INDIA GCC

LANDSCAPE REPORT
THE 5-YEAR JOURNEY

INDUSTRY PARTNER

SEPTEMBER 2024
 FOREWORD
India’s Global Capability Centers (GCCs) are at a transformative juncture – evolving into strategic hubs that
are not only redefining the Indian corporate landscape but also influence global business dynamics. Over the
last decade, GCCs have transitioned into becoming extended arms of HQ, driving organization-wide
initiatives, spearheading cutting-edge innovations, and forging strong ecosystem partnerships.

The 1700+ GCCs that currently call India home, employ more than 1.9 Mn professionals and work on digital
ACHYUTA GHOSH technologies including Artificial Intelligence, Big Data & Analytics, Internet of Things, Cybersecurity, and
Senior Director and Robotics. This is not merely a testament to India’s vast talent reservoir, but also reflects the country’s growing
Head – Insights, nasscom capability to deliver sophisticated engineering, complex R&D, and strategic business outcomes. As GCCs
mature, they are increasingly shaping global agendas, driving strategic decision-making, and even leading
Global Roles from their India bases.

The dynamism of India’s GCC ecosystem is characterized by its ability to innovate and adapt. What stands
out in this journey is the strategic pivot from operational excellence to value creation. With over 500 centers
now dedicated to AI and Machine Learning, India’s commitment to embracing and advancing future-forward
technologies is unequivocal. India’s GCCs are not merely participants in the global innovation race; they have
emerged as leaders. However, this growth story isn’t just about numbers and technological prowess. It’s a
shift in trust and global perception supported by a symbiotic ecosystem of start-ups, Service Providers, and
NILESH THAKKER
President, Zinnov the Government, that has successfully fostered both innovation and agility.

As we look ahead, the challenges are clear, but surmountable. GCCs must navigate the complexities of
sustaining growth, bridging the value gap, and continuing to innovate while scaling operations. They must
also ensure that the value being created is equitably distributed, enhancing not only corporate profits but also
contributing positively to India’s socio-economic fabric.

India’s unique position as the “GCC Capital of the World” is not just a title but a responsibility – one that
involves nurturing talent, driving innovation, and building a sustainable and inclusive future for global
business.
ALOK AGGARWAL
Managing Director & CEO, This report offers an in-depth analysis of the Indian GCC ecosystem, charting its evolution, impact, influence,
Brookfield Properties and future trajectory. It is a must-read for anyone looking for insights on the dynamic interplay of technology,
talent, and strategy that is shaping the future of global business from the heart of India.
 TABLE OF

CONTENTS

Foreword 02

Executive Summary 04

India’s GCC Landscape: The Growth Saga 09

1: India: The GCC Capital of the World 23
2: GCCs in India: Maturity Roadmap 28
3: India’s Dominance: High-end Engineering/Emerging Tech Roles 35
4: GCCs and Service Providers: A Symbiotic Relationship 41
5: Expansion of Global Roles in Indian GCCs 48
6: Indian GCCs Taking the Lead in driving AI-led Transformation 54

Allied Impact of GCCs on Indian ecosystem 60

Outlook for India’s GCC Ecosystem 63

Case Addendum 67

Appendix 114

Contributors 116
EXECUTIVE
SUMMARY

04
Snapshot of the GCC Ecosystem in India

1700+ 2975+ ~4.6%

CAGR of number of GCCs
Total Number of GCCs (FY2024) Total Number of GCC Units (FY2024)
(FY2019 – FY2024)

1.9 Mn+ 82 K+ ~6.3%

Total Installed GCC Talent in CAGR of Total Installed GCC
Total Installed GCC Talent (FY2024) Tier-II and Tier-III Cities Talent (FY2019 – FY2024)

USD

64.6 Bn
USD

36.4 Bn ~9.8%
CAGR of India GCC Revenue
India GCC Revenue (FY2024) India GCC Revenue – ER&D (FY2024) (FY2019 – FY2024)

Source: Zinnov GCC Platform Research and Analysis 05

Key Impact Pillars of GCCs in India

INDIA’S DOMINANCE: HIGH-END

INDIA: THE “GCC CAPITAL 01 GCCs IN INDIA: MATURITY 02 03
ENGINEERING/EMERGING
OF THE WORLD” ROADMAP
TECH ROLES

2975+ 44% ~32%

GCC units in India, having the largest of the GCCs have transitioned into the of the GCCs in the Transformation Hub
share in the world Portfolio Hub over the last decade have a high Product Management talent
intensity* > 20%
India's existing talent pool enables
As GCCs mature, addressing the As GCCs mature, newer roles like
organizations to scale to a
Value Gap is essential to Quantum Architect, AI Ethics
1,000-member team with ease,
exponentially boost their value Officer, ML-based Cybersecurity
establishing the country as a
delivery Expert have emerged
"mature" ecosystem

GCCs AND SERVICE INDIAN GCCs TAKING THE

04 EXPANSION OF GLOBAL 05 06
PROVIDERS: A SYMBIOTIC LEAD IN DRIVING AI-LED
ROLES IN INDIAN GCCs
RELATIONSHIP TRANSFORMATION

12% 6500+ 120K+

Over the last five years, the presence of
of all GCC workloads are still India’s GCCs boast a remarkable pool of
Global Roles in India has expanded
outsourced to Service Providers over 120K+ AI professionals across their
significantly, with over 6,500 such
capability centers and COEs
positions now established
GCCs and SPs are exploring Engineering function Over 185 GCCs in India have
Joint Ventures, Centers of leadership is growing rapidly, COEs for AI/ML, with 30% in
Excellence, and Joint Risk with nearly one-fourth of global the Software & Internet
Partnerships to drive innovation roles belonging to the vertical
Engineering function

Source: Zinnov GCC Platform Research and Analysis *PM Intensity = Number of Product Managers in India / Number of Product Managers globally 06
By 2030, GCCs are anticipated to achieve significant advancements
and emerge as a major force in the Indian tech ecosystem

FUTURE OUTLOOK FOR GCCs

GCC MARKET SIZE Number of GCCs

USD 99-105 Bn
2100-2200

1700+
~USD 64.6 Bn 1430+

~USD 30.5 Bn

FY2019R FY2024 FY2030E GCC FY2019R FY2024 FY2030E

Outlook
GCC Headcount
for 2030 Number of GCC Units
2.5-2.8 Mn
4300-4400

~1.9 Mn
2975+
~1.4 Mn
1950+

FY2019R FY2024 FY2030E

FY2019R FY2024 FY2030E

Source: Zinnov GCC Platform Research and Analysis R - Revised; E - Estimate FY 2024- Data as of March 2024 07
Definitions & Methodology

DEFINITIONS

GLOBAL CAPABILITY CENTER (GCC)

Global Capability Centers (GCCs) are offshore services units established by
Multinational Corporations (MNCs) to perform strategic functions, leveraging
knowledge-based talent, cost and operational efficiencies
GCCs encompass the Technology, Engineering, and Operations functions,
including Shared Services Centers of MNCs in India

MNCs NOT QUALIFYING AS A GCC

Service Providers (SPs) (Technology/Engineering/Operations/Digital functions) or
Integrators supporting Product/Solution/Platform development
Staffing companies generating revenue by outsourcing talent or contingency staff
Pure-play Sales Entities selling products or customized tools/software to India and
nearby regions
Professional Services companies that have a dual model (in-house and third-party)

METHODOLOGY
This report has been developed utilizing a mix of primary and secondary research,
including proprietary and government databases, and in-depth discussions with
GCC leaders and other stakeholders in the ecosystem

Source: Zinnov GCC Platform Research and Analysis 08

INDIA’S GCC LANDSCAPE
THE GROWTH SAGA
In the last 5 years, the GCC landscape in India has experienced
massive growth driven by increase in size, complexity, digital
capabilities, and maturity

09
India continues to be at the forefront of global GCC expansion strategy,
with 400+ new GCCs and 1100+ new centers established in just the last 5 years

Number of GCCs in India (FY2019 – FY2024) Number of GCC Units in India (FY2019 – FY2024)

~60% 2975+
%
~32 1700+ 1850+
1285+

FY2019 FY2024 FY2019 FY2024

INCEPTION OF GCCs

FY 2019 – FY 2024

*Logos are indicative and not exhaustive

Source: Zinnov GCC Platform Research and Analysis The figures displayed in the chart represent the “Growth Rate” FY 2024- Data as of March 2024 10
In the last five years, Indian GCCs have experienced significant advancement
in both – complexity of work and enhancement in scope

CORE ENGINEERING AND

CORE ENGINEERING AND LEADERSHIP WORK EVOLUTION LEADERSHIP WORK EVOLUTION

FY2019 FY2024

GCCs’ influence in the technology

Engineering Talent 32% landscape is undeniable, and they are
(Share of Indian GCC talent /
24%* emerging as key global hubs for strategic
Total Global GCC Talent) technology operations

Leading organizations are centralizing their

Tech ecosystems in India, with nearly
Product Management 12% one-third of their global Engineering
(Share of Indian GCC talent / 8%
activities based in the country
Total Global GCC Talent)

Companies in sectors like Aerospace,

Defense, and Semiconductors are
Architect advancing their Engineering efforts,
(Share of Indian GCC talent / 20% focusing on next-generation platforms,
12%
Total Global GCC Talent) products, and technologies

Semiconductor giants, along with Software

& Internet MNCs, are establishing their
Global Roles 4
Product Management teams in India,
(Average Global Role HC per
GCC in India) 1 fueling innovation and driving cutting-edge
advancements

Data as of March 2024 Analysis based on a select number of companies N = 200+ companies

*The percentages above reflect the growth of the talent pool in India GCCs. For example, '24%' indicates that 24% of the organization’s overall engineering talent was based in India in FY2019.

Source: Zinnov GCC Platform Research and Analysis 11

Over the last 5 years, GCCs in India have emerged as Digital Technology hubs
by strengthening capabilities in technologies such as AI, Cloud, Cybersecurity,
and Blockchain

DIGITAL TECHNOLOGY
DIGITAL TECHNOLOGY PENETRATION ACROSS GCCs
PENETRATION ACROSS GCCs

FY2019 FY2024
Mature GCCs in the Portfolio and
Transformation Hubs are focusing on areas
like Full-stack Development, AI, and IOT,
AI/ML and Data Science 65% 86%
building deep domain expertise and driving
high-value work from their India centers

GCCs are increasingly adopting

technologies like Blockchain and Web 3.0 for
Cloud Computing 80% 82% fraud detection and enhanced security use
cases, and delivering immersive experiences

BFSI GCCs have evolved from back-office

support for trading platforms to driving
advanced capabilities in Data Analytics,
Cybersecurity 55% 88%
Algorithmic Trading, and Quantitative
Financial Engineering

Legacy GCCs leverage India's robust

Cybersecurity talent for advanced threat
Blockchain 5% 56% prevention and intelligence, while newer
GCCs are focusing on developing
Cybersecurity solutions for both global and
emerging markets from the start
Data as of March 2024 Analysis based on N = 1700+ companies, GCCs with more than 30 headcount in each Digital Technology

Source: Zinnov GCC Platform Research and Analysis 12

GCCs in India are accelerating their maturity journey, with 53% in the Portfolio
and Transformation Hub stages, as compared to 18% a decade ago

OUTPOST SATELLITE PORTFOLIO HUB TRANSFORMATION HUB

69%

42% 44%

18%
13%
5% 9%
0%
FY2013 FY2024 FY2013 FY2024 FY2013 FY2024 FY2013 FY2024

WORK PORTFOLIOS DRIVEN FROM INDIA CENTERS

Technology and operational Comprehensive technology Developing unique capabilities Lead technology-driven
support to the global business support with end-to-end through innovative pilot transformations, manage global
ownership across select technology projects change projects, and deliver
Primarily supports the global business lines substantial bottom-line impact
organization, focusing on Centralized solution hub for
QA/QE with limited Establish and strengthen diverse technology portfolios Hub for global organizational
involvement in development global leadership roles vision in technology areas
Presence of a few technology
Emphasis on cost efficiency Targeted investments and COEs in AI/ ML/Generative AI, Significant ecosystem
and talent advantages development for specific Analytics, Blockchain, etc. collaboration for innovation with
business segments Start-ups, Academia, etc.

Source: Zinnov GCC Platform Research and Analysis Analysis based on a select number of companies analysed: N=200+ 13
Over the last 5 years, the setup rate of ER&D GCCs has grown 1.3X faster than the
overall GCC setup, highlighting the continued shift towards high-value-add work

GCCs WITH ER&D CAPABILITIES GCC UNITS WITH ER&D CAPABILITIES

2810+
~47% ~80%
1680+

1145+ 1565+

No. of GCC Units

No. of GCCs

FY2019 FY2024 FY2019 FY2024

ER&D GCC EXAMPLES ER&D GCC UNITS EXAMPLES

*Logos are indicative and not exhaustive *Logos are indicative and not exhaustive

Source: Zinnov GCC Platform Research and Analysis The figures displayed in the chart represent the “Growth Rate” FY2024: Data as of March 2024 14
The average GCC in India in FY2024 is ~24% bigger than that in FY2019,
driven by the substantial growth of multi-functional centers, that deliver – IT,
BPM, and ER&D services

AVERAGE COUNT OF INSTALLED SPLIT OF MULTI-FUNCTIONAL CENTERS KEY INSIGHTS

TALENT IN A GCC (FY2019 VS FY2024) (FY2019 VS FY2024)

GCCs are demonstrating

1585+ increased confidence in
24% 1130+ their India operations,
~ % expanding the average
10
910+ ~1 center size by 24%

750+ The average size of ER&D

GCCs has increased from
400 employees in FY2019
to 500 employees in
FY2024

GCCs have witnessed 6X

growth in their
multi-functional centers for
All Three Functions ER&D, IT, and BPM over the
GCC Average Installed Talent past five years
FY 2019 FY 2024
FY 2019 FY 2024

Single-function and
NOTE: dual-function centers have
1. Single-function GCCs include GCCs having only ER&D or IT or BPM
decreased by approximately
2. Dual-function GCCs include GCCs having a combination of ER&D and IT; or
IT and BPM; or ER&D and BPM 10X and 7X respectively,
3. Multi-functional GCCs include GCCs having all three functions, i.e., ER&D, IT,
and BPM
since FY2019

Source: Zinnov GCC Platform Research and Analysis The figures displayed in the chart represent the “Growth Rate” FY 2024- Data as of March 2024 15
Over the last 5 years, the Indian GCC landscape has become more diverse,
with the addition of 230+ and ~200 new GCCs from the Americas
and EMEA + APAC, respectively

DISTRIBUTION OF GCCs IN INDIA, BASED ON HQ LOCATION (FY2024)

Total Number of GCCs

(FY2024):1700+
Americas EMEA APAC

Total GCC Units %

(FY2024): 2975+ ~27
1090+
855+
%
~41
GCC Talent 480+
(FY2024): 1.9 Mn+ 340+ ~65%
85+ 140+

FY2019 FY2024 FY2019 FY2024 FY2019 FY2024

FY 2024- Data as of March 2024 1. Logos are indicative and not exhaustive 2. The logos are of the GCCs that entered India since FY2019 3. The figures displayed in the chart represent the “Growth Rate”
Source: Zinnov GCC Platform Research and Analysis 16
Global 2000 companies have significantly expanded their presence in India by adopting
the GCC model, with their footprint increasing by ~11% compared to FY2019

DISTRIBUTION OF GLOBAL 2000 MNCS IN INDIA,

KEY INSIGHTS
BASED ON HQ LOCATION (FY2024)
Approximately 23% of the Global
2000 MNCs have established

~23%
their presence in India as GCCs
have a GCC presence in India

Since FY2019, only a small

fraction of MNCs from the APAC
and EMEA regions have
Americas EMEA APAC
established centers in India, with
the majority originating from the
Americas region
205+ 235+ 140+ 150+ 60+ 65+
Leading Global 2000 firms like
FY2019 FY2024 FY2019 FY2024 FY2019 FY2024
Align Technology, Berry Global
Group, and Coinbase have
inaugurated their centers in India
between FY2021 and FY2024,
underscoring India's growing
prominence as a key destination
for global business expansion

Approximately 40% of Global

2000 MNCs are headquartered in
INDIA
the APAC region. However, only
10% have established operations
within India’s GCC ecosystem

Source: Zinnov GCC Platform Research and Analysis FY 2024- Data as of March 2024 17
Even Global Unicorns are strengthening their presence in the Indian ecosystem -
40+ unicorns have established GCCs in India as of FY2024

DISTRIBUTION OF GLOBAL UNICORNS AS GCCs IN INDIA,

KEY INSIGHTS
BASED ON HQ LOCATION (FY2024)
Unicorns in the Software &
Internet and BFSI verticals have
the highest presence in India
through GCCs, especially from
Americas EMEA APAC EMEA, which holds 80% of the
region’s unicorns in India
35+
APAC accounts for only 5-10% of
20+
<5 <10 <5 <5 the overall unicorn presence in
India, marking the smallest share
FY2019 FY2024 FY2019 FY2024 FY2019 FY2024
among regions, and primarily from
BFSI and Retail verticals

