gen Z are Redefining the GCC Workplace Culture 

    Gen Z are Redefining the GCC Workplace Culture 

    India’s Global Capability Centres (GCCs) are being reshaped by a generational shift, with Gen Z and millennials now accounting for nearly 93% of the workforce. As younger employees become the dominant voice, companies are rethinking leadership styles, employee expectations and workplace dynamics.

    Unlike previous generations that prioritised stability and hierarchy, Gen Z professionals are placing greater emphasis on purpose, flexibility, rapid growth and transparency. In India’s fast-expanding GCC ecosystem, this shift is forcing companies to rethink everything from office design to leadership communication.

    One of the clearest changes is insistence on work-life balance and flexibility. A survey earlier this year, found nearly half of Gen Z professionals consider work-life balance the single most important factor when evaluating a job offer. Hybrid work, mental wellbeing support and flexible schedules are no longer viewed as perks, but basic expectations.

    This mindset is especially visible, where younger employees are increasingly challenging the traditional norms. Viral workplace stories around Gen Z employees openly choosing remote work, questioning rigid hierarchies and prioritising personal boundaries reflect a broader cultural reset taking place across corporate India. 

    According to a survey by Unstop, a talent management firm, over 90% of Gen Z respondents said they were willing to accept slightly lower salaries in exchange for better learning opportunities and faster career progression. This is prompting GCCs to invest heavily in AI academies, role-based learning pathways and internal mobility programmes to retain young talent.

    Leadership expectations are also evolving. Gen Z employees prefer managers who are accessible, empathetic and transparent rather than authoritative. Open conversations around compensation, career progression and organisational decisions are becoming increasingly common. Online workplace discussions reveal how younger professionals are actively pushing for salary transparency and more inclusive communication practices. 

    At the same time, GCCs are recognising that workplace culture is becoming a strategic differentiator. According to a Great Place To Work India study, 85% of GCC employees report positive workplace experiences, but concerns remain around fair pay, recognition, communication and involvement in decision-making.

    The challenge for organisations is balancing Gen Z’s demand for autonomy and rapid progression with business expectations around accountability and performance. While some leaders view younger employees as resistant to traditional work structures, others see them as catalysts for healthier and more human-centred workplaces. 

    Ultimately, Gen Z is reshaping workplace culture. As India’s GCCs grow into global innovation hubs, organisations that focus on transparency, flexibility and purpose will stay ahead.

  • How Indian GCCs are Powering the AI Economy 

    How Indian GCCs are Powering the AI Economy 

    India’s Global Capability Centres (GCCs) are becoming nerve centres for AI innovation, helping shape enterprise technology strategies and redefining India’s role in the digital economy. 

    Recent research suggests that nearly 45% of work within Indian GCCs now falls into “expertise” or “frontier” categories, marking a significant rise over the past decade. This transition reflects a move away from commoditised tasks now reduced to under 20% towards high-value, innovation-led work that increasingly mirrors headquarters-level responsibilities.

    At the heart of this evolution is AI. GCCs are co-creating AI products, platforms and solutions alongside global teams. This co-creation model is driven by India’s unique convergence of talent, digital infrastructure, and a thriving start-up ecosystem. Another analysis highlights that the GCCs are increasingly leveraging deep engineering talent to build scalable AI systems and contribute to enterprise-wide transformation.

    The implications are significant. Enterprises are progressively entrusting Indian GCCs with end-to-end ownership of products and platforms, reflected in the rise of “portfolio hubs” centres that hold global mandates and lead innovation charters. According to a management consulting blog, this marks a departure from earlier models in which GCCs primarily executed predefined processes. Today, they are shaping product roadmaps, embedding AI into core business functions, and accelerating time-to-market.

    However, this transformation is not without urgency. According to a report by Zinnov over 55% of current GCC work is susceptible to AI-driven disruption, particularly in procedural roles. The window for reinvention is narrowing as AI compresses the lifecycle from expertise to automation into a single product cycle. For GCCs, the imperative is clear: evolve rapidly to stay ahead of displacement.

    To navigate this shift, organisations are investing in cross-disciplinary teams that combine domain expertise with AI and data capabilities. The focus is shifting from incremental efficiency gains to solving complex, high-impact business problems, an approach that defines true co-creation.

    Ultimately, India’s GCC story shouldn’t be limited to scale; it should also consider ownership, innovation, and global impact. As enterprises rethink where and how AI capabilities are built, Indian GCCs are positioning themselves not merely as participants but as co-authors of the AI-driven future.

