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A comprehensive report that empowers future decision-making for your Global Competency Center in India

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What you didn’t know about setting up a successful GCC in India - today.

The last three years have seen a significant shift like never before in recent decades. A shift in work methods, personal behaviors, globalization changes and technological advances.

At last count, there are 1,580 GCCs with 1.66 million employees in India. We are seeing a new wave of centers being set up in India and estimates are that 200+ new centers will be set up in the next three to five years. Companies, especially in North America and Western Europe see the many proven advantages of having an India center and are making it an integral part of their overall business strategy.

Will these new centers see the same kind of success that their predecessors have enjoyed??

This report provides you with researched data collected from those who set up GCCs in India in the last three years. You will find contrasting information about these issues today vis a vis the storied past. Finally, based on that, a directional view of what would accelerate the success of a new entrant today.

India GCCs: Here to stay

As expected, significant cost savings, access to a deep talent pool and IP protection are still the main drivers for enterprises to set up their GCCs in India.

There are interesting difference in priorities between companies of different revenue size. These cover the spectrum of factors from the key business drivers to their current ambitions, major challenges and preferred location for setting up their GCCs.

Drivers to set up a GCC in India

Entry and Partnership Strategies

The study delved into the entry and partnership strategies adopted by organizations in setting up their GCCs in India, shedding light on the diverse approaches employed to establish GCCs in India.

There are four distinct entry models that enterprises adopt to set-up their India GCCs: By aligning entry strategies with organizational objectives, risk tolerance, and market dynamics, organizations can optimize their GCC establishment efforts, drive operational excellence, and achieve sustainable growth.

Establishing a Global Capability Center (GCC) in India necessitates strategic collaboration with local India based partners to navigate the complexities of market entry, regulatory compliance, talent acquisition, and operational excellence.

The study delves into the criteria employed by organizations in selecting partners to support in setting up their India GCCs, shedding light on the key considerations driving partner selection decisions. The choice of partners plays a pivotal role in shaping the success and sustainability of GCC establishment efforts in India.

CaptiveAide’s ecosystem

4F or the Top 4 Areas of Focus for new centers

Setting up a new Global In-house Center (GCC) in India presents numerous opportunities for organizations seeking to leverage talent, reduce costs, and expand their global footprint. However, along with these opportunities come inherent risks that must be carefully managed to ensure the success and sustainability of the venture.

Understanding these Focus Areas and having well thought our strategies to tackling them are essential for the successful setup and operation of a GCC in India.

The four top Four Focus Areas have been identified:

  • Operating Model & Governance
  • Local Leadership
  • Culture & Communication
  • Compliance

Organizations that are planning to come in and setup GCC entities in India stand to benefit from the findings of the study and recommendations thereof.

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Girish Kamath

Sr. Partner, Head – GCC Operations

30+ years in the Indian IT industry. 18+ years of experience as a Managing Director building and running Global Competency Center (GCC) captives. Built and operationally managed 1800+ resources across multi-city, multi-functional GCC for a leading US gaming company for over 10 years. Subsequently has built 5 additional GCCs in India.

Earlier in his career, he managed large, distributed programs for global customers across Europe and US for a large global IT services company.

Suma Subramanian

Co-founder and Managing Partner

30+ years experience in People Management, Human Resources Strategy, Design, Change Management and Operations. Formerly, Chief People Officer with a leading Infrastructure Management services company and before that, with one of the world’s largest IT services firms, managing HR for their largest business division with 10,000+ workforce and responsible for their key “Best Employer practices” in her corporate HR role

Transitioned captive operations for some of the world’s largest financial institutions. As the HRO Practice Leader, she is responsible for creating the high-performance workplace, creating a work culture that mirrors the GCC parent.

She is an Executive Coach, and is Certified in Change Leadership from Cornell University, a Certified NLP Practitioner, a Lead Assessor ISO9001 & Assessor BS7799

Narayanaswamy H (aka Swamy)

Co-founder and Managing Partner

35+ years of Finance and Operations experience with over two decades of CFO/COO level experience with global companies. Significant experience in Mergers & Acquisitions, raising Capital, post merger Integration

Been an advisor to several global enterprises and their offshore capability centers As CFO for the captive delivery center of one of the largest decision sciences companies, played a key role in growing it to 2000+ people. Prior experience includes setting up MNC subsidiaries including legal, regulatory and compliance matters

Jawahar Bekay

Founder & Managing Partner

Established CaptiveAide in 2016 as a specialist consulting and operations capable firm dedicated to helping companies from outside India to set up their captive entities or what are now called Global Capability Centers or GCC.

35+ years in the global IT industry with over two and half decades as CEO and strategic-level experience with global enterprises and markets. Co-founded one of India’s leading IT services companies in the infrastructure space. Co-founded Asia’s leading internet software development company. Global head of strategy and CEO for Indian captive operations for a $350M IT services company.

He has worked with large F500 and Global 200 clients in successful offshoring strategies both service provider and captive. Has built, acquired, integrated and managed multiple, cross-border companies.

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