ILLUSTRATIVE UNICORN
GCC LOGOS

INDIA
Excludes India based Unicorns

Source: Zinnov GCC Platform Research and Analysis Valuations of unicorns are as of March 2024 FY 2024- Data as of March 2024 18
GCCs in India continue their expansion in Tier-I cities – 980+ new units
opened since FY2019

GCC DISTRIBUTION ACROSS INDIA ( FY2019- FY2024) KEY INSIGHTS

Total Number of GCCs

Bengaluru continues to lead in GCC setups, followed by NCR,
(FY2024):1700+ Hyderabad, Pune, and Mumbai, especially in the last 5 years

220+
Bengaluru’s status a GCC hub is solidified, thanks to a
Total GCC Units Others* 90+
robust GCC and innovation ecosystem, availability of talent,
(FY2024): 2975+ FY2019 FY2024
and a conducive environment for talent mobility

GCC Talent
GCC-specific policies from the Tamil Nadu government,
(FY2024): 1.9 Mn+
285+
465+ with a focus on providing tax incentives and the upcoming
NCR draft GCC policy by the Government of Karnataka, are
FY2019 FY2024
further boosting this growth

Bengaluru and NCR account for 47% of the IT talent

present in India’s GCC ecosystem

Hyderabad and NCR boast a higher ER&D talent

concentration after Bengaluru, accounting for 25% of the
total ER&D GCC talent
365+
215+
Mumbai
FY2019 FY2024
Chennai continues to significantly attract Automotive talent,
with 13% of the total installed talent
355+
230+

360+
Hyderabad
210+ FY2019 FY2024
Pune
FY2019 FY2024

305+
GCCs SET UP IN THE LAST
5 YEARS IN TIER-I CITIES
180+
Chennai
875+
620+ FY2019 FY2024
Bengaluru
FY2019 FY2024

Source: Zinnov GCC Platform Research and Analysis FY 2024- Data as of March 2024 *Others include all the Tier-II and Tier-III cities in India 19
India’s Tier-II and Tier-III cities are becoming pivotal in scaling up GCCs;
house ~7% of total GCC units in FY2024, up from ~5% in FY2019

GCC DISTRIBUTION ACROSS TIER-II AND TIER-III CITIES KEY INSIGHTS

(FY2019 - FY2024)
Tier-II and Tier-III cities continue to attract GCCs due to
Total Number of GCCs
significant cost advantages and access to a growing talent
(FY2024): 2975+
Others* 20+ 65+ pool, enhancing their appeal as strategic locations
FY2019 FY2024

Total GCC units in Tier-II

Ahmedabad, Coimbatore, and Vadodara remain key hubs in
& Tier-III cities: 220+ Tier-II cities, with ~10% of GCCs either newly set up or
expanded there in the past year
Total GCC Talent in Tier-II Chandigarh 5+ 15+
Government initiatives such as the Gujarat Semiconductor
& Tier-III Cities: 82K+
Policy 2022-2027 and the Madhya Pradesh IT, ITeS &
FY2019 FY2024

ESDM Investment Promotion Policy 2023, have

strengthened physical and digital infrastructure in Tier-II/III
cities, boosting new GCC setups
Improved connectivity through Vande Bharat trains and the
UDAN scheme that link Tier-II/III cities to major urban centers,
has further catalyzed the growth of GCCs in these locations
State governments of Karnataka and Tamil Nadu are crafting
Ahmedabad
10+ 35+
GCC-specific policies with a focus on Tier-II/III cities, such as
the Startup TN policy and the Karnataka Data Center Policy,
FY2019 FY2024
20+ 30+
Kolkata FY2019 FY2024
spurring further growth in these regions

5+ 20+
Kochi FY2019 FY2024

Coimbatore
15+
FY2019
25+
FY2024
GCCs SET UP IN THE LAST 5 YEARS
IN TIER-II AND TIER-III CITIES

5+ 20+
Thiruvananthapuram
FY2019 FY2024

Source: Zinnov GCC Platform Research and Analysis FY2024- Data as of March 2024 *Others include cities such as Goa, Mysuru, Indore, Nagpur, Bhubaneshwar, Visakhapatnam, Madurai, etc. 20
These shifts have led to a 60% increase in revenue and a 36% increase
in the GCC headcount in India, between FY2019 and FY2024

INDIA GCC REVENUE (IN USD Bn) INSTALLED GCC HEADCOUNT ANALYSIS (IN Mn)

6.3%
*: ~9
.8% R*: ~
R CAG
CAG ~64.6 1.9+

~40.4 1.4+

FY2019R FY2024E FY2019R FY2024 R stands for Revised

KEY INSIGHTS

GCCs are heavily investing in digital transformation initiatives, with technologies like IoT, AI, and ML driving significant growth in India GCCs
ER&D sector and its market growth

Rise in demand for Digital Services, including Cloud and Data Analytics by GCCs, with investments in talent acquisition and skill development,
significantly expanded the market size of India's GCC IT sector

India's GCC BPM sector's implementation of Automation and AI in Data Entry, Claims Processing, and Human Resource Management, etc., along
with increased outsourcing of complex processes like Financial Analysis, Regulatory Compliance, and Customer Support by MNCs, is driving
market growth

Source: Zinnov GCC Platform Research and Analysis FY 2024- Data as of March 2024 21
6 themes have catalyzed the GCC ecosystem in India in the last 5 years

01 India: The “GCC Capital of the World”

04 GCCs and Service Providers:
GCCs are tapping into India’s extensive talent pool, which A Symbiotic Relationship
accounts for 28% of the global STEM workforce
Defying the belief that GCCs and SPs cannot
India is home to 17% of GCCs and approximately 23% of
coexist, they have made significant strides in
the world’s Software Engineering talent
building synergistic relationships, leading to
robust growth of the ecosystem

02 GCCs in India:
Maturity Roadmap 05 Expansion of Global
The GCC ecosystem has matured Roles in Indian GCCs
significantly over the past decade,
reaching a pivotal point in its exponential Global roles in GCCs are experiencing
growth journey exponential growth, with over 6,500
roles today, and an expected increase
Assessing and bridging the value gap is
to over 30,000 by 2030
now crucial to advancing the GCC
agenda and ensuring continued success GCCs are developing significant
training programs to enhance the
visibility of existing leaders, while also
nurturing future leaders

03 India’s Dominance: High-end

Engineering/Emerging
Tech Roles
06 Driving AI-led Transformation
As GCCs mature, new roles are introduced roles like
India’s AI/ML talent is steadily growing, with
Product Managers and Architects, strengthening
GCCs increasingly establishing COEs,
their presence in India and enhancing the ecosystem
particularly tapping into strong middle
with advanced Engineering roles
management talent
35% of organizations in the Transformation Hub
have a high intensity of Architects

Source: Zinnov GCC Platform Research and Analysis 22

01
INDIA
THE GCC CAPITAL OF THE WORLD
Availability of quality talent has played a crucial
role in making India the “GCC Capital of the World”

23
India is a world leader in STEM and Software Engineering talent,
making India the “GCC Capital of the World”

SALIENT FEATURES OF THE INDIA ECOSYSTEM: THE “GCC CAPITAL OF THE WORLD”

of the global STEM

~28% talent is housed in
India

of the global Software

~23% Engineering talent
pool is in India

NOTE:
1. Global Software Engineering Talent density is defined as the proportion of installed Engineering and IT talent to the total population of the country
2. Software Engineering roles considered are Software Developer, QA Engineer, DevOps Engineer, Database Administrator, Engineering Manager, Product Manager, Solution Architect, UX/UI Designer, etc.

Source: Zinnov GCC Platform Research and Analysis, Zinnov’s COE Hotspots of the World Report 2024, All India Higher Education Survey,
Department of Higher Education - Government of India, Center for Security and Emerging Technology 25
Scalability of India’s tech talent across multiple job roles further
adds to the overall attractiveness for GCC setup in India

TEAM SCALABILITY ANALYSIS – SELECTED JOB ROLES* FOR A 1000-MEMBER TEAM

Canada Mexico Brazil Poland Bulgaria Estonia Lithuania India China Philippines Thailand Vietnam US UK Japan
Job Role

Software
Development
Engineer

Quality
Engineer

DevOps
Engineer

Database
Administrator

Architect

<100X 100-500X >500X Shows the change in

Source: Zinnov GCC Platform Research and Analysis, Zinnov’s COE Hotspots of the World Report 2024 Legend 26
Availability Availability Availability availability (2022 to 2023)
The presence of a robust ecosystem comprising of start-ups, Fortune 2000
organizations, and Technology Service Providers has propelled India into the ranks
of "Mature" countries

NASCENT COUNTRIES EVOLVING COUNTRIES MATURE COUNTRIES

Canada
Average Cost of an FTE

Chile Poland
Romania Czechia Argentina China
Costa Rica Lithuania
Estonia Columbia Brazil

Bulgaria Mexico
Serbia Indonesia Taiwan
Belarus
Malaysia The Philippines
India
Latvia

Size of the bubble indicates the talent pool size

The maturity analysis is generated by scoring the countries on the following parameters
1. Number of Fortune 500 companies (on a scale of 1-10) 3. Service Provider Industry Revenue (on a scale of 1-10)
2. Number of Tech Start-ups (on a scale of 1-10) 4. Number of Engineering schools (on a scale of 1-10)

Note: This analysis excludes highly developed countries with well-established ecosystems, such as the United States, the United Kingdom, and Japan
Source: Zinnov GCC Platform Research and Analysis 27
02
GCCs IN INDIA
MATURITY ROADMAP
GCCs in India have accelerated
their evolution from Cost
Centers to Value-driven Hubs

28
GCCs have steadily matured over the years, with their numbers soaring and
adding substantial value to India’s Financial and Tech ecosystems

WAVE 1.0 WAVE 2.0 WAVE 3.0

GCC as an Outpost GCC primarily GCC transitions to a Portfolio Hub
a Satellite WAVE 4.0
50 As of FY2024
and Beyond
Total No. of GCCs: 1700+
Revenue: USD 64.6 Bn
Total Installed GCC Talent: 1.9 Mn+
GCC as a
40 Total No. of GCC Units: 2975+ Transformation
Hub
Revenues (in USD Bn)

As of FY2015
Total No. of GCCs: 1000+
Revenue: USD 19.4 Bn
30 Total Installed GCC Talent: 745K+
Total No. of GCC Units: 1448+
As of FY2010 Transition to GBS
Total No. of GCCs: 700+
20 Revenue: USD 11.5 Bn Portfolio Expansion New Talent
and Ownership Paradigm
Total Installed GCC Talent: 400K+
Total No. of GCC Units: 1000+ Digital
Transformation Global Roles
Delivery Excellence

10 Tier-II/III Location Peer Collaboration

Expansion
Cost and Talent Innovation
Arbitrage

Till 2010 2011-2015 2015-2024 2024 Onwards

Timeline
Levers Zone of Exponential Value Creation

Source: Zinnov GCC Platform Research and Analysis 29

As GCCs enter the “Zone of Exponential Value Creation,” they need to be wary
of potential pitfalls and address them effectively (1/2)

KEY METRICS TO CONSIDER WHILE

TOP VALUE GAP CHALLENGES FOR
ENTERING THE “ZONE OF EXPONENTIAL
GCCs IN 2024 VALUE CREATION”

Slower Evolution of GCCs

GCCs that prioritize short-term goals over
Leadership
long-term vision mature slowly, focusing on
lagging indicators that reveal past failures
but lack proactive insights for continuous
improvement

Customer and Revenue

Realigning Value Creation Redefining
GCCs that fail to adapt to evolving
the
markets, technologies, and business
environments risk regressing from “Value Gap”
high-value creators to mere process Innovation
or portfolio owners, driven by shifts in
organizational structure, culture,
regulations, and global priorities

Underdefined Site Talent

Value Creation
GCCs that lack a clear vision struggle to
become mission-critical, often seen as
support centers due to misalignment with
global strategy, weak talent development, Value and Cost
and a poor leadership pipeline

Source: Zinnov GCC Platform Research and Analysis 30

As GCCs enter the “Zone of Exponential Value Creation,” they need to be wary
of potential pitfalls and address them effectively (2/2)

KEY FOCUS AREAS FOR REDEFINING “VALUE” KEY INSIGHTS

To effectively redefine value,

GCC GCC GCCs must accurately
Health Metrics Performance Metrics understand “Health" and
“Performance" metrics

More inward-looking, focused on the More outward-looking, focused on

Focus well-being and vitality of the organization achieving current goals and priorities GCC Health refers to the overall
wellness and vitality of a GCC,
encompassing factors such as
Provides the foundation for high Supports continued success and
employee engagement, morale,
Importance performance and long-term sustainability reinforces a positive culture culture, and leadership

A positive and supportive work Meeting customer needs, outperforming

On the other hand, GCC
Outcome environment, culture of customer centricity, peers, and delivering products or Performance refers to the
and a shared sense of purpose and values services effectively capability of a GCC to achieve its
strategic goals and deliver
Attracts and retains talented employees, Increases profitability, market
outcomes, encompassing factors
Benefits fosters innovation and adaptation share, and competitive advantage such as financial performance,
customer satisfaction, quality,
and efficiency
Timeframe Long-term focus and sustainability Short and medium-term results
The “Health" and “Performance"
metrics can only work effectively
when there is a site scorecard to
ESAT, customer segment, Diversity & Cost savings, productivity, customer
Example
Inclusion metrics, succession planning retention, customer lifetime value, market track and measure the impact of
interventions

Source: Zinnov GCC Platform Research and Analysis 31

As the ecosystem matures, GCCs in India track new KPIs and metrics
to accurately assess and measure the fair value of their centers (1/2)

KEY METRICS TO CONSIDER AND TRACK WHILE

KEY INSIGHTS
ADDRESSING THE “VALUE GAP”

While all GCCs contribute substantially

WAVE 3.0 to their headquarters, regardless of
maturity, Outpost and Satellite GCCs
GCC is a Portfolio Hub often prioritize "cost arbitrage" and
Retention of High Potential Candidates
"talent attraction" as key value drivers
Global Role Intensity (GCC:HQ)
Leadership
Number of OKRs/Performance Metrics Number of Senior Roles As GCCs ascend to the "Exponential
aligned to Leadership Development promoted from the center Value Creation" phase, it becomes
Programs
imperative to establish and monitor
comprehensive metrics across all five
Number of Customer Advisory Board
Rate of Customer Acquisition pillars to ensure sustainable and
Customer connects enabled
optimized performance
and Revenue Net Promoter Scores Net Promoter Scores
GCCs should focus on "leadership"
Number of ideas generated through Number of internships offered
and "customer" metrics to align with
cross-team collaboration and completed global strategy and drive
Innovation
Number of Ideation
customer-centric revenue growth
Ratio of idea pipeline at GCC:HQ
Programs/Activities run
To quantify the intangible value of
Return Percentage (%) Reduction in innovation and collaboration, GCCs
Candidate Satisfaction at interviews Infant Attrition on Operating Activities
Talent should implement robust
Employee Satisfaction Percentage (%) Improvement in “innovation” metrics
Employee Retention

To accurately assess cost arbitrage's

- Return on Operating Activities effectiveness, GCCs should transition
Value from absolute cost measurements to
and Cost - - using ”value-cost” ratios that
compare costs to revenue or profit

GCC Health Metrics GCC Performance Metrics Zone of Exponential Value Creation

Source: Zinnov GCC Platform Research and Analysis Note: “-” indicates that the KPI has only GCC Performance Metrics List of parameters is not exhaustive 32
As the ecosystem matures, GCCs in India track new KPIs and metrics
to accurately assess and measure the fair value of their centers (2/2)

KEY METRICS TO CONSIDER AND TRACK WHILE

KEY INSIGHTS
ADDRESSING THE “VALUE GAP”

As GCCs transition to the 'Value

WAVE 4.0 and Beyond Creation Zone,' leadership metrics
GCC is a Transformation Hub increasingly emphasize diversity
and talent pipeline development,
Percentage of Key Leadership Positions while on the innovation front, it is
Time to fill Key Leadership Positions
Leadership filled internally crucial for GCCs to not only file
Diversity in Leadership Pipeline
Leadership Participation in patents but also manage R&D
Global Strategy expenditures effectively
Year-on-Year Increase in the Number
Number of Ideas Co-created with To advance in the Transformation
Customers of Markets Opened for a Product
Customer through Localization Hub, it is essential to track not only
and Revenue Presence/Extent of P&L Accountability the patents filed but also those
Number of Systems/Solutions/Products
for the Region and Market Developed for Local Markets granted, and the time taken for each
stage of the IP application process
Number of Patents filed per R&D Spend Number of Patents filed and granted
Innovation
Time to Complete each Stage Customer and revenue metrics are
Revenue from Start-up Collaborations
of the IP application pivotal in transforming GCCs, as
they enhance HQ operations by
Percentage (%) Reduction in Absence Percentage (%) of Certified providing proximity to customers,
Rate per employee
Talent Professionals among Total Hires co-creating ideas, and developing
Percentage (%) Increase in products tailored to local markets
Employees with skills in areas like Big Training Cost per FTE
Data, AI/ML, etc.
Talent is crucial for value generation
Value - R&D Expenditure Ratio for HQs, and certifications and
associated costs help GCCs track
and Cost - EBITDA Margin advancements, and the value
delivered by their talent

GCC Health Metrics GCC Performance Metrics Zone of Exponential Value Creation

Source: Zinnov GCC Platform Research and Analysis Note: “-” indicates that the KPI has only GCC Performance Metrics List of parameters is not exhaustive 33
Case Study: A US-based Semiconductor GCC has evolved from solely housing
IT and Sales teams to a powerhouse in the India GCC ecosystem, now leading in
Chip Design and meeting global fabrication demands

US-BASED SEMICONDUCTOR GCC

Milestone Legend
GCC establishes its Global
Talent-specific
Development Center in India and GCC announces a new
Center-specific
plans to hire 2000+ employees in Semiconductor Assembly
the coming years and Test facility in India to
expand its global
GCC focuses on manufacturing base to
building Fabrication GCC expands its Engineering, GCC headcount address demand from
Process capability Research, and Development operations crosses 2000+ domestic and
in Bengaluru and Hyderabad international markets

2010-11 2019-20 2022-23

2024 and Beyond

2018-19
2006-07 2020-21

Phase I will include 500,000+ sq. ft.

