Over the last two decades, the Indian IT-BPM industry has gone from strength to strength and has attained strategic importance for India. In FY2013, the industry reached revenue of USD 108 billion — a nearly 8 per cent share in India’s GDP. Export revenues stood at USD 75.8 billion, which is approximately 70 per cent share in total revenue.
India based global in-house centres (GICs) of MNCs have been playing a very significant role in achieving this growth. Over time, their service offerings have moved well beyond cost-based back office operations to providing innovation and end-to-end products/services. Currently GICs account for 16–18 per cent of India’s IT-BPM exports.
With growing maturity, across GICs, the demand for delivering high-end, complex services has only increased, bringing into focus the need for and importance of specialized talent (including managerial and leadership talent). Keeping this requirement in mind, NASSCOM and Deloitte conducted a joint survey across a sample set of GICs to understand the current status of talent and leadership among GICs, identify significant challenges and put forward an agenda for stakeholders to develop a leadership pipeline.
The findings indicate that the next phase of growth, “the third act”, involves a continued focus on growing core markets, deeper integration of global and regional hubs and complete product and process ownership. This would entail a different set of talent and leadership requirements, particularly in times of slower growth, involving integration and collaboration at a global level. The findings also summarise a number of challenges around talent development and engagement and the need to develop a differentiated employer value proposition. The report concludes with a proposed six part executive talent roadmap on leadership, engagement, and career development.
Purchase the report here: Beyond hypergrowth: What’s next for GIC talent in India?