By: Mr. Anuj Khurana – Co-founder & CEO, Anaptyss
As the global economy races toward an AI-driven and hyperconnected future, Global Capability Centers (GCCs) stand at a defining crossroads. Traditionally seen as hubs for cost efficiency and operational support, GCCs are now playing a strategic role as engines of innovation, digital transformation, and enterprise growth.
To stay relevant in this fast-evolving landscape, GCCs must evolve into incubators of next-generation talent, cultivating advanced capabilities in areas like artificial intelligence, data science, cybersecurity, cloud engineering, and intelligent automation.
This evolution is not optional it’s imperative. With technology cycles shortening and talent gaps widening, organizations can no longer rely solely on external hiring or third-party partnerships to fill their digital needs. Instead, GCCs must proactively build internal talent pipelines, foster a culture of continuous learning, and align closely with business goals to become engines of sustainable digital growth. The future belongs to those who cannot only attract talent but also actively shape it.
GCC growth story in India
Global Capability Centers (GCCs) continue to thrive in India, with the estimated count expected to exceed 1,900 by 2025 a 250% growth since 2012. Among these, GCCs serving the BFSI industry alone will constitute about 9% of the share, totaling nearly 90 multinational corporations.
So far, GCC growth has been largely driven by traditional service-focused models underpinned by cost-arbitrage and talent availability. However, the future demands a shift in core value delivery to align with enterprise needs. Business imperatives such as increased operational efficiency, comprehensive risk resilience, regulatory compliance, and omnichannel customer experience are now central to value creation.
To sustain growth, GCCs in India must evolve from traditional service delivery into hyperspecialized and digitally-enabled capability engines, directly supporting enterprise growth.
Need for Incubating Domain Talent: Value Multiplier for GCCs
Domain talent specialized professionals with hands-on expertise in business functions and verticals is crucial to unlocking the next wave of growth. The BFSI industry exemplifies this demand. Projected to reach over USD 20 trillion globally by 2025, BFSI faces rising complexity due to cyber threats, financial crime, fintech innovations, and evolving regulatory landscapes. Meeting these challenges requires professionals skilled in risk management, digital technologies, and regulatory compliance. Operational outcomes remain a priority for financial services, with AI-powered technologies like RPA, predictive analytics, and cloud driving efficiency and scale. Intelligent process automation and predictive analytics are particularly valuable in complex banking functions such as model risk management. Similarly, AI/ML solutions are enhancing the predictive power of anti-money laundering systems. Blockchain is gaining traction in areas like cross-border payments and identity verification, while cybersecurity is becoming integral to building resilience through advanced threat detection and zero-trust architecture. Customer experience is another key driver. Omnichannel engagement seamless service across mobile, web, branches, and kiosks has become a major differentiator. Delivering personalized offerings also requires advanced capabilities in data analysis, customer journey mapping, and UX design. Together, these drivers reinforce the need for GCCs in BFSI to nurture domain talent as a core value proposition.
Building Future-Ready GCC Models: Key Areas of Focus
The BFSI industry continues to face shortages in risk modeling, regulatory compliance, fraud detection, and digital transformation. To close these gaps, GCCs must reposition as strategic talent engines. Key focus areas include:
- Build an Agile Talent Ecosystem GCCs need the ability to quickly deploy professionals to meet evolving demands. This requires faster hiring and onboarding, nurturing relevant talent pools, and diversification across functions. Leveraging AI-powered recruitment tools and tapping into Tier-2 and Tier-3 cities can help widen the talent base and enhance speed-to-hire.
- Invest in Continuous Skilling With rapid shifts in job roles and technology, ongoing skilling has become critical. Many functions now demand cross-domain expertise, such as risk management combined with mathematical modeling. Digital learning platforms and curated knowledge libraries enable continuous upskilling and process expertise retention. Partnerships with academic institutions, technology vendors, and training firms can also accelerate niche capability development.
- Co-create Leadership Pipelines for Future-Ready Operations Leadership development must align with strategic long-term goals such as cost effectiveness, sustainable innovation, and delivery excellence. Core skillsets like adaptability, innovation mindset, and digital fluency are vital. Succession planning programs, combined with coaching and mentorship cultures, can help identify and groom high-impact talent for leadership roles, ensuring long-term sustainability.
Conclusion
The role of GCCs is rapidly transforming from service-oriented back-office hubs to strategic engines of enterprise growth. By incubating next-generation domain talent, investing in continuous skilling, and building leadership pipelines, GCCs can position themselves as critical enablers of digital transformation.
The future of GCCs in India and globally depends on their ability to nurture talent ecosystems that drive operational efficiency, strengthen resilience, and elevate customer experiences. Those that can evolve into true incubators of talent will not only sustain their relevance but also define the future of enterprise success.
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