GCC continues to cleanroom space to be operational by
GCC incorporates Sales expand its innovation late 2024, while Phase II will involve
GCC plans to invest charter in India by
and IT teams in Bengaluru, construction similar to the first phase
approximately USD opening 20+
marking its entry to India
40 Mn to expand its *focused/specialized
Hyderabad base by teams across Bengaluru
GCC starts with a the end of 2018 First Indigenous Microchips to be
single-digit headcount and Hyderabad developed by the end of 2024

Source: Zinnov GCC Platform Research and Analysis *Focused teams/specialized teams include Scribe Design, Smart Manufacturing and Artificial Intelligence, Client SSD Validation 34
03 INDIA’S DOMINANCE
HIGH-END ENGINEERING/
EMERGING TECH ROLES
Banking on India's Engineering and
DeepTech capabilities, companies are
confidently creating roles centered on AI
and Advanced Technologies

35
The expanding ER&D market, coupled with a robust ecosystem and GCC ambitions,
has significantly propelled India’s high-end Engineering success

GCC Aspirations beyond Cost Arbitrage

GCCs are evolving from cost centers to strategic innovation hubs, driving high-end Engineering, and
leveraging talent and infrastructure to enhance global strategies

Improved Digital Infrastructure

India’s advanced digital infrastructure — comprising state-of-the-art Data Centers, high-speed Internet, and
robust Cybersecurity — has fostered a conducive environment for high-end Engineering roles

Proximity to Emerging Markets

India's strategic location within APAC and growing domestic market have boosted high-end Engineering work,
effectively serving both regional and global markets with advanced solutions

Geographical Challenges
Tense macro-economic and geopolitical issues are pushing GCCs to look beyond traditional hubs, and have increased
high-end Engineering work from India

Abundant Digital Engineering Talent

Focus on innovation and industry-tailored curricula in AI and Data Science has produced abundant Digital Engineering
talent, including in senior roles, thereby driving high-end innovations in Product and Process Engineering

Source: Zinnov GCC Platform Research and Analysis 36

With AI at the forefront, new roles have emerged within the GCC ecosystem,
enabling talent from India to engineer solutions for a global market

SOFTWARE
& INTERNET BFSI AUTOMOTIVE SEMICONDUCTOR RETAIL

Infrastructure Automobile Principal Software

Azure Expert Quantum Architect
Engineer Analytics Engineer Engineer/Architect

Robotics Control Applied AI ML-based Vehicle Advanced Materials Principal Software

Engineer Research Scientist Cybersecurity Expert Testing Engineer Engineer

Cloud-native Senior Quantitative ADAS Algorithm Network-on-Chip Data Instrumentation

Developer Engineer Specialist Developer (NoC) Engineer Engineer

Head of Generative AI Silicon Validation Identity and Access

Privacy Engineer AI Technical Leader
Intelligence Group Engineer Management Engineer

Edge Computing Quantitative Finance Edge Application 3D IC Integration

Senior NLP Engineer
Engineer Engineer Architect specialist

Franchise Data Autonomous Director of Software

AI Ethics Officer 3D Printing Engineer
Engineer System Architect Engineering

Source: Zinnov GCC Platform Research and Analysis *Logos are indicative and not exhaustive 37
As emerging roles integrate into the GCC ecosystem, the growth of Architectural talent
across companies at various stages of maturity is becoming increasingly significant

ARCHITECTURAL TALENT PRESENCE IN INDIA GCCs KEY INSIGHTS

All GCCs with a high

intensity of
18% Architects that we
32% examined, were
established between
1985 and 2019
54%
74% Over 50% of GCCs
Presence of Architects

with a strong
Architectural talent
61% have their
headquarters in the
US
68%
Bengaluru and NCR
are two Architectural
45% Design hubs in India,

21% 26% owing to their high

concentration of
talent
1%

Outpost Satellite Portfolio Hub Transformation Hub

Maturity

*Architects Intensity = Number of Architects in India / Number of Architects globally High Architect Intensity* (>20%) Med Architect Intensity (5-20%) Low Architect Intensity (0-5%)
Source: Zinnov GCC Platform Research and Analysis Number of GCCs analyzed: N=175+ 38
In addition to Architectural talent, GCCs have been adding Product Management
expertise to companies at various stages of maturity, including the Outpost stage

PRODUCT MANAGEMENT TALENT PRESENCE IN INDIA GCCs KEY INSIGHTS

4% GCCs are continually

11% 16% expanding their
Product Management
32% capabilities, with those

39% in Transformation
Hubs assuming
Presence of Product Managers

end-to-end ownership

Software & Internet

and BFSI
organizations have the
70% strongest presence,

89% boasting the highest

Product Management
57% 68% capabilities in
Transformation Hubs

Companies with
significant Product
14% Management
capabilities are
primarily based in the
Outpost Satellite Portfolio Hub Transformation Hub
US and Germany
Maturity

*PM Intensity = Number of Product Managers in India / Number of Product Managers globally High Product Managers Intensity* (>20%) Med Product Managers Intensity (5-20%)

Source: Zinnov GCC Platform Research and Analysis Number of GCCs analyzed: N=175+ Low Product Managers Intensity (0-5%) 39
Case Study: GCCs are making a significant leap in establishing Product Management
roles to enhance visibility and effectively address customer pain points

PRODUCT MANAGEMENT GROWTH STORY IN INDIA – A US-BASED SOFTWARE & INTERNET GCC

Current State of Maturity

and Ownership Portfolio Hub End-to-end Ownership

The center has transitioned from a support role in Engineering tasks to full ownership of entire product lifecycle
Evolution of the
Originally focused solely on Engineering functions, the center has now evolved into a hub for advanced roles,
Center and Role
with a strong emphasis on Design, AI, Data capabilities, and comprehensive Product Management

Product Management ownership encompasses the entire lifecycle — from initial conceptualization, through
Ownership of Product design and development, to delivery — ensuring that India-based teams play a pivotal role in shaping and
Management and Product enhancing the global product line-up
Management Lifecycle Product Management initiatives of the India center are closely aligned with global priorities, ensuring they
contribute to the broader organizational goals

The GCC has well defined and clear career progression paths for Product Managers, beginning with entry-level
Career Progression of roles and advancing to senior positions like Group Product Manager (GPM) and Director
a Product Manager in
The PM role at the India center has evolved from being primarily tactical to becoming increasingly strategic,
the GCC
where they handle large portfolios, innovation, and development

Key Metrics Product Satisfaction Customer Effort Net Promoter Time to

Scores Scores Scores Productivity

Future Vision for Product

To transform into an AI-driven expert platform over the next five years, the organization places a strong
Management and Product
emphasis on AI and Data Proficiency
Management Roles

Source: Zinnov GCC Platform Research and Analysis 40

04 GCCs AND
SERVICE PROVIDERS
A SYMBIOTIC RELATIONSHIP
The relationship between GCCs and Service
Providers has matured, fostering a synergistic
ecosystem to support and enhance each
other’s growth

41
GCCs are leveraging Service Providers to accelerate their growth journeys

CAPABILITY
CORE FOCUS RISK MITIGATION
AUGMENTATION

Optimize GCCs by offloading non-core Provide specialized skills and cutting-edge Offer robust security measures and
functions, and allow them to concentrate technologies that augment GCC compliance frameworks that help GCCs
on their primary business objectives and capabilities, filling gaps and enhancing manage and mitigate risks associated with
strategic initiatives overall performance data protection and regulatory
requirements
By integrating advanced solutions from Partnering with technology experts allows Leveraging technology partners ensures
technology partners, GCCs optimize GCCs to implement advanced solutions that GCCs have access to reliable, scalable
operational efficiency and focus resources that drive innovation and competitive infrastructure that minimizes downtime and
on core competencies advantage operational disruptions

AGILITY AND SCALE JOINT GO-TO-MARKET COST TAKEOUT

Enabling GCCs to quickly deploy and scale Assisting GCCs in entering new markets by Helping reduce operational costs through
solutions, responding to market changes leveraging Technology Partners’ established optimized processes and Automation,
local presence and market knowledge, thereby leading to significant cost savings
and business needs with agility
accelerating market penetration and reducing
entry barriers Collaborating with Technology Partners,
By utilizing partner resources, GCCs can particularly in cost-effective regions like
efficiently scale operations up or down, Co-developing innovative products, combining
GCCs' capabilities with Technology Partners' India, can lead to significant cost
adapting to evolving demands and reductions, with potential savings of
specialized expertise and resources, resulting
opportunities 50-70% through streamlined processes
in faster product development and enhanced
market competitiveness and efficient resource management

Source: Zinnov GCC Platform Research and Analysis **The partnerships are done at the India GCC level *Logos are indicative and not exhaustive 42
GCCs can leverage multiple partnership models to partner with Technology
Service Providers for accelerated impact

Established Models Emerging Models

Revenue Share

Investment by Customer pays a small upfront Outcome-

fee for development and a share based Joint Risk
Service Provider of their revenue, based on actual Model Model Risk - Reward
sales of the product

Center of
Excellence
The Service Provider will set Model
Delivery up an offshore facility which is
Offshore
Build-Operate
Development Joint Venture
Ownership an extension of the customer’s Center
-Transfer (JV) Model
work environment (BOT)
(ODC)
Engagement Intensity

The Service Provider can

help the customer set up a
captive in the BOT model
• Based on actual delivery Efforts-based, where the
Project • Mutually agreed
Fixed Time and
customers pay as per the
Price Material
Management • Project milestones resources utilized (number
of hours * monthly rate)

Skill Staff Efforts-based, where the

Augmentation customers pay as per
Provider resources deployed

People +Reduced Cost +Reduced Overhead +Dedicated Center +Strategic Partnership

Engagement Maturity

Legend: Various Outsourcing Models

Please Note: Outsourcing model maturity differs across industry verticals, Enterprises, and technologies. In general, we have observed the split between three models are:
T&M = 40-45%; Fixed Price = 45-50%; and Outcome-led = 5-10%.

Source: Zinnov GCC Platform Research and Analysis 43

GCCs continue to leverage Service Providers through pre-defined risk and
cost-sharing models, fostering a successful and symbiotic relationship

MODELS ADOPTED BY GCCs TO LEVERAGE SERVICE PROVIDERS’ CAPABILITIES

JOINT VENTURE CENTER OF EXCELLENCE JOINT RISK

(JV) MODEL (COE) MODEL MODEL

Enhanced Local Expertise and Specialized Expertise Balanced Risk Distribution: Risk
Compliance: To leverage deep regional Development: To develop sharing helps to jointly address
knowledge, ensuring smoother specialized expertise in emerging uncertainties, leading to a more
operations and compliance technologies and industry best resilient operational framework and
practices, ensuring high-quality enhanced stability
service delivery and competitive
Optimized Resource Allocation: To advantage
access specialized resources and Collaborative Problem-solving:
advanced technologies without full Knowledge Transfer and Collaborative problem-solving and
capital investment or direct management Training: Facilitate knowledge risk management strategies,
transfer and continuous training resulting in effective solutions to
Shared Risk and Investment: Reduced for both GCCs and SPs, potential issues and improved
financial burden by financial and enhancing skillsets and ensuring project outcomes
operational risks sharing, and gaining alignment with global standards
access to additional resources and Incentive Alignment: Shared risk
expertise Innovation Hub: COEs act as models often involve
innovation hubs for testing and performance-based incentives,
refinement of new technologies
Strategic Control with Flexibility: aligning their interests towards
and methodologies, leading to
Retention of majority ownership and achieving common goals and driving
more effective and efficient
decision-making control, while leveraging solutions better performance
the facilitator's support, enables driving
strategic initiatives and benefiting from Process Optimization: Optimizing Strategic Flexibility: Flexibility in
operational strengths processes and best practices, adapting to changing market
leading to improved efficiency conditions and emerging risks,
Scalable and Adaptive Growth: and effectiveness in service allowing them to remain agile and
delivery, enhancing overall responsive to new opportunities and
Facilitating effective scaling and
performance and client challenges
structured buy-out provisions for aligning
satisfaction
with performance and strategic goals

Source: Zinnov GCC Platform Research and Analysis *Models are for illustrative purposes and not exhaustive 44
Case Study: GCCs are leveraging Service Providers to accelerate their growth
and maturity, helping mitigate risks and drive their transformation journey (1/2)

CASE IN POINT #1: A LEADING GLOBAL AUTOMAKER AND PROVIDER OF INNOVATIVE MOBILITY SOLUTIONS

Context and The convergence of technology and the Automotive industry prompted the client to accelerate Digital
Objective Transformation by partnering with Wipro to establish a Global Capability Center in Hyderabad, India

Phase of GCC – Service

Provider Partnership Growth & Maturity

Nature of Partnership BOTT (Build, Operate, Transfer, Transform)

The Hyderabad GCC, a strategic innovation hub, drives global operations with expertise in Manufacturing,
Value Supply Chain, Sales, Marketing, In Vehicle Infotainment, Telematics, Autosar, Cloud, and Mobility
Proposition for
GCC and Service
Provider A key differentiator is the COE for Automotive technologies, combined with a tailored Software Engineering
program that fosters innovation and equips employees to create cutting-edge solutions

Beyond cost savings and faster time-to-market, the collaboration has boosted customer satisfaction
Impact /
through improved product quality and after-sales service
Outcome of the
Partnership Centralizing operations in Hyderabad enabled a 25% reduction in IT costs and accelerated time-to-market
for new products by 30%

This partnership drives Digital Transformation, establishing world-class GCCs in Hyderabad and Bengaluru,
Key Objectives creating a model for the evolving Automotive industry
achieved via the
Partnership The focus will expand to AI, Cybersecurity, and Data Analytics, with the GCC remaining a strategic hub,
solidifying the client’s global Automotive leadership

Source: Wipro 45
Case Study: GCCs are leveraging Service Providers to accelerate their growth
and maturity, helping mitigate risks and drive their transformation journey (2/2)

CASE IN POINT #2: A LARGE GLOBAL FINANCIAL INSTITUTION HEADQUARTERED IN THE US

Context and Wipro had acquired the India GCC of a large Global Financial Institution and helped in digital acceleration
Objective across Lines of Businesses leveraging a BOT model

Phase of GCC – Service

Provider Partnership Introduction and Growth

Nature of Partnership GCC Acquisition

Wipro's acquisition of the GCC created a powerful value proposition, combining Banking expertise with
Value infrastructure and application capabilities, positioning Wipro as a key partner in driving Retail Banking
Proposition for
revenue, IT efficiency, and mutual growth
GCC and Service
Provider The partnership significantly improved the client’s IT talent and services, enabling on-time and on-budget
digital initiatives, while Wipro expanded its client base and project portfolio, enhancing relationship value

The GCC became a key part of Wipro’s Offshore Delivery Center, enhancing client support for operations
and transformation projects through Wipro’s talent and resources
Impact /
Outcome of the
Despite pandemic-related challenges, IT teams successfully launched and delivered digital acceleration
Partnership
projects on time
Post-acquisition, Wipro expanded access across business lines, growing its customer base and revenue
over 15 years, with a pandemic ramp-up strategy that secured a larger client share

The GCC collaboration streamlined IT operations, enhanced SME expertise, accelerated product launches,
Key Objectives and improved efficiency in large ADM/Infrastructure projects
achieved via the
Partnership Through this acquisition, Wipro saw significant revenue growth and became the client's largest
infrastructure and transformation partner, delivering key modernization programs

