Innovation is the mandate today, and Global Capability Centres are fast emerging as strategic enablers of enterprise transformation. At the third edition of LatentView’s exclusive GCC event, industry experts came together to share perspectives on how these centers are evolving into hubs of value creation powered by emerging technologies.
CFO,
LatentView Analytics
Rajan set the stage for the event by sharing an example of how, 40 years ago, a satellite by Texas Instruments arrived in India, covering the last leg of the journey on a bullock cart. This embodies the spirit of enterprise and innovation that thrives in the country, which continues to inspire the GCC revolution now.
The evolving role of GCCs from cost-saving back offices to strategic innovation hubs is now on the fast track. India now hosts nearly 1,800 GCCs, with 24 crossing the $1 billion export revenue mark, reflecting a rapid transformation driven by value addition, not just scale.
India’s GCC market size is projected to grow from $64.6 billion in 2024 to $105 billion by 2030. Offshore support centers are evolving into global partners, driving digital transformation through AI-driven R&D, the new frontier of enterprise-wide innovation.
Data analytics and AI lie at the heart of the ongoing transformation, enabling GCCs to shift from hindsight to foresight. By converting vast amounts of operational data into actionable insights, GCCs are driving innovation and efficiency across diverse sectors. In product research and development, CPG companies leverage real-time consumer sentiment to accelerate new product innovation, while pharmaceutical firms harness AI to expedite drug discovery and streamline clinical trials. In risk management, leading banks such as Wells Fargo and Bank of America employ AI-powered predictive models to identify emerging risks, detect anomalies, and ensure regulatory compliance.
These developments reflect a broader trend of GCCs evolving from task-execution centers to strategic hubs that provide unified, real-time visibility across functions, accelerating enterprise-wide decision-making. Today, half of all GCCs operate as portfolio and transformation hubs, while 90% have expanded into multi-disciplinary centers that span technology, operations, finance, human resources, and marketing. Notably, Engineering and R&D activities now generate approximately half of GCC revenue, underscoring the central role these centers play in product engineering, intellectual property generation, and AI-driven innovation.
However, challenges remain, Rajan pointed out. Many GCCs still struggle to demonstrate value due to a slow rate of scaling, talent gaps, data quality issues, and regulatory complexities. To overcome these challenges, three key levers are:
Specifically, emphasizing the talent gap, Rajan points out that this remains a core challenge for companies, as building the right team that possesses both domain and technical expertise can be an uphill task. Addressing these issues is critical for GCCs to fully realize their potential as indispensable drivers of business growth and innovation.
Scaling a GCC requires the right vision, the right people, and the right mandate —there’s no one-size-fits-all blueprint. Success depends on your organization’s risk appetite, readiness, and strategic goals. The popular models for setting up and scaling GCCs are: Do-It-Yourself for full autonomy, Partner-Supported for a faster, lower-risk entry that leverages local expertise, or Build-Operate-Transfer, which phases ownership to mitigate early risks. With abundant choices, companies need to consider which model suits them best.
In this journey, it’s not about who can scale the fastest but who can think to drive revenue streams. He concluded by urging GCCs to get their data in place so that innovation would follow and scaling would come with ease.
GCC Head,
LatentView Analytics
SVP, Global Operations and
Managing Director, India & Philippines,
Signant Health
Managing Director and GCC Evangelist,
Carelon
Scaling used to be all about headcount, but GCC leaders are realizing that growth alone isn’t enough. The key lies in balancing scale and size, depending on the maturity and strategic vision of the organization.
Pawan Sachdeva, of Carelon, said the organization has evolved from being a healthcare insurance provider to becoming part of the broader healthcare ecosystem. Carelon’s GCC in India, plays a pivotal role in leveraging emerging technologies to transform consumer experiences and improve outcomes across the healthcare continuum. While cost is a byproduct, the GCC focuses on scaling to create impact on both the top and bottom lines through innovation and technology-led transformation.
Stressing the need to marry technology with business and reimagine operational processes using AI-led automation, Divesh Singla of Signant Health said, “Size gives breadth; Scale brings depth. But to stay relevant, both are important.” He spoke about an encouraging trend where internal resources contributed to new ideas of operational efficiency that cut down the company’s time-to-market by 30% in setting up clinical trials.