  • How GCCs are Shaping the Future of Office Space in India

    How GCCs are Shaping the Future of Office Space in India

    Global Capability Centres (GCCs) are playing a central role in India’s office market and it’s not just because they are leasing more space.

    GCC-led demand matters this year because it is raising expectations for what office space in India should offer. As multinational companies expand into areas like AI, analytics, engineering, cloud, product development and strategic operations, offices are no longer seen as just a cost. They are now viewed as essential business assets.

    This change is clearly affecting the demand. According to a CBRE report, the office market will surpass 1 billion square feet in 2026, driven by more investment-grade buildings and tenants who prioritise quality and the future. The report also highlights a shift toward AI-driven workforce strategies, which are changing how companies approach office design, business continuity and long-term planning.

    Real estate services company Colliers concurs with this view, highlighting strong leasing forecasts. It is expected that the annual office demand in India will settle at 70-75 million square feet in 2026 and beyond. GCCs are likely to lease 30 to 35 million square feet in 2026, making up 40% to 50% of Grade A office demand. Importantly, this demand is spreading beyond technology into sectors such as BFSI, engineering, manufacturing, healthcare and consulting, indicating a more diverse and stable tenant base.

    Multiple reports point out to ‘flight to quality’, where the definition of office space is influenced by asset type, functionality and industry. That means a rising preference for green-certified, digitally resilient, amenity-rich and operationally scalable buildings that can support hybrid work, enterprise collaboration and high-uptime business functions. 80-90% of new office supply in 2026 is anticipated to be green certified, while flexible workspaces are projected to account for nearly 20% of Grade A leasing, reflecting the growing appeal of agility and “Core + Flex” strategies among occupiers.

    This is also the central insight: GCCs are not just increasing leasing volumes; they are materially influencing how India’s commercial real estate market is evolving, from investment appetite to workplace formats and asset positioning. In effect, GCCs are helping create a market where premium office space is no longer merely desirable but increasingly necessary.

    The shift is creating a clear split among landlords and developers in 2026. Those who succeed will not be the ones who just provide space, but those who offer resilience, sustainability, digital readiness and long-term value for tenants.

  • India’s GCCs: Skills in Demand & What it Means for Business

    India’s GCCs: Skills in Demand & What it Means for Business

    India’s Global Capability Centres (GCCs) are evolving rapidly. Once focused on cost savings and support, they are now driving innovation across AI, product development, and global strategy. According to reports, this shift is changing what GCCs do and the talent they need.

    This change has brought a big challenge: hiring new talent. The GCC Talentscope India 2026 Report says 58% of GCCs now take more than 45 days to fill key roles. As innovation cycles shorten, these delays create both operational problems and strategic risks.

    The Evolving Recruitment Landscape

    Recruitment in GCCs has changed a lot. Instead of hiring large numbers, companies now focus on finding people with deep and niche expertise. ANSR highlights that many organisations are using a ‘build, borrow and bot’ approach. This means they develop skills internally, use external talent and automate to fill talent gaps.

    But the challenge is bigger than just changing how companies hire. Ceipal’s analysis of India’s GCC talent shows that success now depends on having a strong talent ecosystem, not just a large workforce. With more than 1,700 GCCs and nearly two million professionals in India, competition for specialised skills is much tougher.

    Roles in Demand

    The current job market shows how much GCCs focus on innovation. Roles in generative AI, machine learning and data science are among the most sought after, as companies look for people who can build and manage smart systems. Jobs in cloud engineering, cybersecurity and platform architecture are also in high demand as businesses update their digital systems.

    However, there is another important point. While technical skills are needed, there aren’t enough people who can connect technology with business strategy. Product managers, program leaders and cross-functional experts are still not a top priority in hiring, which could create a gap between what technology can do and its impact on the business.

    For job seekers, joining the GCC sector now takes more than just basic qualifications. Technical skills in areas like AI, data science and cloud computing are important, but not enough. Employers want to see real-world experience, such as work on live projects, open-source contributions, or industry partnerships.

    It’s just as important to work well across different teams. Since GCCs operate in global settings, professionals need to show they can collaborate, manage stakeholders and solve problems in complex situations. In today’s fast-changing tech world, ongoing learning is now expected.

    What’s Ahead

    The future of GCCs in India will depend more on how well they manage talent than on their size. As companies focus on innovation, being able to attract, grow and keep specialised talent will be a key advantage.

    For GCCs, this means treating recruitment as a strategic, flexible and forward-looking part of the business. For professionals, it’s a chance to do important work on a global scale, provided they are ready to meet new challenges.