Source: Wipro 46
GCCs need to address several challenges in Outsourcing models to synergize and
effectively tackle them for exponential value creation

OUTSOURCING OPPORTUNITIES

IP TRANSITION CULTURAL MANAGEMENT

PROTECTION AND KT DIFFERENCES OVERSIGHT

Protecting Knowledge Transfer Diverse work Distance and limited

Intellectual and process cultures and control make
Property in transition to the business practices managing
low-cost outsourcing partner can affect outsourced teams
outsourcing can be challenging, collaboration, challenging,
locations requires necessitating decision-making, requiring effective
robust legal meticulous planning and alignment with Project Management
safeguards and and documentation customer and clear
contractual for a seamless expectations when communication
agreements transition outsourcing channels

01 02 03 04

Source: Zinnov GCC Platform Research and Analysis 47

05 EXPANSION OF
GLOBAL ROLES IN
INDIAN GCCs
Global Roles are enhancing the
reputation of the India GCC ecosystem,
as headquarters increasingly entrust
them with greater leadership
responsibilities

48
Global Roles from India across functions, including women-led ones, have grown
at a ~40% CAGR in the last five years

GLOBAL ROLES – OVERALL

6.5K+ Overall Global Roles in India

TOTAL GLOBAL ROLES IN INDIA

CAGR =
~2 9% 30K+ IN 2024, BY FUNCTION

1.2K+
CAGR =
~40% 6.5K+

Engineering 24.3%
2019 2024 2030E

IT 18.0%
GLOBAL ROLES – WOMEN

Shared Services 37.5%

CAGR ~
38 % 7.5K+ Product Management 5.6%
CAGR =
~30% 1.1K+
300+
Operations 14.6%

2019 2024 2030E

Analysis done for the calculation of Global Roles represents various positions such as Associate Director, Director, Executive Director, Senior Director, Associate Vice President, Vice President,
Senior Vice President, Head, Managing Director, Partner, and CXO

Source: Zinnov GCC Platform Research and Analysis FY 2024- Data as of March 2024 49
Global Roles remain a cornerstone of Indian GCCs’ growth narrative, ensuring a seat
at the decision-making table in addition to a recognition of the quality of India’s talent

THEN NOW

Focus on leveraging cost-to-scale Global Roles have enabled GCCs in India to evolve into
From Cost Center to advantage that strengthens an innovation powerhouses, driving strategic projects, fostering
Innovation Powerhouse organization’s bottom line R&D, and leading global technological advancements

Global Roles are elevating Indian talent to lead international

India stood out as the location projects and drive global strategies, prompting GCCs to
Elevating Indian Talent
outside of their HQ, offering technical refine talent strategies and enhance brand appeal through
to the World Stage
depth and functional breadth more attractive opportunities and innovative contributions

GCCs seen as extensions of global With Global Roles integrated, India’s GCCs have become
India as the Nexus of the nexus of global innovation, pioneering cutting-edge
operations, focused on execution
Global Innovation technologies, and spearheading global innovation initiatives
rather than strategy

Global Roles have enabled GCCs to recognize and

Capitalized on India’s cost harness India’s multi-tier market dynamism, using it as a
Recognizing India’s advantages but largely overlooked
Multi-tier Market Dynamism hub for innovative solutions and a source of proximity to
its vast market potential emerging markets

Global Roles have positioned India’s GCCs at the forefront

GCCs in India were reactive, of global transformation, allowing them to initiate and lead
India at the Forefront of primarily responding to directives significant global changes, driving the global business
Global Transformation from global headquarters landscape forward

Source: Zinnov GCC Platform Research and Analysis 50

Women’s leadership in Global Roles is growing significantly, driven by concerted
efforts and structured frameworks within organizations

STRATEGIES TO BUILD WOMEN’S GLOBAL ROLES KEY FACTORS CONTRIBUTING TO THE

INCREASED NUMBER OF WOMEN IN GLOBAL
ROLES WITHIN INDIAN GCCs
1. Comprehensive Mentorship and Networking
Develop structured mentoring frameworks and networking initiatives to guide
and support women's career advancement
Facilitate career navigation, professional growth, and the establishment of strong Innovation Practitioner Communities: Forming focused communities for
professional networks, fostering a culture of mutual support and development collaborative tech exploration and fostering an innovative mindset among
women
2. Skill Development and Leadership Training
Provide targeted training sessions and workshops aimed at enhancing technical Monthly Industry Talks: Hosting sessions with global industry and academia
and leadership skills while fostering an innovation mindset experts to provide insights on innovations and global trends
Equip women with essential skills, preparing them for leadership roles and
ensuring they contribute effectively to organizational success Innovation Knowledge Hub: Creating platforms for broader skill development
through experiential learning and structured problem-solving
3. Empowerment through Innovation and Ownership
Encourage participation in innovative projects and promote a sense of Curated Classrooms: Organizing monthly workshops and training sessions
ownership in significant business outcomes on innovation to build essential competencies for Global Roles
Foster creativity, critical thinking, and a proactive approach to career
management enabling women to make substantial contributions to their Focus on Women’s Talent: Implementing initiatives specifically targeting the
organizations development and support of multiple talent hierarchy within the organization

4. Inclusive Organizational Development Leadership and Mentorship Programs: Providing executive coaching,
Offer tailored interventions and coaching to support women in transitioning to leadership development programs, and structured mentorship to guide women
more complex roles and leadership positions in their career advancement
Address the unique challenges that women face in their professional journeys to
foster a more inclusive and supportive work environment Gender Diversity Initiatives: Promoting gender diversity through specific
initiatives and policies aimed at increasing female representation in leadership
5. Recognition and Visibility roles
Establish systems to recognize and reward outstanding contributions, increasing
the visibility of women's achievements
Flexible Work Policies: Introducing flexible work arrangements to support
Encourage participation in developmental programs to motivate continuous work-life balance and career growth for women professionals
personal and professional growth, highlighting the importance of diversity and
inclusion

Source: Zinnov GCC Platform Research and Analysis 51

GCCs have implemented a strategic playbook designed to overcome challenges like
capability gaps and lack of global context, enabling the creation of Global Roles

High Potential Talent Development of Fostering Networking Creation of a

Goal Setting Supportive Ecosystem
Identification Customized Programs and Collaboration

Recognize and select Create tailored programs Create an environment Establish measurable Build an ecosystem that
employees with addressing specific that supports goals and monitor the encourages continuous
Objective significant leadership leadership challenges collaboration and idea progress of leadership learning and leadership
potential and development needs sharing among leaders initiatives development

• Leadership Potential • Tailored Approach • Global Connections • Define Metrics • Mentorship Programs
Look for employees Customize programs to Build a network of leaders Set clear, measurable Establish mentorship
demonstrating a growth fit the unique needs of across geographies to goals such as the programs to guide and
mindset, problem-solving the organization and the share insights and best percentage of Global support leaders
abilities, and the capacity individual’s development practices including Roles filled by program
to inspire and lead teams areas leadership summits, participants, competency
workshops, and webinars improvement, and • Continuous Learning
satisfaction rates Promote ongoing training
Steps and • Diverse Skillsets • Cultural Sensitivity • Networking Platforms and development
Measures Consider candidates with Incorporate cultural Set up forums and online • Regular Reviews opportunities
diverse experiences and nuances and global platforms for leaders to Conduct quarterly reviews
skills that can add unique business practices into connect and collaborate to assess progress and
perspectives to Global the training modules provide feedback • Recognition
Roles Implement a system to
• Outcome Tracking recognize and reward
Use analytics to monitor the exceptional performance
impact and effectiveness of and leadership
the programs

Source: Zinnov GCC Platform Research and Analysis 52

Case Study: GCCs are steadily and consistently building Global Roles from their India
centers, driven by affirmative action and well-established policies and processes

MASTERCARD LAUNCH WOMEN @ CONTINENTAL

Mastercard Launch is an 18-month Global Development Program Continental has initiated the Women@Work program that molds female
providing Bachelor’s and Master’s graduates (freshers) development employees to take charge of senior management positions
opportunities and exposure. Through the program, Mastercard aims
to find the leaders for the next generation The company forecasts that this initiative will result in ~25% occupancy
of Global Roles by women in the organization by 2025
In the program, there are 5 holistic learning curricula designed to
enable competency-building through training and webinars With the help of this program, women leaders can connect, brainstorm,
and collaborate with senior executives as well as a global network of
Also, the capstone project will be considered a metric to measure the women from every operational area and business unit within the company
success of the candidate in the program and showcase the learning
incurred In India, Continental also runs the WE-LEAD program, which is a
customized development program for grooming women leaders to take
A 5-day boot camp is held to build networks and understand the the mantle of global leadership roles
opportunities with mentors and peers

GLOBAL ROLES FROM INDIA CENTER

Niladri Ray Chitra Sukumar

Jay Doshi Shalini Sankarshana Senior Vice President - Digital
VP, Engineering & Country Managing Director & CIO, Managing Director,
Head for India, Engineering & Technical Debt,
BT Group Planview Schneider Electric
Flexera

Source: Zinnov GCC Platform Research and Analysis The programs and leaders are for illustrative purposes only 53
06 INDIAN GCCs TAKING THE
LEAD IN DRIVING AI-LED
TRANSFORMATION
India GCCs are boldly tackling AI head-on, consistently
developing innovative products and solutions with a
clear long-term vision

54
Over 120,000 AI/ML professionals are employed in India, with Bengaluru,
Delhi-NCR, and Hyderabad contributing nearly 60% of that workforce

INSTALLED AI/ML TALENT IN INDIAN GCCs KEY INSIGHTS

500+ GCCs with AI/ML Capabilities

185+ GCCs with dedicated AI/ML COEs

Share of Software & Internet companies

~30% with AI COEs

Share of AI professionals with 6 or more

~46% years of experience in GCCs

~15% Share of GCCs with advanced AI capabilities

120,000

KEY EMPLOYERS FOR AI/ML TALENT

Source: Zinnov GCC Platform Research and Analysis *Logos are indicative and not exhaustive 55
GCCs, through their AI COEs, drive the execution of global use cases across diverse
industries, enabling innovation and transformation on a global scale

TOP AI/ML AND GENERATIVE AI USE CASES*

Software & BFSI Semiconductor Automotive Retail

Internet

Organizational Workflow AI-enabled Manufacturing AI-based Personalized

Biometric Payment Card Automated Valet Parking
Optimization using AI Process Optimization Customer Experience

Generative AI-based Content

AI/ML-based Financial Services AI-based Chip Manufacturing Driver Monitoring System Inventory Demand Forecasting
Creation

AI Inference for Model Generative AI-powered AI-based Radio Access Network AI-enabled Video Camera Retail Product
Deployment Chatbot (RAN) Optimization Surveillance Recommendation Engine

AI/ML-based Coding AI-driven Credit Risk AI-based Network Energy Consumption

Self-checkout in Retail Stores
Assistant Assessment Management Optimization using AI

AI-based Customer Behavior Real-time Fraudulent AI-enabled Processor for AI-based Route Optimization
Intelligent Vehicle Park Assist
Analytics Transaction Detection Autonomous Vehicles for Faster Delivery

Intelligent Document Processing Generative AI-based Risk AI-enabled Wi-Fi Network Robo-Taxi Autonomous Delivery Drones
and Data Extraction using AI Management Optimization

AI-enabled Interactive Voice Biometric Authentication in 2D to 3D Model Creation Vehicle Crash/Collision Voice-enabled Shopping
Response Banking using AI Avoidance

AI-enabled Consumer AI-based Organizational AI for Carbon Sequestration

In-car Voice Assistant Picking Robots
Behavior Prediction Workflow Automation System

AI-based Smartphone Foreign Exchange Currency Vehicle Infotainment Gesture

Digital Signage Shoplifting Prevention using AI
Cameras Management using AI Control

AI-based Anti-money Automated UV-C Light Biometric-based Security AI-based Automated

Intelligent Call Routing Laundering System Disinfection Systems Customer Fulfilment Center

High focus Low focus

Source: Zinnov GCC Platform Research and Analysis *List of Generative AI use cases is indicative and not exhaustive 56
Case Study: Leading AI COEs in Indian GCCs drive Digital Transformation
and innovation, establishing operational excellence and efficiencies

European Industrial GCC US-based Fintech GCC

Core Work The AI/ML COE drives Digital Transformation with a scalable platform The COE excels in delivering end-to-end AI projects that drive
that unifies data, turning it into actionable insights to enhance innovation and establish strategic frameworks, fostering a culture of
Delivered by collaboration and continuous improvement to ensure seamless
operational excellence, safety, and sustainability across industries
the COE integration and ongoing transformation across the organization

The COE has developed key skills in C#, .Net, Python, Angular, AI/ML, The team has made significant strides in Generative AI technologies, Model
New Skills and Cybersecurity, Azure Cloud, and domain expertise in Data Science, Management, Cloud Platforms, and NLP tools, while also enhancing
Competencies Kubernetes, reinforcing its strengths in innovation, thought leadership, expertise in research, tool evaluation, and vendor engagement, all aligned
collaboration, and continuous improvement with strategic objectives through a dedicated Business Owner role

• Mentorship and Coaching • Research and Innovation

Talent • Training and Development Programs • Leadership Development
• Hands-on Training • Performance Reviews
Development • Mentorship and Coaching • Career Advancement
• Continuous Learning • Rewards & Recognition
Initiatives • Technology Upskilling
• Cross-functional Collaboration

Empowered organization of around USD 1 Bn digital business and USD

3 Bn+ digital-enabled organization with data-driven insights The COE has achieved approximately USD 6-7 Mn in cost savings by
Impact Achieved
Achieved an ~10-15% reduction in CO2 emissions and around 20% in optimizing processes and eliminating inefficiencies, with an additional
by the COE USD 40-45 Mn in savings projected over the next five years
energy optimization and cost savings through predictive maintenance
compared to previous usage

• Autonomous Operations and Extended Automation • Intelligent Document Processing

Top Use Cases • Smart Operator and Connected Workers • Generative AI Chatbots
Addressed • Process and Equipment Digital Twins at Scale • Text Summarization
• Hybrid Cloud and Edge AI • Technical Writing Automation

• Business Impact • Collaboration Effectiveness • Team Development • Skill Proficiency

COE Performance • Operational Efficiency • Customer Impact • Strategic Alignment • Efficiency Gains
Metrics • Project Success • Scalability and Adoption • Ongoing Enhancement • Cost Savings

Source: Zinnov GCC Platform Research and Analysis 57

To unlock the full potential of AI, GCCs must craft a forward-looking roadmap
and strategically prioritize use cases across key dimensions

KEY INSIGHTS
DRIVING VALUE VIA AI

Use case prioritization is essential for

successful AI integration to overcome
challenges hindering capability building
Product-centric Customer-centric
and implementation
AI VISION To drive significant value and achieve
strategic goals, GCCs can adopt a
Employer-centric focused approach to AI implementation
across –

Product-centric: Deploying AI to
Customer-facing Product Enhancement improve product reliability, enhance
customer lifetime value, and accelerate
innovation with shorter cycles
USE CASE Product Roadmaps Impact on Value Chain Customer-centric: Utilizing AI to
PRIORITIZATION anticipate customer needs, personalize
interactions, and resolve issues while
Productivity Efficiency optimizing pain points through
AI-powered analytics
Employer-centric: Enhancing
Organization Ecosystem Technology employee satisfaction and engagement,
significantly improving talent
Structure Start-ups AI Infrastructure acquisition, and enabling a focus on
ENABLERS/ higher-value work
PROMOTERS Center of Preparing for challenges faced during
Universities Business Cases
Excellence use case implementation, especially
when they are technically
interdependent, sharing common
technology or data assets
EXECUTION
EXECUTION

Product-centric Customer-centric Employer-centric

Source: Zinnov GCC Platform Research and Analysis 58

Setting up AI COEs faces significant challenges, including infrastructure availability
and leadership alignment with headquarters

Change Management Talent Acquisition

and Culture
Challenges
Challenges Recruiting and retaining top talent, particularly in specialized fields
like AI, poses a significant challenge
AI has disrupted existing workflows and necessitated a cultural shift
within the organization The competition for skilled professionals is intense, and finding
Resistance to change and a lack of awareness about AI individuals with the requisite skills and experience is difficult
benefits posed challenges
Mitigation
Mitigation
To overcome recruitment challenges, partnerships with leading
Emphasis to be placed on communication and education about academic institutions need to be established
AI benefits
Additionally, internal upskilling initiatives and comprehensive
Involvement of employees in the process, demonstration of small
training programs must be developed. Social media branding and
wins, and provision of training opportunities will help address
targeted job fairs should be utilized to attract top talent
resistance to change
CHALLENGES
& MITIGATION
Infrastructure and Funding and
Technology Leadership Buy-in
Challenges
Challenges
Implementing AI requires a robust infrastructure and appropriate
technology stack Securing leadership buy-in and obtaining funding remains
challenging, particularly in the initial phases of development
Identifying effective use cases within an organization amidst data silos