Both panelists acknowledged the learning curve in the GCC evolution journey. One of the key challenges was that smaller teams may lack credibility in large enterprises, while larger ones often struggle with bureaucracy and sluggish decision-making. To address this, Divesh Singla shared how pod structures and innovation time-offs can help teams regain agility. Pawan Sachdeva emphasized rethinking organizational design, moving from replicating HQ structures to matrix models centered on core capabilities, so that the ROI from each team is clear.
Since headcount is all about hiring the right talent, both panelists touched upon the shift in talent strategy to cater to the changing strategy. Rather than hiring for cultural fit alone, Signant Health now looks for candidates who can shape the culture they envision. But it’s upskilling resources that is the gamechanger.
When it comes to measuring a GCC’s contribution, Sachdeva emphasized new benchmarks such as capability ownership, patent filings, and participation in enterprise-wide transformation initiatives, and most importantly, ideas that can be developed. Divesh added that apart from working with an outcome-focused framework, it would be prudent to move from “what we are doing” to answering “so what?”
As these leaders demonstrate, the future of GCCs lies in strategic enablement, not just operational support. Through deliberate organizational design, cultural evolution, and innovation-focused talent strategies, GCCs are stepping up as engines of business transformation.
Delivery Head – CPG,
LatentView Analytics
Digital Transformation Leader,
Carrier
Head of Innovation,
Adidas GBS
Emerging technologies such as GenAI and Agentic AI come with their own set of promises and complexities. But potential demands clarity, adaptability, and a rethink of conventional success metrics. As organizations begin to experiment with the newest tech on the block, Agentic AI, it comes with a purpose-driven and structured introduction into organizations.
Kamal Sharma of Carrier shared that the company’s journey from proof-of-concepts to deployment for GenAI use cases took just a year — thanks to a strong focus on customer-centricity and lean experimentation. Finance and customer care have been two key areas where automation and AI have already begun to show results.
However, Kamal was quick to caution that Agentic AI is still an evolving space and expensive, so organizations must move strategically. He drew parallels with cloud migration, where it took years to prove ROI to boards, and emphasized that minimizing complexity while accelerating automation is the best path to early wins.
Mahesh Balaji from Adidas highlighted that defining meaningful use cases for emerging tech helps in purpose-driven adoption. “The question to ask is if the technology is solving a challenge or making a process better,” he said.
The panelists agreed that while technology moves fast, people and processes often don’t. Mahesh noted that interpreting what AI can and cannot deliver is a major challenge.
To fully explore the potential of emerging tech, the panelists stressed the importance of a strong internal upskilling environment. The panelists pointed out that emerging tech calls for a rewriting of traditional KPIs, which fall short for measuring AI success. As technology requires significant investments it is important to define problems clearly to unlock AI’s value.
Kamal shared that Carrier has built a robust learning and development pipeline to prepare teams for the infrastructure and operational needs of AI. Mahesh echoed this, stating that leadership buy-in and upskilling are critical, especially in sectors like retail to allow for experimentation.
Agentic AI calls for a shift in mindset, and cost considerations continue to make companies cautious. Kamal urges leaders to shift their perspective where AI is seen as a disruptor transforming customer journeys. Reinforcing the need to rethink the expected outcomes of any tech investment, Mahesh concluded the session with the need to evaluate early-stage AI initiatives based on the value they deliver, such as quality, rather than just cost savings.
LatentView’s key data-driven solutions designed to solve real-world enterprise problems were showcased at the event.
Smart Innovation is an AI/ML-powered engine that improves the success rate of product innovation by five times. By enhancing the success rate of innovation, Smart Innovation identifies trends ahead of the curve and significantly reduces time to market.
Beagle GPT is an AI-powered analytics tool that delivers real-time insights, answers queries and identifies growth opportunities. It seamlessly integrates with Microsoft Teams and Databricks AI/BI Genie to enhance collaboration and decision-making.
ConnectedView MSV helps you gain real-time insights and mitigate risks across your entire supply chain by predicting and alerting you about possible issues before they occur. It keeps track of all internal and external factors affecting your network, helping you improve manufacturing efficiency and ensuring better supply availability by 5%-7%.
This AI-powered solution delivers a comprehensive and intelligent modeling stack designed to optimize the entire promotion lifecycle. Built with flexibility and speed in mind, it features a customizable engagement model that drives high user adoption and ensures measurable outcomes within just 12 weeks.
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On October 17, 2024, leaders from top financial firms convened in New Jersey for LatentView’s exclusive event—Datanomics: Powering CX 2.0 in Financial Services with GenAI. The event featured insightful discussions on the transformative potential of GenAI for customer experience and strategies for its effective implementation in the financial services industry.
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