  • Major Maturity Gap in ‘Unmanaged’ Corporate Commutes in India’s GCCs: Report 

    Major Maturity Gap in ‘Unmanaged’ Corporate Commutes in India’s GCCs: Report 

    A significant maturity gap has emerged in how India’s Global Capability Centres (GCCs) manage employee transportation, with 60% of organisations still operating without fully integrated systems despite the rising strategic importance of the commute.

    A new report by Research NXT and Routematic reveals that while GCCs are evolving into innovation hubs, their commute models often remain fragmented and manual. This “operational blind spot” persists even as employee experience (35%) overtakes cost (18%) as the primary driver for commute decision-making.

    Key Findings:

    • The Maturity Gap: Only 40% of surveyed GCCs have adopted structured, technology-led programs, leaving the majority reliant on manual processes that limit scalability.
    • Intelligence Deficit: While digitisation is rising in areas like vendor management, “predictive” capabilities remain nearly absent across all functions, from routing to sustainability.
    • Friction Points: Employee dissatisfaction is primarily driven by punctuality issues (37%) and a lack of route flexibility (33%).
    • The Hybrid Hurdle: Hybrid work has introduced new complexities, with 36% of leaders citing fluctuating daily demand as a major challenge to planning.

    “Global Capability Centres in India are rapidly evolving from support hubs into strategic engines of innovation, resilience, and transformation. As their scale and influence grow, employee commute has moved from a background function to a boardroom priority. Commuting now shapes how people experience their workplace, how safe they feel, and how confidently organisations sustain operations across cities and shifts,” said Sriram Kannan, Founder & CEO of Routematic.

    City Performance and Sustainability 

    The report highlights a tale of two halves across India’s major tech hubs. Bengaluru and Delhi-NCR handle the highest commute volumes, while Hyderabad and Pune lead in efficiency, delivering the fastest average trip times.

    Sustainability is also emerging as a differentiator. Hyderabad and Pune show the strongest alignment between Electric Vehicle (EV) adoption and CO2 reduction. However, broader EV adoption remains in the early stages, representing a significant future opportunity for carbon reduction in high-volume hubs like Mumbai and Chennai.

    The Road Ahead 

    Industry leaders are calling for a shift from reactive reporting to Al-driven, predictive compliance to proactively manage risks like driver validity and night-shift safety.

    “Digitisation exists, but intelligence is still missing,” said Abhishek Patel, Sr. Manager of Workplace Operations at Searce Technologies. “Most commute programs operate reactively because predictive capabilities are not yet embedded into daily operations”.

    As GCCs continue to scale, the report suggests that moving toward unified “SuperApp” platforms—integrating vendors, billing, and safety—will be essential to transforming the commute from a cost centre into a competitive growth lever.

  • GCCs Emerge as ‘Emergency Rooms’ for Global Enterprises

    GCCs Emerge as ‘Emergency Rooms’ for Global Enterprises

    Global Capability Centres (GCCs) have evolved from being mere back offices to becoming the “emergency rooms” of multinational enterprises, playing a critical role in ensuring business continuity during crises, according to a Nasscom blog post.

    “GCCs are the modern enterprise’s emergency room… The GCC has evolved from a cost-saving utility into the Intelligent Stabilizer: the only part of the multinational enterprise capable of keeping the lights on when the Bridge goes dark,” the blog stated.

    The shift is driven by the density of talent in hubs like Bengaluru or Hyderabad, which have reached a critical mass where these centres possess “shadow leadership capabilities”, enabling them to take over critical functions during crises.

    “We are witnessing the rise of operational sovereignty. Historically, a crisis at HQ in New York or London paralyzed global branches. Today, the density of talent in hubs like Bengaluru or Hyderabad has reached a critical mass where these centers possess shadow leadership capabilities. When a poly-crisis hits, be it a localized conflict or a regulatory lockdown in the West, the GCC no longer waits for instructions,” the blog stated.

    Examples of GCCs playing a crucial role include a US bank’s India-based GCC restoring systems after a ransomware attack, GCCs in the Middle East and SE Asia taking over clinical data management and AI-driven drug discovery during trade disruptions, and GCC-led Control Towers using autonomous AI to reroute global inventory during shipping disruptions.

    “The old corporate map where the west did the thinking and the east did the work has been torn up. By originally chasing lower costs, global firms accidentally exported their own resilience. Today, the GCC is the silent fail-safe that prevents a global crisis from becoming a total collapse,” the blog noted.