Mitigation
Mitigation Initial projects to focus on high value and success stories to
A thorough assessment of existing systems must be conducted, and be leveraged to build internal branding
investments must be made in appropriate infrastructure and tools
This success will facilitate securing funding and leadership buy-in
for subsequent phases
Building and leveraging specific data integration platforms to unify
insights across silos and unlock actionable use cases

Source: Zinnov GCC Platform Research and Analysis Number of companies analysed: N=30+ List of Challenges are indicative and not exhaustive 59
ALLIED IMPACT OF
GCCs ON INDIAN
ECOSYSTEM

60
GCCs are not only making a significant contribution to India’s economic growth
but are also driving innovation and creating a positive social impact

ALLIED IMPACT DESCRIPTION PROMINENT GCCs

CATEGORIES

Empowering start-ups through platform evangelization by

granting them access to their robust infrastructure and
expansive market reach
Ecosystem Continue to drive co-innovation by partnering with start-ups,
Impact blending their industry expertise with the start-ups' agility and
creativity to develop cutting-edge solutions
Supporting start-ups and the innovation ecosystem with equity
investments

Committed to upskilling their existing talent as a key element of

their retention strategy, with over 80% dedicating specific
programs and budgets

People Maintain a robust Learning & Development schedule, featuring

yearly, monthly, and quarterly initiatives, with yearly programs
Impact being the most prevalent
Partnering with universities to build a strong talent pipeline
through advanced training, curriculum enhancements, and
research initiatives

Setting up science labs, providing scholarships, and integrated

CSR into employee engagement, with employees visiting
Social schools and colleges to educate children
Implementation of energy conservation and optimization
Impact measures, including obtaining ISO certifications for energy
equipment, enhancing efficiency, and accelerating the
replacement of outdated systems

Source: Zinnov GCC Platform Research and Analysis Financial and Social Impact Data as of FY23 *Logos are indicative and not exhaustive 61
Case Study: Indian GCCs continue to create people, social, and ecosystem impact

PEOPLE IMPACT ECOSYSTEM IMPACT SOCIAL IMPACT

US-based Fintech GCC NetApp Excellerator US-based Semiconductor GCC
Energy Efficiency and Sustainable Design:
The GCC has unified its Diversity, Equity, and Optimized energy usage and eco-friendly building

Environment & Social

Year of Launch

Program Initiatives
Inclusion (DEI) efforts through the program
Diversity, Equity & Inclusion Program Initiatives / Action

designs to reduce environmental impact

initiative, launching several signature programs to
support and develop its diverse workforce. These 2017 Water Conservation and Recyclable
programs include – Packaging: Implemented water-saving
technologies and advanced recyclable packaging
Leadership Development for Women: A global solutions to promote sustainability
leadership program empowering women for broader Social Responsibility and Safety: Addressed
roles, supported by "Women in Technology" forums global hunger, advanced education, and enhanced
and similar initiatives
The program features a POC model that workplace safety programs to support community
enables entrepreneurs to validate the and employee well-being
Talent Retention and Development: Focused on
attracting and retaining female talent through effectiveness of their solutions in real-world
initiatives like the Women Returnship Program, scenarios, refining MVPs, and identifying

Challenges
dedicated hiring drives, and diverse recruitment slates Tackling Waste Segregation and Non-renewable
new use cases in collaboration with NetApp

Nature of Program
Energy inefficiencies in Electric Vehicles (EVs)
Social Responsibility and Community Engagement: The program offers start-up technology Navigating ESG regulations and enhancing
Educational programs for girls and women in STEM, mentoring, access to NetApp’s supplier diversity through strategic collaboration
support for LGBTQ+ employees through awareness Cloud-oriented data technologies, and
campaigns, and initiatives for persons with disabilities networking opportunities with investors,
(PwD), to foster an inclusive culture partners, and customers Implement waste tracking systems and utilize

Mitigations
Renewable Energy for efficiency
Support for LGBTQ+ and PwD: The The program also has an international
Organization's PRIDE program promotes LGBTQ+ scope attached, attracting innovative Enhance supplier diversity and update policies to
and disability inclusion through workshops, talent from around the world and meet regulations
newsletters, and panel discussions fostering cross-border collaborations
Achieved Green House Gas (GHG) reduction, energy
savings, and improved environmental quality through

Outcomes / Impact
Outcomes / Impact
Outcomes / Impact

Over 13 cohorts in six years, 51 LEED-certified buildings and waste management

The GCC significantly increased women's start-ups have been mentored in India
representation in leadership, achieving an 80% Effective employee engagement
rise in women in managerial roles and driving over Improved Employer Brand
90% diversity growth in just two years Seven start-ups have achieved Embedded Sustainability in Semiconductor
successful exits over the past five years products, reducing resource use and enhancing
customer sustainability efforts

Source: Zinnov GCC Platform Research and Analysis, NetApp India NOTE: Diverse slate: Requires at least one woman candidate in the hiring process 62
OUTLOOK FOR
INDIA’S GCC ECOSYSTEM

63
GCCs are reshaping the “India Growth Story” and are poised to make significant
strides in the coming years, further enhancing value for their HQs
By 2030, GCCs are anticipated to make substantial advancements in India, expanding the ecosystem and significantly bolstering the talent pool

BY 2030, THE GCC ECOSYSTEM WILL REACH IMPRESSIVE NUMBERS

GCC Market Size Number of GCCs Number of GCC Units GCC Headcount

~USD 99-105 2100-2200 4300-4400 2.5-2.8 Mn

Bn

KEY FACTORS ENABLING THE GCC GROWTH STORY

01 02 03 04 05

Emerging Global Specific Abundance of India emerging as

High-end Leadership/Roles Government Policy High-skilled Talent Asia’s Regional
Engineering and from India GCCs and Frameworks for Pool across Different Business Hub and
Innovation Roles GCCs Functions Innovation Center

Source: Zinnov GCC Platform Research and Analysis 64

As GCCs advance along the maturity curve, they are poised to drive the
“Global Agenda” and establish themselves as indispensable in the coming years

Global “India to India” Leadership in

The “AI” Innovation
Managerial Service Sustainability
Agenda Incubator
Roles Monetization

GCCs are actively As Generative AI While India GCCs GCCs can unlock GCCs can lead the
advancing global transforms industries, have consistently new growth and charge in embedding
roles through India GCCs are at the driven innovation profitability by sustainability into
curated programs forefront of the AI through ecosystem monetizing global business
and have the revolution, pioneering collaboration and ‘India to India’ practices, by
opportunity to and innovating internal efforts, they services, leveraging developing and
secure a significant cutting-edge AI have the potential to in-depth local market implementing
voice in products and solutions. become global insights to design innovative solutions
decision-making. This leadership could leaders by evolving customized solutions, that drive
Additionally, they amplify their success into innovation utilizing data to track environmental
can gain a seat at and position them as incubators, shifting consumer stewardship and social
the innovation table global leaders, developing solutions preferences, responsibility across
by assuming key reinforcing their critical tailored for local, expanding their their global operations
global managerial role in the global GCC emerging, and domestic footprint,
roles success story developed markets and developing
innovative revenue
models to align with
the needs of other
Indian GCCs

Source: Zinnov GCC Platform Research and Analysis 65

In the near future, GCCs will evolve into “Integrated Global Organizations,”
becoming an essential part of their HQ operations

BUILDING GLOBAL BUSINESSES DRIVING INNOVATION

CEO CEO

CTO GM CIO CHRO CTO CFO CIO CHRO

New managerial roles, such as General Managers, will

accelerate the growth of global business from India while GCC leaders are set to assume global CTO roles, with
also aligning with and fulfilling the needs of the a dedicated focus on driving innovation in emerging
headquarters Integrated technologies from India centers
Global
Organizations
DIGITIZING BUSINESS FUNCTIONS LEADING FROM ASIA

CEO CEO

CTO GBS HEAD CIO CHRO CTO COO CIO CHRO

GCCs will incubate the next generation of Global Business Services GCC leaders will emerge as market orchestrators from Asia,
driven by technology, transforming companies into truly Autonomous helping global organizations connect with Asian customers, tap
Enterprises, with India-based leaders naturally positioned to build into regional talent, and drive the development and sale of
global delivery capabilities and play a pivotal role in this evolution exceptional products and services

Source: Zinnov GCC Platform Research and Analysis India GCCs role in the future 66
CASE ADDENDUM

67
 GCCs in India: Maturity Roadmap

General Mills India, embarked on a transformation journey to become a capability

excellence center, evolving into a strategic twin-hub for Digital and Technology

Transformation Journey
Overview
2005-2015 2005-2021 2022 - Current Capability Excellence
Shared Services Center Operational Excellence
Leading with GCC Maturity: Advancing capability excellence to
Leveraged skilled entry-level Developed a state-of-the-art set and maintain industry-leading benchmarks.
talent to deliver efficient and service center with Leadership and Future Approach: Developing exceptional
effective solutions. comprehensive local governance leadership and specialized expertise to strengthen and reinforce our
to ensure high standards.
Building on 150+ years of excellence, General Enhanced operational efficiency transformation from a service provider to a trusted strategic partner.
Implemented rigorous Driving Innovation and Growth: Continuously optimizing our
Mills is advancing its Accelerate strategy by with a strategically optimized
accountability measures in key
workforce model. operating model to spearhead innovation and scalable growth.
evolving its India Digital and Technology functions to drive performance
Cultivating Workforce Excellence: Driving efforts to strengthen
Provided bespoke development and reliability.
function into a strategic twin-hub, thereby and operational support to meet our employee value proposition (EVP), foster a highly engaged
Increased agility with flexible,
amplifying global influence and strengthening unique business needs. scalable solutions via third-party
workforce by refining talent strategies and recruitment, and solidify
industry leadership. staff augmentation.
our position as an “Employer of Choice.”

Industry: FMCG

Year of Inception in India: 2006

Key Levers of Transformation

India GCC Headcount: 2000+ Capabilities Expansion Driving Technology Transformation Advancing Talent and EVP
India GCC Locations: Mumbai Maximize the impact of investments and Invest in Data & Analytics, Cloud Doubled in headcount and
optimizations in pivotal technology areas technologies, AI/ML, App Modernization, seniority in the last 2+ years.
Recognized as Everest Group’s Top GBS to drive transformative business and Cybersecurity to drive digital Rolled out an integrated Job
Employers 2024 & Top Employers for Tech outcomes and gain a competitive edge. transformation. Architecture and standardized titles to
2024
Talent 2024 in India Empower the GCC with enhanced Modernize and optimize core platforms enhance recruitment, retention, and
leadership and global accountability over to seamlessly adapt to evolving market market competitiveness, while clearly
Certified as a Great Place to Work® core technological capabilities. demands and technological defining management and technical
(Feb’24-Feb’25) and Best Firm for Data Enhance the maturity of critical advancements. career paths.
Scientists by Analytics India Magazine technology domains to ensure Strengthen digital infrastructure and
Offering flexible work arrangements,
(Mar’24-Mar’25) long-term success, while leveraging adopt agile methodologies to support
competitive benefits and
strategic partnerships to access scalability, flexibility, and continuous
capability-building programs with top
specialized expertise, thereby improvement, driving operational
institutions while continuously enhancing
enhancing organizational flexibility and excellence and adaptive capacity.
our employee value proposition.
Key Focus Areas for Digital & Technology adaptive capacity.

Unlock business value through Digital,

Data and Analytics Overall Key Impact / Outcomes Overall Key Impact / Outcomes Overall Key Impact / Outcomes
Elevate Capability Excellence via GCC • Accelerated Business Impact • Elevated brand demand through • Expanded team size with strategic talent
Maturity Model • Enhanced GCC Leadership and Accountability data-driven insights acquisition
• Advanced GCC Technological Capability • Achieved excellence with omnichannel integration • Maximized talent retention and growth
Drive Strategic Advantage through & Maturity • Maximized returns on commercial investments • Achieved higher engagement scores
Workforce Evolution and Vendor Partnership • Enhanced Efficiency and Agility • Ongoing supply chain efficiency and resilience • Boosted organizational inclusivity through
diversity efforts

Source: General Mills India 68

 GCCs in India: Maturity Roadmap

NICE Actimize Professional Services: Centre of Excellence driving increasing

business value and customer value realization from India

Overview Inception Expansion Expertise COE

2015: Started providing 2017-18: Started acquiring 2019-20: Established a strong 2021 onwards: Became a COE to
engineering & support services more service and ownership footprint and became a trusted drive product innovation, growth, and
to NICE global across verticals global delivery partner customer success

Professional Services (PS) Function Driving High Value from India

NICE India GTC is the largest AI Enablement Marketing & Presales Business Advisory
center of NICE globally, employing
Supporting our global customers on Driving revenue growth by providing Providing thought leadership via strong
2500 software engineers. 40% of various AI/ML use cases. presales activities to sales organizations in domain/industry expertise.
NICE’s global R&D capacity is Providing AI/ML advisory to global APAC and EMEA regions. Helping customers improve business
based out of India. customers. Leading product demos. outcomes, improving product stickiness,
Driving 80% delivery ownership from India Generating sales leads. and creating cross-sell and up-sell
for all analytics and AI/ML services. Leading marketing and branding activities opportunities.
NICE Actimize is a global leader in Developed a strong talent pool of data globally for Actimize Professional Services. Generating consulting services revenue.
Financial Crime and Compliance scientists, specialized engineers, and SMEs Promotion of Actimize PS’ newly launched
to promote the organization’s business
products, used by leading banks growth in AI solutions.
services.

to detect fraud and money

laundering.
Actimize University (AU) Asset Monetization Services Sales

Complete ownership of Actimize training Driving automation opportunities to bring Established in 2021 to drive Actimize PS
content design, development, and delivery. process efficiency and improve profitability sales for EMEA region, now expanded to
Industry: Software & Internet
India leadership is responsible for driving AU’s for the organization and build reusable support EMEA and APAC.
business growth and maintaining P&L globally. assets. Leads large sales engagement cycles for
The vision is to launch new educational Adopting NextGen DevOps to standardize global customers, developing strategic
India GCC Headcount: 2600 services and drive additional revenue growth product implementation and support our relationships.
from India. customers in reducing TCO. Contributes significantly to global PS sales,
Today, AU has developed a talent pool of Driving efficiency gains of 10K+ person accounting for 40% in 2023.
Global Year of Inception: 1986 content developers, educational specialists, hours, with EOY target of 20K+ person
and product SMEs to drive AU strategy. hours.

