The business landscape is changing, and Global Capability Centers (GCCs) have significantly transformed. Gone are the days when their success was only measured by cost savings and the number of employees they had. The modern GCCs have shifted their focus towards outcome-centered measurements, evaluating their performance based on their contributions to customer experiences, revenue generation, and strategic outcomes. Metrics such as Net Promoter Score (NPS) and revenue-related indicators now play a pivotal role in assessing their success.
The traditional paradigm of GCCs primarily emphasizing cost-cutting is no longer the norm. Instead, their objectives now depend on factors such as the age and employee count in India. A well-established GCC, having matured over time, often concentrates on value creation. In contrast, a new GCC, still in its infancy, prioritizes cost-cutting measures as it seeks to establish itself in the market.
Young GCCs are a dynamic force in today’s business world. They embark on a journey to research and identify the right location, determine the type of talent they require, and make the crucial decision between tier 1 and tier 2 cities based on their specific needs. The first six months to a year are dedicated to thorough groundwork, conducting research, and setting up the necessary infrastructure.
Setting up a GCC in India is a significant undertaking, and leaders of these centers are acutely aware of the importance of building trust with their counterparts in the United States, particularly their Chief Revenue Officers (CROs). Building trust is a key objective during this initial phase. The nature of engagement during this period often revolves around piloting projects or sealing small deals that gradually build a strong foundation for future growth.
The emphasis in the first year should be on acquiring customer testimonials. GCCs often communicate with each other, sharing insights and experiences, which makes these testimonials invaluable. Positive customer feedback is a powerful endorsement and can help establish the credibility of a young GCC.
The role of Global Capability Centers has evolved dramatically in recent years, moving beyond simple cost-saving measures to embracing a broader range of strategic objectives. While mature GCCs focus on value creation, emerging ones are more concerned with cost-cutting and building their presence in the market.
Young GCCs are proactive in researching and making critical decisions about talent and location. Their first year is a crucial period dedicated to establishing a strong foundation through thorough groundwork and infrastructure setup.
Building trust is a fundamental aspect of the GCC’s initial phase, and key stakeholders like the CRO play a pivotal role in this process. Pilots and small deals are often the preferred engagement methods to gain experience and credibility. Customer testimonials are highly valuable in these early stages, as they help create a positive image and foster cooperation among different GCCs.
In conclusion, GCCs are no longer seen as mere cost-saving centers but as vital contributors to customer experiences, revenue generation, and strategic outcomes. Their evolution reflects the dynamic nature of modern businesses, where adaptability and responsiveness to changing market dynamics are essential for success. As GCCs evolve, their impact on the global business landscape will undoubtedly grow, and their importance in achieving business objectives will remain significant.
If you are curious to know about the challenges faced by GCCs, starting from seamless integration with parent organizations to employee retention and the evolving cost of full-time employees, read on!
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List of Global Captive Centers (GCC’s) in India Download Complete List Company Name Revenue Employee Count Company HQ Industry Company Description Contact Email Wells Fargo >1B >100K United States of America Financial Services More proof that banking has become the wild wild West: Wachovia wed Wells Fargo at the end of 2008 to create North […]