  • AMS Launches GCC Flex to Boost Hiring for India’s GCCs

    AMS Launches GCC Flex to Boost Hiring for India’s GCCs

    AMS, a leading workforce solutions provider, has launched GCC Flex, a ready-to-deploy hiring operating system designed specifically for India-based Global Capability Centres (GCCs). The solution is aimed at addressing the structural hiring pressures faced by GCCs as they expand their mandates into product ownership, analytics, shared services, and innovation.

    The launch comes as India continues to attract significant investments in GCCs, with cities like Bengaluru, Hyderabad, Pune, and emerging Tier-2 markets witnessing increased activity. However, the competition for digital, AI, cloud, and risk skills has intensified, making it imperative for GCCs to adopt structured and SLA-backed hiring engines rather than relying on fragmented agency models.

    Roop Kaistha, Regional Managing Director, APAC, AMS, said, “India’s GCCs are playing an increasingly strategic role in global capability strategy. With rising competition for digital and risk talent, speed alone is insufficient. Hiring requires disciplined processes, measurable outcomes and strong governance oversight. GCC Flex provides a structured operating model that strengthens conversion, improves predictability and supports sustained scale aligned to business priorities. It equips leadership teams with the clarity and control needed to build resilient talent foundations for long-term growth.”

    GCC Flex integrates embedded consulting, specialist hiring pods, and AI-powered workflows into a single modular framework, offering defined service levels, outcome-based pricing, and measurable cycle-time accountability. 

    The solution enables GCCs to build, operate, and scale or transfer hiring models based on their maturity stage. Greenfield and nano centres can launch quickly without heavy upfront infrastructure investment, while mid-market GCCs can scale through specialist pods aligned to technology, risk, analytics, shared services, and innovation roles. Mature centres can stabilise pipelines and reduce replacement hiring through workforce planning and skills adjacency frameworks.

    The solution is expected to deliver at least 30% improvement in hiring cycle times, with sub-30-day time-to-hire for critical roles and over 85% offer acceptance, supported by disciplined two to three stage interview governance and 48-72 hour offer frameworks. 

    Pre-built talent communities and data-driven funnel analytics strengthen conversion discipline and reduce early-tenure dropouts, providing leadership teams with clearer visibility and predictable hiring outcomes.

    AMS facilitates over 35,000 hires annually across the market, with a focus on Early Careers and Campus (EC&C) talent. With a disciplined, outcome-aligned approach, GCC Flex strengthens India’s GCC ecosystem by enabling predictable, scalable, and sustainable talent growth aligned to long-term capability expansion.

    The launch of GCC Flex is expected to benefit the growing number of GCCs in India, which are facing increasing pressure to deliver high-quality talent quickly and efficiently. By providing a structured hiring operating system, AMS aims to help GCCs overcome the challenges of talent acquisition and focus on driving business growth and innovation.

  • Andhra Pradesh Invites Capgemini To Set Up GCC In Vizag

    Andhra Pradesh Invites Capgemini To Set Up GCC In Vizag

    Andhra Pradesh Minister for Education, IT and Electronics Nara Lokesh met Aiman Ezzat, Chief Executive Officer of Capgemini, in Visakhapatnam to discuss potential investments and the expansion of the company’s operations in the state.

    The state government has invited the consulting major to establish an IT development centre and a Global Capability Centre (GCC) in Visakhapatnam, a move officials say could generate up to 20,000 jobs in the region.

    During the meeting, Mr. Lokesh highlighted the state government’s plans to develop Visakhapatnam as a major IT and data centre hub under the leadership of Chief Minister N. Chandrababu Naidu.

    He said infrastructure and technology investments are progressing rapidly in the city and noted that work on a large data centre project by Google is expected to begin soon. He also pointed out that companies such as Cognizant and Tata Consultancy Services have already established their presence in the city.

    The Minister informed the Capgemini leadership that the Bhogapuram International Airport near Visakhapatnam is expected to open within three months, which he said would further improve connectivity and support technology investments.

    He invited Capgemini to consider setting up an IT development centre in the city with the potential to generate about 20,000 jobs, along with global capability centres, cloud services and business process management operations.

    The minister also proposed collaboration with universities in Andhra Pradesh to establish emerging technology labs focusing on artificial intelligence, cloud computing, cybersecurity and digital skills. He further sought the company’s support for the development of a “Quantum Valley” initiative in the state.

    Responding to the proposals, Ezzat said Capgemini would examine the opportunities presented by the Andhra Pradesh government. He noted that the Paris-headquartered company, founded in 1967, employs about 340,000 people globally, including nearly 200,000 in India, where it operates from 13 cities.