Year of Inception in India: 2015

Key
Operational Customer Value Improved Customer
Business Optimization Branding
Business Growth Centricity
Efficiency Self-sufficiency Realization
India GCC Locations: Pune, Drivers
Bengaluru
Overall Key • Delivery ownership of more than 70% global projects • Driving domain and AI thought leadership through advisory services
Impact / • 100% presales support to APAC region • Improved revenue margin through automation
Outcomes • Shifted Actimize University P&L ownership to India • Driving 40% PS sales globally

Source: NICE India 69

 GCCs in India: Maturity Roadmap

Verizon India’s holistic transformation journey has positioned it as a strategic partner

for Verizon while building its reputation as a “great place to work and innovate”
in the Indian GCC landscape

Transformation Journey
Overview
2001 2005 2018 2022 onwards
Operations center Delivery center Capability Center Transformation Center
Transformative journey to become a strategic partner

Verizon India (Verizon Data Services

Pillars for Building Future Value for Verizon India
India) is an extension of the global
Tech and Operational Innovation and
Verizon teams working on varied Deliver Employer
Business Productivity and Ecosystem
systems, applications and initiatives Excellence of Choice
Capabilities Enablement Partnership
helping deliver the digital experiences
that are vital to customers' lives and
businesses' success. As an Center of Excellence Innovation Employer of Choice
innovation-hub, Verizon India plays a The center’s operating model has The India innovation charter has been designed Employee Well-being
critical role in both the development of evolved to provide value from a specifically to drive innovation across the Physical, emotional, and financial well-being
new technologies and the day-to-day technology, process, and business organization by tapping into the talent, both 80% employees registered on the internal
operations of Verizon’s business, while perspective. Its tech capability has been within and outside the organization. It has online platform; on-site health camps
instrumental in positioning itself as a
being recognized for its people, policies strategic partner. The India center played
matured from looking at Innovation as an activity 60%+ health checks utilized
to looking at it as an intrinsic part of our culture.
and practices in the industry a pivotal role in Verizon’s 5G journey. DEI
Verizon India has successfully established a Focus areas – gender, generational,
Key Highlights include – process where more than 45% of the ideas cultural/regional diversity, PwD, veterans,
Industry: IT/Telecommunications
Global Center of Excellence in areas such sourced from employees mature into full-fledged LGBTQ+, and talent from economically
as Gen AI, SRE, and strategy practice solutions though mentoring, knowledge weaker sections
sessions, tech-based events, etc.
India GCC Headcount: 7000+ Capabilities – AI/ML, Extended Reality, Talent Development
Gen AI, Touchless and Remote Solutions The charter also taps into the start-up 70% of our employees are skilled in one or
through various platform modernizations ecosystem, providing solutions in Gen AI, more emerging technologies
Addition of new functions beyond tech to Digital and the Customer Experience space. Leadership training | New leader program
Year of Inception in India: 2001 support business teams from India Women in tech-leadership

India GCC Locations: Chennai,

Hyderabad, Bengaluru Key Growth Achievements

Zinnov Awards - Champions in 65%+ Strategic work delivered from

Unlocking Center Value 2020 & 2023 the India center GPTW Ranked 8th in 2024

NASSCOM GCC - Innovation 20+ Awards between 2022-24 for

Excellence 2021 100+ patents filed over the last 3 years
Diversity

Source: Verizon India 70

 GCCs in India: Maturity Roadmap

SLGS India has evolved from a service center to an integral solutions partner,
focusing on capabilities that deliver substantial value to Sun Life

Overview SLGS Journey over the years I From services to solutions

Stage 3: Stage 4:
Portfolio and Transformation Hub Global Solutions Powerhouse

- Strengthened positioning as a microcosm - Scale modern capabilities and

of Sun Life with deepening of capabilities solutions across the enterprise
and COEs (Salesforce, MDM, PEGA)
Stage 2: - Strong contribution in SL Digital and - Hub of deep business and
As a true microcosm of Sun Life, Global Delivery and Excellence Transformation journey technological expertise to support
SLGS offers a wide range of - Drove solutions for business challenges
Sun Life
Stage 1: - Expanded expertise in
services, including technology, Build up and Expansion Analytics, Automation, Data,
and client impact
- Collaborate on furthering
- Increased global accountability role
operations, knowledge services, DevOps, Claims, API, Robotics
- Promote an engineering culture with
innovation across the enterprise level
- Set up India Center - Expanded growth in
finance, actuarial, legal, and client Knowledge Capabilities [1] hackathons, TechHub, career frameworks - Be thought partners for emerging
- Established Ops and tech, e.g., Data, AI, and drive
support, among others. Technology functions - Established an Innovation Hub
- Focus on Gen AI POC and use cases innovation
to focus on culture of innovation - Expanded to a new Location, Bengaluru

Industry: BFSI 2006-2012 2013-2020 2021-2024 2024 and beyond

India GCC Headcount: 2000+ Value Addition to HQ I Technological Advancements and Innovation for Client Impact

Furthered the client centricity Experimentation and Collaboration with the local Data engineering and advanced
Global Year of Inception: 1865 agenda through a revamp of digital adoption of new emerging start-up ecosystem and analytics modeling to deliver
assets and developing client tech (Gen AI, etc.) academia improved client outcomes
journeys and value streams
Year of Inception in India: 2006 Delivering value through
Collaboration with global teams Supported the implementation Scaled up a solution from continuous improvement,
on key technology modernization and change management for key POC to Production (>22%) automation, digitization, and
India GCC Locations: Gurugram, initiatives regulatory programs productivity improvements
Bengaluru
Leadership Growth in India GCCs I Talent Development and Retention Strategies

Expanded presence in local and Rolled out career frameworks Building Digital, Tech, and Leadership
international markets to widen to provide career capabilities with learning journeys,
access to best-in-class talent opportunities programs, and certifications

Investment in Global Mentorship Institutionalized opportunities for Consistently recognized among the top
and Leadership Development employees to assume roles with places to work, top tech talent, and for
programs global accountability/roles our innovation and learning excellence

Source: Sun Life Global Solutions India [1] Non-tech, non-ops roles 71
 GCCs in India: Maturity Roadmap

Empowering Global Leadership: Danfoss India’s Strategic Role

and Development Programs

Talent Learning Philosophy

Overview
Talent Acquisition Talent Management Continuous Learning for driving a High-performance Culture
and Development
Regional Training Calendar: GCC Skilling
Internal mobility successfully done Cross-capability building
at 30% YoY interventions 1. Circularity in Skills 2. Power Skills 3. Functional Skills 4. Data Skills
Hotspot Hiring Programme – Leveraging ERGs for our Spot
Interns and Trainee Hiring in cities Talent initiatives
of Danfoss’ Potential Business Curated Learning Path tailored Training Details
Danfoss Drives India, located in University Engagement Initiatives: to individual development
Chennai, is one of key GCCs playing a COEs, partnership for new Global Mentoring Programme Programme Strategic – Build vs Hire
pivotal role in delivering decarbonizing curriculum to solve problems of the
future
solutions for our customers in the Indian Circularity in Skills Skills aimed at promoting Job Rotations
market. With complete end to end value Talent Engagement Talent Retention
chain, this hub is dedicated to the Power Skills Suite of Soft Skills for today’s success in the workplace
ideation, design, delivery & maintenance Regional priority projects and the New assignment/aspiring
opportunity to work with positions are equally
of top-quality hardware and software cross-functional teams rewarding Functional Skills Emerging functional skills (Agile, Product Owner etc.)
that support GCC efficiency and effectiveness
products for markets worldwide. Added responsibilities to go Recognition Programs
beyond the ordinary Extra-Ordinary Revision /
lumpsum process Data Skills Skills on Data Visualization, Analytics, and Intelligence

Industry: Industrial
Ecosystem Engagement Specific Programs for Female Employees
ShElevate - A Holistic Development Programme for Women
India GCC Headcount: 378 Employee Resource Groups – ERG

Sustainability initiatives driven by Central About the program

Functions in-line with CSR A three-stage program with the first stage on Physical
Global Year of Inception: 1933
Activities – boosting confidence via stretches to reach
beyond limitations in the body. This was curated with a
combination of Tai-Chi, Yoga, etc .The second stage
Year of Inception in India: 2011 was to activate Cognitive Abilities via mathematical
Key Impact / Outcomes problem solving and develop Fluid Intelligence via
solving puzzles, etc. The final stage was to take a
higher-level mentorship with our leaders.
Global Headcount: 8365 Our Talent Management programs have enabled a strong
leadership bench and developed a diverse talent pipeline for local
and global roles
India GCC Locations: Chennai Targeted Leadership Programs have strengthened the leadership Key Impact / Outcomes
team and their effectiveness towards organizational goals
Our continuous learning and development programs have fostered a positive culture of
Danfoss India was recognized as the “Most Preferred Workplace” innovation
of India in the Manufacturing Sector” for consecutive years
Headquarters: Nordborg, Denmark Circularity in Skills training programs has supported many of our employees in
This achievement reinforces Danfoss' reputation as a highly upskilling/reskilling and has enabled increased our Internal Mobility rate YOY
employee-centric organization in the Indian market Focused Women Development programs have paved way In identifying and developing
the leadership pipeline. Has also supported in increasing women’s ratio and women leaders

Source: Danfoss India 72

 GCCs in India: Maturity Roadmap

Evolution of Swiss Re India’s Property & Casualty Reinsurance (P&C Re) Underwriting
Advisory (UWA) team as a Global Center of Excellence

In a short span of time, P&C Re Underwriting Advisory hub in Bangalore is evolving into a Global Center of Excellence with
Overview dynamic underwriting advisors who work on complex natural catastrophe modelling (key input for underwriting consideration),
lead advanced data analytics that enable data driven underwriting, oversee key underwriting tools as product owners and
steer business optimization and simplification projects for the group, thus operating with a comprehensive visibility into holistic
end-to-end Underwriting value chain across global markets for Swiss Re.

The P&C UWA teams in India are Strategic Initiatives/Programs Impacts/Outcomes

integral to Swiss Re global achieved by India center
underwriting landscape, offering 70+% of Global NatCat modelling volume (including the most complex and
specialized advisory on P&C Centre for high revenue generating business deals) with a ‘total risk view’ supported by UW
Advisory teams. Transformation from a Pure
transactions. The team's UW Advisory Work with reinsurance teams across geographies covering ~150+ Modelling Center to
expertise extends beyond Nat Expertise Underwriters and 1650 programs annually.
Underwriting Advisory COE
Cat modelling, impacting the In close collaboration with Underwriters, develop the ‘Expected Loss' metric,
which is pivotal for the accurate costing of Reinsurance programs.
entire underwriting value chain.

Data-driven insights and Portfolio Steering provide key market trends and Direct impact on Swiss Re’s
scenarios for quicker and informed underwriting decision-making. global P&C Re business
Industry: BFSI Data Data Analytics solutions to enhance automation in submission processes, profitability
Analytics and pricing and negotiation strategies.
Speed-to-market update of Risk View as a first mover and integrate it in UW
Costing Tools consideration.
India GCC Headcount: 2200+ Costing tools enhancements and trainings to reflect the everchanging risk
landscape.
Trust and confidence of
Global Year of Inception: 2008 global stakeholders
Quick and efficient portfolio underwriting methodologies for smaller / less
UW complex deals/markets.
Year of Inception in India: 2015 Simplification Introduction of ‘off cycle costing’ concept to help save underwriting efforts
/Efficiencies during peak renewal seasons.
Enhanced ‘Refer and Recommend’ advisory support of facultative business Evolution as a Global Talent
India GCC Locations: Bengaluru for simple to medium complexity deals.
Incubator hub

Technical skills and expertise of local colleagues are recognized and treated at
par with global standards.
Talent Clear career path for colleagues with technical/business leadership roles within Positioning as a Business
Development the unit. Partner rather than backend
Thriving talent hub including actuaries, data analysts, underwriting advisors, operations hub
techies, etc., with robust talent pipeline measures including graduates hiring,
international rotations, succession pipelines, etc.

Source: Swiss Re India 73

 GCCs in India: Maturity Roadmap

Swiss Re Institute is a highly efficient and agile special purpose vehicle

with the India team at the core

Superior research and innovation advancing Swiss Re’s competitive advantage through bespoke thought
Overview Objective leadership (signature Sigma reports, expertise publications), data-driven transition research on emerging
risks for clients and business units, research partnerships, and speaking engagements.

Swiss Re Institute Growth Story (2008 - Present)

Focus on thought leadership (TL) Global end-to-end TL and sustainability research driver
Mortality and health protection gap study that AI Risks Landscape report, generating more than 7 Million
The Swiss Re Institute in India is a
explained how re/insurers can serve underserved media impressions, quoted in more than 50 media outlets
20-member team focused on communities better globally
generating insights and foresights Examine the evolution and impact of a variety of SRI India invited to present at national and international
into emerging risks impacting digital ecosystems in re/insurance industry and client events (IAI, IFoA, AIU, IERM, several
re/insurance. We work to turn Primary survey to study how we can help bridge clients and regulators)
forward-looking research into the mental health protection gap
business impact. 2008-2015 2015-19 2020-23 2023-25*

Bengaluru team established

Emerging risks research and TL
Competitor benchmarking for top 30 peers
World Insurance and Emerging Markets Sigma to study India sustainability report
Industry: BFSI
trends in premiums written by insurance markets globally Electric vehicles campaign
Natural Catastrophe Sigma report looking at insured and India insurance market report
India GCC Headcount: 2200+ economic losses Digital trust campaign

Global Year of Inception: 1968 Initiatives/Programs Impact/Outcomes

achieved by the India center
Bespoke Dedicated Competitor and Focused Transition Research
Year of Inception in India: 2008 Thought Leadership Market Intelligence on Emerging Risks Navigate a volatile world through
partnerships, innovative thinking, deep
Signature sigma reports on Aggregated Group Data Analyzing the carbon footprint
topics such as insurance and Assets and forecasting of our portfolio for heavy
insights, and foresights
India GCC Locations: Bengaluru macro markets analysis, nat-cat models on re/insurance emitting industries, identifying
protection gaps competitors decarbonization opportunities
for business growth Strengthen Swiss Re’s reputation as the
Expertise publications and web Benchmarking 30 firms
leading risk knowledge company in
articles on group themes such across 17 markets as a single Focused research on emerging
as digitization, and mitigating source of truth; data risks due to green technologies re/insurance
climate risks/ sustainability harmonized for different (such as green hydrogen,
(electric vehicles, recycling Swiss Re functions and electric vehicles, carbon
economy, impact of climate business units capture, recycling economy, Increase the share of voice with clients –
change on solar, wind, and rooftop solar), and their impact
external facing (media interviews,
electric grids) on premium potentials
publications, webinars, conferences)

Source: Swiss Re India 74

 GCCs in India: Maturity Roadmap

Global Digital Services (GDS) India is driving BSH’s Digital Transformation objectives by
leveraging location workforce strategy and strategic collaborations with partner and
vendor ecosystems

To build up PLM capability in GDS India as part of our PLM Strategy, focusing on:
Overview Objective Internalization | Financial Streamlining | Demographics Optimization

BSH Home Appliances, a subsidiary of

BSH Hausgeräte GmbH, a global leader in
the home appliances industry, is the first BSH PLM
triple-brand player in India, offering Bosch, in India
Siemens, and Gaggenau. BSH India is
catering to fast-evolving consumer needs
in India by offering tech-enabled,
smart-home ecosystem products that truly
enhance the quality of life of our
consumers. GDS is a key contributor to
BSH's digital transformation and
customer-centric digital solutions.

Industry: Consumer Electronics 3 Pillars attributed

to the success of
BSH PLM family
India GCC Headcount: 650

Collaboration
Global Year of Inception: 1967

Trust
Year of Inception in India: 2010

Transparency
India GCC Locations: Mumbai,
Bengaluru, Chennai

Source: BSH India GDS – Global Digital Services 75

 GCCs in India: Maturity Roadmap

GDS India is accelerating Cloud Engineering capabilities which delivers

customer centric solutions that are modern, scalable, resilient and flexible

To Build up Cloud Capability in GDS India as part of our Platform Services Strategy, focusing on:
Overview Objective Capability Building | Global Roles | TCO

Cloud Engineering & Operations Center Growth Story - Global Digital Services (GDS) India

BSH Home Appliances, a subsidiary of Foundation Year

BSH Hausgeräte GmbH, a global Growing demand for Cloud migration Scaling and Security
Established the Cloud Operation
leader in the home appliance industry, Significant expansion of COC Org structure consolidation
Center in India
is the first triple-brand player in India, Internalized critical 3rd line support
Increased monitoring and services
Full scale COC with Product Ownership
offering Bosch, Siemens and SOC setup
from vendor partners Enhanced capability for India team
Gaggenau. BSH India is catering to
fast-evolving consumer needs in India 2018 2020 2022
by offering tech-enabled, smart-home
eco-system products that truly
enhance the quality of life of our
consumers. GDS is key contributor to
BSH's digital transformation and
customer-centric digital solutions

2019 2023
Industry: BFSI 2021
Expansion and
Cost Optimization Multi-Cloud Strategy and
India GCC Headcount: 650
Total Accountability Modernization
8 new Cloud Complete insourcing from Onboarded GCP for redundancy
accounts added Rackspace to GDS IN and competitive edge
CICD and MAP
Global Year of Inception: 1967 Enhanced monitoring by migrating
implemented
workloads to DataDog

Year of Inception in India: 2010

Key Impact / Outcomes from the India Center
India GCC Locations: Mumbai,
• Retained key talent and provided meaningful work
Bengaluru, Chennai
• Close collaboration across shores, especially with GDS India at the helm
• Paradigm shift of roles and responsibilities from Cloud Operations to Cloud Engineering

Source: BSH India 76

 GCCs in India: Maturity Roadmap

MedExpert has significantly scaled its India operations, from RCM roles
to building a Tech COE from India

Growth Journey of MedExpert in India

Overview
An HR framework and India GCC
culture have been reaches the
500 HC
Q2 FY 2024
firmly established
Inception of the landmark
within the GCC
India GCC with
RCM roles Q1 FY 2024
created
Q3 FY 2023
New technical
Industry: Healthcare roles established
Rebadging
to build a Tech
initiative
Building on initial COE in India
India GCC Headcount: 600+ undertaken
Appointment of a success, data
country-specific roles were
Center Head transitioned from
Global Year of Inception: 1996 the US to India

Year of Inception in India: 2023 Inception in India Rebadging to India Portfolio Expansion

India GCC Locations: Chennai Service Portfolio** of MedExpert in India

Billing Software
Headquarters: Redwood City, USA • Data Analysts
• Medical Coding and Billing
• Accounts Receivables • Quality Assurance/Supervisors
• Denial Management • Infrastructure Systems
• Legal • Manual Testing

Key Growth Achievements of MedExpert in India

Reached 600+ Improved co-ordination and Increased value

HC in a year connection with customers creation and
*MedExpert is globally known as EMS|MC patient care
due to proximity

Source MedExpert India **Service Portfolio is illustrative and not exhaustive 77

 GCCs in India: Maturity Roadmap

Amdocs GCC in India is leading its Quality Engineering offering with NextGen QE services
for Resiliency and Performance Engineering, Security, and Cloud on a global scale

Amdocs quality engineering (Testing function) India GCC has transcended borders, driving innovation and leadership
Overview on a global scale, ensuring consistent quality, efficiency, and people-centricity, and driving business growth for next
Objective generation services in Resiliency Engineering, Non-functional streams of Performance, Security, and Cloud QE. It has
established and is driving global NFT QE standards harmonizing practice and its adoption across global accounts for
high delivery and new business growth.

