Topics In Demand
Notification
New

No notification found.

Imperatives before GCCs to move up the maturity curve
Imperatives before GCCs to move up the maturity curve

634

1

In a previous post refer (# sensing the pulse of the dynamic, rapidly growing GCC ecosystem), we referenced the KPMG GCC Maturity model, introduced at the last NASSCOM GCC Conclave, and shared some high level takeaways on the industry responses thereto.

GCC Maturity Model:

KEY DIMENSIONS OF GCC MATURITY                                                        

As various players from the industry reflected on the model and attempted to run a quick self-assessment of where their respective GCCs plotted on the maturity curve, some of the commentary and reactions were very interesting.  It also provided perspectives on how different the responses would be depending on:

  • Global Vision, Purpose and Objectives for the GCC: which plays probably the most significant role in shaping the growth trajectory
  • Stage and tenure in the GCC lifecycle: with the more recently set up GCCS having the advantage of drawing on the learnings of others over the years, adopting a radically different approach and operating model
  • Industry vertical: which is in turn based on digital adoption at the sectoral, global organization level, influences the GCC model
  • Functional scope and scale: which has an impact on the structure, ability to drive impact and influence talent

Some emerging influencers and imperatives across each dimension of the maturity model:

Strategic alignment to HQ

  • Global Vision and Purpose for the GCC
  • Clear linkage of GCC Objectives to the Global Strategic priorities
  • Operating model that enables the GCC to be a seamless extension of the global organization from a structure, roles, culture standpoint

Governance and Empowerment

In addition to the above points:

  • Global roles positioned from the GCC
  • Accountability and empowerment to drive and influence transformation

Service portfolio

  • Vision and purpose which in turn influences scope
  • Sponsorship from the top going beyond functional sponsorship
  • End to end process scope which enables ability to drive greater impact
  • Digital maturity of processes
  • Penetration across global model which enables ability to drive the global change

Depth of Capability

  • Digital maturity of the global organization
  • Innovation quotient
  • Vision for the Future
  • State of the global service delivery model and adoption of the GCC model

Digital Maturity

  • Global leadership priority and sponsorship
  • Agility and pace of change to adopt emerging technologies
  • Structure to manage and drive adoption across the organisation
  • Ecosystem partnerships

Future ready workforce

  • Agility to embrace and adopt new workforce models
  • View of the future talent profile (2-3 years out)
  • Model to upskill continuously

Risk and compliance

  • An integrated view across the Global Service delivery model and the global Enterprise
  • Ability to track emerging risks in real time
  • Ability to dynamically and continuously mitigate emerging risks
  • Establishing a Risk Management Center of Excellence
  • An agile operating model

Value & Cost

  • Metrics defined to measure and assess efficiency and value vis-à-vis baseline
  • Ability to continuously drive incremental efficiency
  • Openness to embrace and rewire the operating model in an agile manner
  • Leverage the ecosystem

The dimensions above and the underlying imperatives, will continuously evolve with technology, global models and the organization maturity which we will need to track as the service delivery model continues to advance.


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.


images
Shalini Pillay
India Leader – Global Capability Centers

© Copyright nasscom. All Rights Reserved.