Global Companies Expect More Business Value from India’s GCCs

India’s Global Capability Centres (GCCs) are facing growing expectations from parent companies to demonstrate measurable business outcomes, moving beyond traditional cost savings and headcount expansion. The focus is increasingly shifting towards AI adoption, product development, innovation and ownership of global business functions.

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India had 2,117 GCCs employing 2.36 million professionals and generating $98.4 billion in revenue in FY26, citing the Nasscom-Zinnov GCC Landscape Report 2026.

The report notes that GCC revenue increased from $64.6 billion in FY24 to $98.4 billion in FY26, reflecting the growing importance of India in global business operations.

GCCs Move Beyond Cost and Delivery Models

Rishi Arora, Managing Partner, IBM Consulting India and South Asia, told Express Computer that enterprises are no longer evaluating AI based on the number of pilot projects launched, but on the business outcomes delivered.

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Companies are increasingly measuring the impact of technology through productivity improvements, faster business processes, better customer experience, revenue growth and reduced business risks.

The traditional GCC model, which largely focused on cost savings and operational support, is also changing. Centres are taking on greater responsibilities in product development, AI innovation, platform engineering and enterprise-wide technology programmes.

The Nasscom-Zinnov report found that 96% of GCCs established since FY21 started with product or portfolio mandates. It also found that 64% of GCC site leaders hold global functional responsibilities alongside their local leadership roles.

AI Adoption and Changing Workforce Requirements

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The increasing use of AI is also changing the nature of work within GCCs. More than 1,200 GCCs in India have AI and machine learning capabilities, supported by over 250 dedicated AI Centres of Excellence and a talent base of approximately 250,000 AI professionals.

However, AI adoption is also putting pressure on routine technology work. The Express Computer report, citing Zinnov data, notes that around 55% of GCC work, mainly software testing and routine development, faces pressure from AI.

This does not mean that 55% of jobs will disappear. It indicates that organisations may need to redesign processes and roles as AI takes over or changes certain tasks.

For HR leaders, the changing GCC model brings several priorities:

• Reskilling employees in AI, data and advanced technology.
• Preparing employees for changing job roles and responsibilities.
• Hiring professionals with product engineering and AI expertise.
• Focusing on productivity and business outcomes rather than headcount growth.

As GCCs take on greater global responsibilities, their future growth will depend not only on the number of professionals they employ but also on the capabilities they build and the business value they deliver.