Impact/Outcomes
Initiatives/Programs
achieved by the India center
Amdocs India is the company’s largest
site globally. With state-of-the-art
Focus /Enablers Focus /Enablers
facilities in Pune and Gurugram, it is a Significant new business growth, wining
strategic hub for Amdocs, delivering Global Standards and KPIs Fostering Innovation through standalone deals competing against
for QE Services – Collaboration leading SIs
exceptional value to global Telco and
Created QE (Quality Engineering) standards and Leveraged platforms like Hackathon and
Media players. measurement processes for project health and TechTalk for technology innovation across
maturity: Health tracking for usage and maturity to different geographical locations to bring in a
Our India operations are deeply track the next generation of processes, tools, and variety of perspectives and ideas. Industry leading exclusive in-house
engaged in all elements of the technology implementation in the areas of continuous Implemented OneSolution, a GenAI-based QE products for Resiliency Chaos
testing, digital engineering, and chaos engineering chatbot interactive answer platform, that
company – products, services, Engineering (OneLoad) and Data
allows for the sharing of best practices and
Quality Engineering (DeepQE),
operations, and corporate functions – Strong leadership to Vision, technological advancements
products built on opensource and that
supporting all lines of business and drive for excellence are GenAI-empowered
geographies. Created a vision and roadmap, each for Performance
Continuous Learning
and Resiliency Engineering, and empowered the
localized team in India to grow rapidly Promoting continuous learning and
Industry: Software and Internet Inception of Resiliency Engineering and the development to keep the workforce
implementation of Resiliency Engineering at Amdocs updated with the latest industry trends and Top talent retention up to 78%
customers, enabling business growth and service new disruptive technologies with global engagement
implementation by engaging global Telco customers Customized training platforms (POCs) per
India GCC Headcount: Amdocs Team scalability for immediate
regional team to develop capability in new
India has over 40% of overall business needs
Advanced QE with In-house Resiliency Engineering tooling, processes,
100% project acceptance and delivery
Amdocs employee headcount Testing of Products and Platforms and technology

Initiated with small task automation and

transformed to complete QE process automation Customer-centric Approach
Global Year of Inception: 1984 by developing in-house products OneLoad and
Tailored products and services for High quality project delivery
DeepQE for resiliency and DWH quality
regional requirements. Addressing KPIs measured across 80+
engineering, respectively
each customer on core digital
customer projects
Year of Inception in India: 2004 Building a Global Workforce performance engineering planform,
performance testing on production
Retained global top talent to ensure business environment, solutions to support the
continuity, customer engagement, and exclusive daily, weekly, and monthly release Knowledge sharing platform
India GCC Locations: Pune, knowledge management through global team cycles. Daily execution per CI/CD
Gurugram engagement execution pipeline
45% reusability of skills knowledge
30% overall productivity increase

Source: Amdocs India 78

 GCCs in India: Maturity Roadmap

Broadridge GCC in India continues to bank on the ecosystem to become

a pivotal hub of innovation and strategic growth

To drive the evolution and maturation of Broadridge’s Global Capability Center by transforming work
Overview Objective portfolios towards high value activities and empowering engineering leadership, ensuring that the India
GCC becomes a pivotal hub of innovation, operational excellence, and strategic growth.

Broadridge Growth Story

Today, Broadridge India is a strong

Broadridge India was In 2013, Broadridge India Global Innovation Center product-led, SaaS-based fintech
incepted as a GCC to became a transformation of Excellence (COE) was
Broadridge is a global Fintech leader support the Broadridge hub with the inception of a established.
organization. In other words, a fintech
grow-up with the vision to establish
with more than USD 6 Bn in revenue. global organization. Digital and Innovation
itself as a Business Center by 2025
We deliver technology-driven solutions Group.

that drive digital transformation. To 2007 2013 2021 Vision 2025

achieve this mission, Broadridge India
plays a significant and critical role by
driving the key tenets around Strategy, Over the years, Broadridge has The team delivers AI/ML, Blockchain,
Continue to build strong product,
expanded in scale, capability, and Cloud, and Digital solutions,
Growth, Innovation, and Customer value, supporting daily trading of over alongside top-notch research,
business, and technology capabilities
to build and deliver Blockchain and
Experience USD 9 Tn in global equities, fixed strategy, sales support, digital
Gen AI-powered products.
income, and other securities. marketing, and consulting.

Engineering and Innovation Excellence in India

Industry: Software & Internet

Studio 605 is Broadridge’s innovation hub, working closely The Innovation COE builds strong product,
India GCC Headcount: 5200 with the external innovation ecosystem, including start-ups, business, and technology capabilities to deliver
accelerators, and world-class research institutions. It actively Blockchain-based products.
collaborates and partners with the corporate strategy team
Global Year of Inception: 1962 as for researching, experimenting, and bringing concepts to It aims to scale our product, Distributed Ledger Repo
ADP Brokerage Services Group. solutions with high agility. (DLR) into a USD 100 Mn franchise by FY29.
Spun off as Broadridge Financial DLR enables participants to execute and manage all repo
Solutions in 2007 This studio is designed to foster an environment of transactions on a single platform.
open innovation, where ideas can be incubated and
Year of Inception in India: 2007 developed. The COE continues to grow our Blockchain-based
Studio 605 launched ClearFi within eight months of Shareholder Disclosure Hub (SDH) to Issuer community
India GCC Locations: Hyderabad, inception, which curates on and off-chain data for and geographically diverse markets.
Bengaluru, Mumbai crypto assets. The SDH Compliance Solution assists banks and other
intermediaries with compliance obligations related to the
Shareholder Rights Directive.

Source: Broadridge India 79

 GCCs in India: Maturity Roadmap

Broadridge has made significant strides, with their Enterprise Engineering Group
advancing foundational technologies and optimizing processes to improve BPO efficiency

Broadridge’s Enterprise Engineering: Innovating with Start-up Agility and Emerging Technologies
Overview
Our Enterprise Engineering Group is dedicated to advancing foundational technologies and fostering a culture of product engineering
excellence. By leveraging our proven innovation and lean start-up capabilities in emerging technologies, we are well-positioned to scale
these successes across mainstream engineering. Our goal is to significantly contribute to Broadridge’s ambition of becoming a leading
SaaS player. For us, the opportunity lies in these strengths we have built: 1. Engineering capability and expertise, 2. Proven record of
building platforms: Ent API, MLOps, AI Enablement, 3. Co-located squads and disciplines, 4. Operating model of our COEs.

Broadridge is a global Fintech leader

Enterprise Engineering Priorities Enterprise Engineering Group
with more than USD 6 Bn in revenue.
We deliver technology-driven
solutions that drive digital
Launch and continue to enrich the AI platform
AI Use Cases – OpsGPT, RegAI, TradeGPT 39 members
transformation. To achieve this Enterprise Platform Engineering – Common UI Framework, The team is responsible for:
mission, Broadridge India plays a Common Data Model, and Enterprise Integration Service Layer • AI Enablement
Patching acceleration program and technology metrics program • AI Use Cases
significant and critical role by driving Data Pipelines to build standards around Data Ingestion and • EPM Product Engineering
the key tenets around Strategy, deploy AI Models / MLOps around it
Growth, Innovation, and Customer
Experience Broadridge BPO Business Optimization Initiative

Broadridge BPO Business Optimization initiative was undertaken to improve efficiency, manage risks, and boost operational
Industry: Software & Internet excellence. In collaboration with external partners, the study generated 200+ improvement ideas, leading to a projected 25% savings
in costs, and enhanced customer service.

India GCC Headcount: 5200 The initiative resulted in the creation of the following workstreams:
• Process Improvements – As part of this exercise, process maps were generated, and we conceptualized many operations
Global Year of Inception: 1962 as redesign ideas. These improvements were quick-to-implement as they did not require any technology interventions.
ADP Brokerage Services Group. • Email Management/Optimization – Many ideas were generated to optimize email workflows. Since email is the main work driver,
Spun off as Broadridge Financial ideas were generated to categorize mails, eliminate noise, and implement AI-based responses.
• Robotic Process Automation (RPA) aimed to automate repetitive tasks through RPA solutions, thereby increasing productivity and
Solutions in 2007 reducing manual workloads.
Year of Inception in India: 2007 • Product Improvement focused on fixing bugs and enhancing existing products to improve performance.
• Product Enhancement – Many ideas were generated, that feed into new-age products such as Ops Console, OpsGPT which
incorporates Gen AI.
India GCC Locations: Hyderabad, • Risk Identification and Governance dimension was dedicated to identify risks and governance-related ideas by analyzing
Bengaluru, Mumbai processes to uncover potential risks, leading to enhanced risk management and governance practices.
• Impact – As a result of this, we were able to reduce our costs, and more importantly, enhance our client service significantly.

Source: Broadridge India 80

 GCCs in India: Maturity Roadmap

Elektrobit India – Shifting work portfolios and Increasing Engineering Leadership

Overview Objective We offer talent, scalability, and global competitiveness while facilitating access to local markets.

Elektrobit India - Headcount Growth Story

Driving Excellence Delivering Solutions

Incorporation of through Module for Local and Global
Elektrobit India Ownership
Elektrobit is an award-winning and Customers
visionary global vendor of embedded 2016 2018 2020 2022 2023 2024
and connected software products and
services for the Automotive industry. A Building Local Market presence with
Multiple Global
600+ employees;Driving
leader in automotive software with over Engineering
Global Leadership roles
Leadership Roles
Capabilities
35 years of serving the industry,
Elektrobit's software powers over 5Bn
devices in more than 600Mn vehicles Elektrobit India - Core Competencies
and offers flexible, innovative solutions
for car infrastructure software, Automotive OS
connectivity & security, automated • AUTOSAR – classic and adaptive middleware product development and application
driving and related tools, and user • OS – real-time safety OS (Single & Multi-core) | Android | Linux
experience. • Safety and Cybersecurity across different layers
Digital Life Experience
• Customized software features, HMI, application development and integration of third-party apps, and speech assistants.
Industry: Software & Internet
• Immersive, intuitive, and emotional UX fit to brand and product
• System level and End2End approaches
India GCC Headcount: 700+ Cloud-first Workflows and Virtualization
• Web and Cloud-based development tools
Global Year of Inception: 1988 • V-ECU and virtualization, bit-parity between Cloud and target
• CI/CD/CT
Year of Inception in India: 2016
Overall Key Impact / Outcomes / Achievements from the India Center
India GCC Locations: Bengaluru - HQ
Kochi - (Extended working place) • Elektrobit India is now the second-largest engineering location after the headquarters, playing a crucial role in delivering solutions for global customers
• Multiple global decision-making leadership roles out of India
• Capability to adapt and deliver solutions for the local market

Source: Elektrobit India 81

 GCCs in India: Maturity Roadmap

Flexera’s India GCC is expanding from Engineering to Product Leadership

with Customer-centric Innovation

Empowering strategic leadership and operational excellence from India, reinforcing Flexera’s
Overview Objective
customer-centric approach across holistic IT Management

Driving Levers

Innovation Ownership AI Center of Excellence (COE) Hybrid Convergence

Global Transformation Leadership Rapid Innovation Unified Platform through Hybrid

The India center spearheaded Within its first three months, the AI COE in Convergence
transformative R&D efforts for Flexera, India introduced an AI-driven Cloud cost The India GCC was key in creating a unified
Industry: Software & Internet driving the development of its optimization feature, showcasing the platform, integrating on-prem and Cloud
next-generation product portfolio. These technical capabilities of the India team. environments, simplifying IT management.
efforts expanded market reach, reinforced This feature is poised to help clients This hybrid approach streamlined operations
industry leadership, and boosted customer reduce operational costs, reinforcing for Flexera’s clients and boosted platform
India GCC Headcount: 450+ satisfaction. Flexera's role in AI-enhanced cost adoption.
management.
India Engineering FTE*: 370+
Innovation and Data Excellence FinOps as a Central Offering
The India center drove data engineering Strategic AI Leadership Driven by the India team, FinOps is central to
innovations, optimizing IT environments and The AI COE has been central to Flexera’s Flexera’s product suite, helping organizations
Global Year of Inception: 1988 reducing processing times, which enhanced vision of a data-driven technology optimize their Cloud spending and maintain
the speed and accuracy of client platform. By providing critical IT cost financial control, solidifying Flexera as an
applications. insights and enabling AI-driven decisions, industry leader.
the India center has become a strategic
Year of Inception in India: 2017 Empowered Cultural Ownership leader, enhancing both global client Strategic and Operational Leadership
decision-making and Flexera’s internal
Embracing Flexera’s core values, the India The integration of FinOps has improved
process efficiency. This COE team will
team led global projects with strong operational efficiency and financial oversight,
also play a key role in driving future
accountability, helping Flexera adapt to with the India center playing a crucial role in
India GCC Locations: Bengaluru market changes and consistently deliver
product enhancements.
positioning Flexera as a trusted partner for
new products. enterprises streamlining IT operations.

HQ Location: Itasca, Illinois, USA

Key Highlights

Flexera’s India GCC boasts a low annual attrition rate and 38% gender diversity by leveraging a broad talent pool. A remote-first model fosters
trust, inclusivity, and high performance across global teams.
Over 65% of Flexera’s global product development is driven by the India GCC, highlighting the center’s pivotal role in innovation and strategic
leadership.
Flexera’s India GCC has driven key customer engagements, enhancing the product organization to better align with customer needs and
foster a customer-centric culture.

Source: Flexera India Note: Product & Engineering FTE refers to roles pertaining to Security/SCA, FinOps, AI/ML, Data Intelligence Tech & Ops, Saas Manager, Platform amongst others 82
 GCCs in India: Maturity Roadmap

BMC India is a leading force in technology and customer-driven innovation, characterized

by its customer-centric approach and commitment to developing exceptional products

Become BMC's strategic differentiator by guiding our customers on their journey to an

Overview Vision Autonomous Digital Enterprise.

Transformation Journey

1000 employees 1500 employees 2000 employees 2500+ employees & growing
BMC India serves as a microcosm of Inception & Value & Innovation Portfolio Hub Transformation Hub
the global company. The centralized Growth (2001 – 2008) (2008 to 2013) (2013 to 2020) (2020 onwards)
nature of BMC India, encompassing 50% of the Mainframe team is in India, Customer connects and sales influence
Inception in 2001 Three new product offerings from
R&D, customer support, professional the India incubator - Cloud
working on key technology portfolios programs impact revenue

services, and corporate functions, Incubation Center established Lifecycle Management, 60% of the global engineering Recognized as a leader in IT Service
in India with the launch of its RemedyForce, IT, Data Analytics organization is in India. Multiple global Management, Process-centric AIOps, and
fosters innovation and effective first product roles (AVP Product Management & AVP Enterprise Service Management by Gartner
Customer Experience program
problem-solving. BMC India's evolution influences over USD 100Mn in
Engineering) based in India & Forrester
Customer Experience Center
into a strategic center of excellence has set up in Pune
revenue Key decisions on architecture, Product India-incubated new product launched,
BMC Helix Edge
been driven by its customer- and Significant investments in Product
Management, Product Development,
Quality Assurance, Documentation, UX,
people-centric focus. The insights and Development & Innovation Customer Engineering made in India Leadership strength doubled in the last 3
years with significant portfolio growth in India
innovations from India have significantly
influenced key decisions at a global
level, positioning BMC as a leader in Key Levers of Transformation
Connected Digital Ops.
Drive a Customer-centric Culture Propel Innovation Build World-class Products Prioritize People
Cultivate customer focus and build Accelerate innovation and operational Power the Autonomous Digital Strengthen our culture, grow our
Industry: Software & Internet a dynamic ecosystem with excellence by fostering creativity, Enterprise (ADE) with a talent, improve core experiences,
proactive connections with efficiency, and continuous Best-in-Class SaaS ServiceOps and become an ADE organization
customers and partners. improvement across the organization and AIOps platform
India GCC Headcount: 2500+
Key Impact by India Centre
Global Year of Inception: 1980
Customer Experience Program Patents and New Products Customer Experience Program Customer Experience Program
Year of Inception in India: 2001 79% increase in opportunity win rate The University Alliance Program
42% of global patents User Groups, Peer Group,
4X increase in deal size Mainframe Tech Connect focused on curriculum
commissioned in the last 3 years
Over USD 200Mn in revenue influence development, Co-innovation and
India GCC Locations: Pune, have been from India
Pipeline influence of over USD internship programs
Bengaluru, Chennai, Delhi, Mumbai The BMC@BMC program led by IT has 2 active new product incubations 3Mn in 2 years
2024 Indian Social Impact
contributed approximately USD 100Mn resulting from ideas generated
India key contributor to the Awards: Best CSR Project of the
to the sales pipeline/revenue over the from India in the last 2 years
Autonomous Digital Enterprise Year (STEM Education and Skill
past three years
platform Enhancement)