  • Trigent & Codec Partner to Launch GCCs in Bengaluru and Hyderabad

    Trigent & Codec Partner to Launch GCCs in Bengaluru and Hyderabad

    Trigent Software, a US-based technology services company and Global Capability Centre (GCC) enabler with over three decades of technology experience, has announced a strategic partnership with Codec, a Dublin-headquartered digital transformation consultancy, to establish Global Capability Centres (GCCs) in Bengaluru and Hyderabad. 

    The centres will serve as Codec’s primary technology delivery hubs in India, anchoring the company’s next phase of international growth.

    Codec is one of Ireland’s largest Microsoft Cloud Solution Providers and a full-stack IT consultancy, with over 40 years of enterprise technology experience across Ireland, the UK, Poland, and Germany. Delivering across AI, application modernization, cloud infrastructure, customer experience, and managed services, it has earned its reputation as a high-trust partner for complex Microsoft-led transformation programmes. Now, its India GCCs will leverage one of the world’s deepest technology talent markets to extend this practice, positioning Codec to scale its global delivery and innovation capabilities significantly.

    The Trigent-Codec partnership is structured on a Build-Operate-Transfer (BOT) model. India was a deliberate choice for this expansion: a market that has evolved from a delivery destination into a genuine source of global enterprise innovation. Home to over 1,700 GCCs and a technology workforce of unmatched depth, Bengaluru and Hyderabad are globally recognized for their concentration of enterprise-grade Microsoft talent, making them the natural anchors for Codec’s GCC journey.

    “As the execution partner, Trigent will build and operationalize both the innovation centres, managing talent acquisition, compliance, governance, and delivery operations,” said Rohail Qadri, President of Global Capability Centre (GCC) & Professional Services at Trigent. “From day one, the focus will be on stabilizing the setup while embedding Codec’s innovation-first DNA into each local team from the ground up.” 

    Codec’s India teams will own end-to-end delivery on complex, high-impact client engagements, working directly alongside European counterparts from day one. Professionals with Microsoft certifications and strong enterprise delivery backgrounds will find an environment built for career growth, not just execution.

    “India has the talent density that our next phase of growth demands,” said Ronan Stafford, Chief Executive Officer of Codec. “The professionals who join us here will be part of a company that has invested in its people’s long-term development for over four decades. By the time the transition to full Codec ownership is complete, they will already be integral to our operations.”

    Codec’s India GCCs represent a fundamental shift in how Codec plans to deliver on a global scale, with Bengaluru and Hyderabad at the heart of that strategy.

  • Lonza To Set Up Global Capability Centre In Hyderabad

    Lonza To Set Up Global Capability Centre In Hyderabad

    Swiss pharmaceutical group Lonza Group AG will establish a Global Capability Centre (GCC) in Hyderabad, India, the company said on [Date]. The centre will be a key part of Lonza’s global network, leveraging the city’s strong talent pool, quality infrastructure, and supportive industrial ecosystem.

    A delegation from Lonza, led by senior officials, met Minister for Industries D Sridhar Babu and CEO of Telangana Lifesciences Shakthi M Nagappan to formally convey the decision on the new GCC. The meeting highlighted the state’s commitment to supporting innovation-led growth in the biopharmaceutical industry.

    “Lonza’s investment further strengthens Telangana’s position as a preferred destination for innovation-led growth in the global biopharmaceutical industry. I am delighted that the centre has the potential to create a substantial number of new jobs over the years. We remain committed to supporting such endeavours that promise job creation for our citizens,’’ Sridhar Babu said in a release.  

    The decision to set up the GCC in Hyderabad follows an extensive evaluation process, during which the city emerged as a top contender due to its skilled workforce, robust infrastructure, and favourable business environment. The centre will contribute to the generation of high-value employment and further integrate Hyderabad into the global biopharmaceutical value chain.

    Shakthi M Nagappan, CEO, Telangana Lifesciences, said, “This decision marks another significant milestone in the continued expansion of Telangana’s life sciences ecosystem. We look forward to working closely with Lonza to ensure the successful execution of this project and to enable long-term value creation.’’

    Headquartered in Switzerland and founded in 1897, Lonza operates across more than 30 sites worldwide, employing close to 20,000 professionals. In 2025, the company reported sales of CHF 6.5 billion and a Core EBITDA of CHF 2.1 billion.

    The new GCC will be a key part of Lonza’s global strategy, enabling the company to leverage India’s growing life sciences sector and expand its presence in the region. The centre is expected to drive innovation, collaboration, and growth in the biopharmaceutical industry, cementing Hyderabad’s position as a hub for life sciences innovation.