Topics In Demand
Notification
New

No notification found.

It is time for GCCs to springboard their digital advantage
It is time for GCCs to springboard their digital advantage

1077

1

Much like the rest of the world, last year has been transformative for Indian businesses. COVID-19 adversely impacted the country in several macroeconomic parameters. It brought about a widespread transformation across almost every sector. Unarguably, the speed at which Indian companies adopted technology was comparatively faster than many other parts of the world. It not only became a lever of competitiveness for Indian businesses but also for genesis of new business models.

Global Capability Centres (GCCs) are on the forefront of the accelerated pace of innovation that is happening in the country today. At a time when companies had to respond quickly to a global health crisis, stabilize operations and optimize costs while addressing complex people issues, GCCs played a very important role in ensuring business continuity and preparing for the future.

India’s attractiveness as a GCC destination is growing year-on-year. From just 500 GCCs a decade ago, there are about 1700+ GCCs in India today, employing more than 1.5 million people. The GCC industry in India is expected to double in terms of size over the next three years fueled by digital transformation, expansion of existing centers and addition of new centers. As GCCs mature, innovation, technology enablement and enhanced service portfolio have become top strategy drivers for the industry, as revealed by EY’s GCC Pulse survey 2020.  

By embracing a holistic digital transformation strategy, GCCs today are in a unique position to deliver enhanced business value to parent organizations. Here are three ways by which GCCs have managed to develop a comprehensive digital transformation strategy during this pandemic:

  • Driving a ‘future fit’ agenda: GCCs are enabling the future fit agenda of their parent organizations, one that is both forward-looking and sustainable. During the pandemic, we saw GCCs shift their ERP’s and legacy applications to the cloud and increase adoption of technology (analytics, machine learning, process automation, etc.) in several enabling functions such as Tax. Some have implemented AI in key functions, such as in HR to manage the employee lifecycle from hire to retire. We have also seen companies explore delivery of legal services from their GCC. This future fit agenda has enhanced the value that GCCs deliver while expanding their scope of operations.
  • Reimagining GCCs and the workplace: GCCs were among the early adopters of the hybrid working model, with some parts already operating with it before the pandemic. They are now playing a critical role in reimagining workplaces. Many GCC leaders have said that the role of the office will change from place of work to place for collaboration. GCCs level the playing field for different generations through rapid technology adoption, thereby increasing their ability to be more inclusive while tapping into different talent pools across locations. GCCs have also been on the forefront for many leading practices around retention, continuous engagement benefits, diversity and inclusion.
  • Idea to implementation: GCCs have been among the front-runners of the digital transformation journey compared to other industries during these uncertain times. They have been involved in end-to-end product development, driven by internal innovation programs while leveraging emerging technologies. We have seen financial services companies undertake end-to-end product development covering technology, user experience and compliance among others. In the healthcare sector, clinical trials companies have supported pharma majors in trials. There are similar examples across industries, whether it is automotive, aerospace or consumer products. In addition, GCCs have also been partnering with the vibrant start-up ecosystem in India’s tech hubs and educational institutions.

The pandemic has certainly been a catalyst for fast-tracking changes, such as hybrid model, talent liquidity, and innovation. Now with the two severe waves of the pandemic behind us and an altered business ecosystem, GCCs are well poised to drive them as a springboard and become value adding strategic partners to parent enterprises.

The artice is authored by Arindam Sen, Operations and Business Services Partner, EY India

 


That the contents of third-party articles/blogs published here on the website, and the interpretation of all information in the article/blogs such as data, maps, numbers, opinions etc. displayed in the article/blogs and views or the opinions expressed within the content are solely of the author's; and do not reflect the opinions and beliefs of NASSCOM or its affiliates in any manner. NASSCOM does not take any liability w.r.t. content in any manner and will not be liable in any manner whatsoever for any kind of liability arising out of any act, error or omission. The contents of third-party article/blogs published, are provided solely as convenience; and the presence of these articles/blogs should not, under any circumstances, be considered as an endorsement of the contents by NASSCOM in any manner; and if you chose to access these articles/blogs , you do so at your own risk.


© Copyright nasscom. All Rights Reserved.