Will your GCC Power the Next

Global C-Suite?

It’s part art, part science—and absolutely possible!

Over the last few years, Kingsley Gate Partners has invested in conversations with evolving Global Capability Centres in India to understand the availability of next generation leadership skills and the talent landscape. We had a close look at what global corporations are doing in the space and the trends that have enabled this strategic move up the value chain.

As part of this effort, we deliberated and examined various elements up close in a room full of stalwarts who have been a part of this sector’s tremendous journey. The roundtable discussion, hosted in Bengaluru, the IT capital of India, made for an excellent conversation to see whether GCCs will Power the Next Global C-Suite.

The hybrid era of working has pivoted leadership from a traditional approach to a more inclusive, hands-on and mindful one. The GCC ecosystem is leading the industry in implementing hybrid operating models with employee experience at the centre.

As global leaders in GCCs, the focus is to understand the variety of personas that are emerging across the workforce with a variety of needs. These needs are not just technical up-skilling or competence based but also focuses on work enablement, efficiency, effectiveness and connectedness with the enterprise, both locally and globally. It is imperative that GCC leaders provide strategic context to their global counterparts and help establish a more holistic equitable approach around culture, work standards, expectations, change management and communication to the workforce across the enterprise (not just locally) that is delivering high quality outcomes,

said Premil Dennison, Managing Director and Country Head, Silicon Valley Bank, India.

Powered by India’s large tech and IT-enabled workforce, Global Capability Centres (GCCs) have come a long way from powering service-oriented industries through voice and data led processes to driving product development, R&D and innovation at the top of the value chain. Most GCCs have established a roadmap based on key factors that have played out over the years,

including enabling and accelerating the net-zero goals as part of the ESG agenda,

said Tanmay Agarwal, VP & Head-Business Shared Services-Coca-Cola (Hindustan Coca-Cola Beverages).

Sourabh Gupta, Digital APAC leader at Raytheon Technologies further added

The last few years and the pandemic in particular, have brought digital to the forefront! Everyone wants their store, their business to be smarter. India has an inherent digital advantage—and that works in our favour!

GCC leaders themselves have a significant opportunity to learn and adapt to new skills such as distributed/remote workforce management, outcome based OKRs and bridging the internal and external ecosystems.

At the core, a value-based, mindful leadership is expected from the GCC CxO and it is important that the enterprise recognizes this need. They must provide adequate and visible support to enhance the employee value proposition and achieve key people, quality and ecosystem goals, 

commented Premil Dennison, Managing Director and Country Head, Silicon Valley Bank, India.

These factors are not limited to the search for strategic value adds like the cost arbitrage or building capacity and capability at a global level. We also came across softer elements impacting this journey that require significant leadership intervention, investment and a commitment to change.