Source: BMC India 83

 GCCs in India: Maturity Roadmap

HERE Technologies has matured over the years, with advanced portfolios in
Data Analytics and Product Capabilities being driven from their India center

HERE Technologies Growth of HERE India over the years Industries Markets
Technical &
India MD elevated Advanced Research Domain-oriented Advanced Data
to HERE Global & Product Support Learning Pathways / Analytics & Industry
Leadership Team Digital Capabilities Platforms Benchmarking
Transformation
Strategies
Through the HERE platform, we
provide maps, data, and software that 2021 2022 2023 2024
help our customers and partners build
better solutions, better services, and a Platform Architecture
better future, touching use cases from Transformation Established Technology Product & Technology Operations
Program ~ 4K-strong High
(Initiation in late 2020) Innovation Lab and organizations’
automated and connected driving to Research forums consolidation Modernization Caliber team today

supply chain and logistics and

everything in between.
Service Portfolio of HERE India
HERE Values Spatial Data
Data Analytics Professional People
Engineering Product
Operations & Engineering Services
Harmonized all Launched UniMap, a Developed a new Expanded Engineering Launched the below Hybrid work culture
Be Be Learn Give Win workflows, revolutionary global flow for services across products in India: with remote work
True Bold Fast Back Together processes, and highly-automated automotive attributes Hardware Testing and options.
EV Static Content
operational mapping system, globally. maintenance. Global Customer Engagement and
in 2021.
structures. Elevated the HERE Integrated multiple data Support. wellness programs.
Implemented geo-spatial content sources for automated Global outreach HERE WeGo Consumer Evolved skills
Expansion and architecture – APIs, data data ingestion. front-ending customers. App in 2022. strategy framework
Industry: Software & Internet Support Capabilities models, etc. Leveraged new Workforce diversification HERE Trucks Portfolio for fostering a strong
across the HERE Automated map healing sources for automation e.g., Support system Commercial Vehicle learning and
product value chain technology development. to enhance data architecture. development
India GCC Headcount: 3227 (Data Specifications, Set up and scaled accuracy and University / Academia
Navigation in early 2023.
culture.
Process engineering infrastructure efficiency. collaboration Dynamic EV Content in
2024 –Real-time charge
Global Year of Inception: 1985 Re-engineering, with digital tools and Built and expanded –Hackathon, etc.
points availability.
Release platforms to address Geospatial Data Implemented a robust
Management, etc.). automotive use cases. Science Knowledge client relationship
Year of Inception in India: 2009 Engineering talent Center in Mumbai. management (CRM)
Providing high quality
IVI and ADAS features
exponentially grew > system.
across the Automotive
India GCC Locations: Mumbai, 200% post COVID.
sector globally.
Bengaluru, Gurugram

Global Headquarters: Eindhoven,

The Netherlands Industry
Recognitions

Source: HERE Technologies India 84

 GCCs in India: Maturity Roadmap

Providence India has transformed into a global healthcare innovation hub,

creating value by accelerating transformation and efficiency for US health systems

Industry: Healthcare Year of Inception in India: Feb 2020, Hyderabad Key Value Additions
India GCC Headcount: 1,500* Gender: Diversity 37%
Reducing Clinician and
Global Year of Inception: 1859 Headquarters: Renton, WA United States Caregiver Burnout
170+-year-old US health system Gen AI-powered clinician
Building a decision support, clinical data
Going Enabling Tech-led Healthcare
Global abstraction systems
Beyond Care Leadership and Innovation
Talent Base
25+ RPA bots for core business
operations and automation
initiatives, saving over ~300K
Capability Build & External Global Healthcare Innovation Core Capabilities hours for caregivers
Services (2022) Center (2023 & Beyond)
Build Next-gen Clinical & Elevating Patient and
Transformation Headcount: 916 (2022) Headcount: 1246 (2023); 1500 Caregiver Experiences Caregiver Experiences
journey Services for Providence (YTD 2024) Services for Providence Modernized caregiver experience
Created Centers of Excellence (Digital, Building Shared Services Operations Democratize Data and via One EHR, One ERP
Cloud, Security, Data, Engineering) (Finance, HR, Legal, Compliance, etc.) Intelligence as a Service implementation – one of the
Expanded to Clinical Analytics, Research, Leveraging Emerging Tech (Gen AI), largest digital transformation
Foundation (2020-2021) Digital Innovation, and Pop Health EHR COE, etc. Expedite Cloud Migration and initiatives in US healthcare
Built Products in Partnership Fortify Cybersecurity
Value-based Care - quality program Telehealth portals expanding care
Headcount: 250 (2020); 526 (2021) Scaled Ops 24X7 (Service Desk, Clinical improvements, reimbursement access, patient contact center
Services for Providence Apps, Cyber, Cloud, Data) automation, etc.
Enable “Follow-the-Sun” managing 3Mn+ queries with 98%
Built Core Digital and Cloud Capabilities
Operations-24X7 First Call Resolution rate
External Services for US Health Systems External Services for US
Provided 24X7 Global Support and Operations Health Systems
Onboarded the first external US health Build Enterprise Solutions** for Enhancing Care Quality
Established Mission Control and Cyber system as a customer to deliver
Defense Center technology and engineering services
Expanded the customer base Scale, Performance, and Adoption and Value-based Care
**Multiple US Patents filing in progress Contributing to clinical research
studies by extending AI solutions to
Accelerating Digitization Enabling HealthTech Innovation Providing 24X7 Operations Coverage Achieving Cost Optimization Extending Global Mission with a Focus derive high quality and relevant data
and Modernization through AI and Cyber capabilities to reduce Workforce Burnout and Operational Efficiency on Women, Children, Elder Care
Bringing sequence and clinical data
together to help teams drive better
Talent Development and Retention Strategies insights for precision treatment and
personalized therapy
Talent Acquisition ‘Caregiver-First’ Approach Talent Development DE&I
DEI Council: Established within System Productivity
Campus Hiring: Partnerships with top tier R&R: Personalized recognition Award-wining Programs: Healthcare
E- and B-schools with campus programs; and networking platform Learning League platform for building first 6 months of operations and Operations
flagship 6-mo internship healthcare domain expertise; Curated Programs to attract 8X velocity in Cloud adoption
Wellness: Focus on 8 dimensions through infrastructure modernization
leadership development programs etc. diverse talent pool e.g. Thrive, a
Branding: Sponsored hackathons, extensive of well-being through mental accelerators; 24X7 support in Cyber,
social media campaign during campus health campaigns, fitness Communities of Practice established program to bring women on a
Technology Infrastructure, Service
season, brand campaigns year-round. reimbursements, etc. for powering engineering mindset & career break back to work Desk, and Clinical Operations
culture, agile best practices, product
Digitally Enabled, Cost-Effective Hiring: Benefits: World-class benefits Intelligent solutions to monitor and
mindset & knowledge-sharing.
Digitized the entire talent acquisition tailored to Caregiver-First auto-heal clinical applications and
lifecycle, capability-based hiring approach medical devices
*Including contractors & interns

Source: Providence India 85

 GCCs in India: Maturity Roadmap

Nature of changing engineering work and emerging global leadership roles

at Pure Storage India (1/2)

Build a world-class Engineering and Product organization focusing on innovation, furthering

Overview Objective product differentiation, feature velocity, and business growth

Pure Storage Growth Story (Year 1 - Present)

Year 1 Year 2 Year 3

Industry: Data Storage, Software

Incubation - Establishment Maturity - Talent engagement Engineering Excellence -
and hiring strategy and consolidation Product ownership
Global Year of Inception: 2009

Key Themes for Nature of Changing Engineering Work in Pure Storage India
Year of Inception in India: 2022

Shift in Nature of Workloads Presence of Talent Pool

India GCC Locations: Bengaluru

Headquarters: Santa Clara, USA Transformation of Engineering Pure Storage attracts top industry talent
workloads managed at Pure India – known for their innovation, technical expertise,
and efficient project execution –
Establishing independent charters with
self-sufficient teams A whopping 25K job-seeking applications in
the first year of inception
Ownership and driving end-to-end
product roadmaps Strong/evolving university hiring and
internship program from top universities and
Leadership in engineering, product colleges
management, and allied functions
Offer acceptance rates of over 90%
Building key product features for the world
Attrition of under 10%

Source: Pure Storage India 86

 GCCs in India: Maturity Roadmap

Nature of changing engineering work and emerging global leadership roles

at Pure Storage India (2/2)

Build a world-class Engineering and Product organization focusing on innovation, furthering

Overview Objective product differentiation, feature velocity, and business growth

Pure Storage Growth Story (Year 1 - Present)

Year 1 Year 2 Year 3

Industry: Data Storage, Software

Incubation - Establishment Maturity - Talent engagement Engineering Excellence -
and hiring strategy and consolidation Product ownership
Global Year of Inception: 2009

Key Themes for Global Leadership Roles in Pure Storage India

Year of Inception in India: 2022
Uplevel from Middle to
Prepare for Global Roles Global Leadership Roles
India GCC Locations: Bengaluru Senior Engineering Roles

Pure Storage has elaborate coaching Pure Storage invests significantly to Within a couple of years of inception,
Headquarters: Santa Clara, USA elevate leaders to Global Roles in
and mentorship programs leveraging Pure India has global Engineering
internal technical and management Engineering and Management – leaders for 66% of Pure Storage
depth as well as external partnerships mainstream products –
with the likes of INSEAD, Speakeasy, Better-Up coaching – a
Wiseman group, etc. 6-month program to uplevel Leadership for a global
and enable mid-level technical product line established in
architects and managers to Bengaluru
The programs are tailored for
different leadership levels, starting global roles
Key roles for driving global
from Managers up to VPs
Global mentorship program to product management
Internal coaching and mentorship elevate professionals from
middle to senior roles Incubation of AI and ML
programs are designed for internal
practice for the company
contributors (Technical and
non-Technical) Multipliers training and
certification program made Alignment with global
available to mid-level roles business strategies and goals

Source: Pure Storage India 87

 GCCs in India: Maturity Roadmap

Evolution and Maturation of Danfoss Drives India GCC: Advancing Decarbonization

Solutions Locally and Globally

Growth Journey of Drives GCC in India

Overview
SC Operations Circularity

2011 2015

2014 2022

Danfoss Drives India, located in Chennai, is New Product Development Product Engineering Center
one of the key GCCs playing a pivotal role
in delivering decarbonizing solutions for Engineering Leadership
our customers in the Indian market. With Established comprehensive NPD and APD teams across hardware, control SW, and fieldbus. The team is actively
complete end-to-end value chain contributing to the development of next-generation and legacy drives and has taken on the global ownership of key products.
ownership, this hub is dedicated to the Invested significantly in leadership and competency enhancement, enabling team members to advance to global roles.
These leaders are influencing global strategy, initiatives, and investments
ideation, design, delivery, and
maintenance of top-quality hardware and
Maturation and Shifting Work Portfolios
software products for markets worldwide.
Transitioned from support roles to innovation leadership, fostering growth in designing and developing next-generation drives and
contributing to the global portfolio.
Equipped with state-of-the-art laboratories for testing up to 1.2 MW, including specialized thermal, EMC, grid simulation, and
Industry: Industrial application-specific customized product labs, along with UL-CTDP and IEC self-certifications.

Challenges and Solutions

India GCC Headcount: 378 Challenges: Talent acquisition and managing rapid growth in specialized niche areas.
Solutions and Innovations: Accelerated time-to-market initiatives through extensive use of simulation tools and rapid prototyping,
along with partnerships with academic institutions for next-generation technology projects.
Year of Inception in India: 2011
Future Plans and Vision
Strategic Goals: Aim to further enhance engineering leadership and drive global R&D initiatives.
Global Headcount: 8365 Innovation Focus: Exploring new technologies in grid robustness, green hydrogen, and other emerging areas.
Global Integration: Strengthening collaboration with other global R&D centers.

India GCC Locations: Chennai Key Impact / Outcomes

Headquarters: Nordborg, Denmark Driving next-gen decarbonization solutions locally and globally Portfolio growth ownership over the years

Strategic evolution to centers of excellence by transitioning from Significant patents and publications showcasing advanced
service functions to innovation leadership roles technology expertise

Enhanced talent development and leadership growth, catapulting Focus on cutting-edge research and innovation through strong
local talent to global leadership roles university collaborations

Source: Danfoss India 88

 GCCs in India: Maturity Roadmap

Victoria’s Secret & Co. is focused on deepening Technology, Digital, and

Product capabilities to accelerate the core, transform the foundation, and
Ignite VS&Co global growth through the capabilities and talent of India

VS&Co India Growth Story (Inception to Present)

Global Year of Inception: 1982

Global Headcount: 30,000+

Global Footprint: 1350 Retail

stores in 70 countries

Brands: Victoria’s Secret and Pink

Global Revenues: USD 6 + Bn

Teams (Victoria’s Secret & Co.)
Year of Inception in India: 2013

India GCC Headcount: ~1000

India GCC Locations: Bengaluru

2023 2024 One Culture – One Team

Achievements of VS&Co India

Digital Transformation, Access to a Global Talent Pool, Innovation, Global Support

Source: Victoria’s Secret & Co. India 89

 GCCs in India: Maturity Roadmap

Anko GCC is enhancing competitive capabilities and accelerating innovation

for their global brands, Kmart and Target

Anko is the GCC for Kmart and Target Australia, shaping the future for two leading Australian retail stores. It was
Overview Context established in September 2018, with the strategic intent to build a transformational center focused on building new
/ Objective capabilities, drive innovation, and access to top global talent. As a first Australian Retail GCC in Bengaluru, Anko is
growing fast with a team of 400+ people, providing a strong competitive advantage and delivering exponential value.

Growth Story
Anko is the GCC for the iconic Australian
brands Kmart, Target, and Anko, to build
new competitive capabilities and drive 2018 2019 2020 2021 2022 2023 2024
innovation in the ever-changing retail
landscape. Our team of over 400+ team
members in Bengaluru delivers excellence
and transforms the way Australians shop
and live. Started Moved to a First batch Awarded Rebranded Awarded Best We have 11
operations in dedicated of Interns “Impactful to Anko GCC to Work Global leaders
Anko is laying the groundwork for the 2018 with 10 office in hired GCC-driven For in AI & operating
future of the Retail sector by developing team members Manyata collaboration” Analytics by 3ai from Anko
business and technology solutions that Tech Park by nasscom
have the potential to completely redefine
the industry as we know it today. Capabilities Capabilities Capabilities
Capabilities Capabilities Capabilities Capabilities
introduced: introduced: introduced:
introduced: introduced: introduced: introduced:
Inventory: Architect Technology:
Data Science People & Technology: Corporate Order
Industry: Retail Demand Planning
- Technology: Capability- Engineering Affairs Management
& Optimization, - FP&A Process Platform,
Data Platform, and Fulfillment
Technology: Technology: Automation,
Corp Systems
Global Year of Inception: 1969 Merchandize & Cybersecurity, Product
Supply Chain, Awarded ‘AI
Digital, Owner, -
Stores, Workplace Set up teams Game
Demand, and Facilities and
for Anko Changer
Year of Inception in India: 2018 Technology, -
Global
Fulfillment Administration
Finance Innovator’ by
business - Inventory:
nasscom
Ordering and
India GCC Locations: Bangalore Set up teams Allocation
for Target
Australia
India GCC Headcount: 430 business

Source: Anko India 90

 GCCs in India: Maturity Roadmap

With a massive headcount growth of 18,000+ associates, Carelon Global Solutions India
is driving connected care and transforming the global healthcare ecosystem

With core expertise in business operations, data and digital solutions, IT and BPaaS, we have established
Overview Context a strong foundation and scaffolding covering the complete healthcare lifecycle and built 3000+ distinct
skills across the organization.

Technology Business Operations

50.6% of our associates come with diverse technology 45.7% of our associates are part of the BO
expertise. The leadership team has grown three times in size function the BO leadership has doubled in size
Carelon Global Solutions India is a health since inception, with our leaders bringing in depth of knowledge since inception driving excellence and
services organization providing in niche technologies. maximizing value for our stakeholders.
unparalleled digital solutions and
operational support to solve complex
Inclusive and Stringent
healthcare challenges. Previously known 6 strategic 10+ COEs and Shared Services Implemented
accessible measures on
councils on CoPs to capability 900+ business
as Legato Health Technologies, the innovation, digital enhance niche across 5 corporate ideas by workspaces physical safety
organization specializes in data and transformation, tech functions including associates
and more capabilities Finance and HR
digital solutions, information technology,
business operations, and Inclusive
40% women
associates and
Business-Process-as-a-Service POSH policies
27% leaders
(BPaaS). In India, the team drives
Integrated Career and Skill Architecture - Our AI-powered platform
exceptional associate experience by
enables associates to map their career and upskill at a pace they are
promoting continuous learning,
comfortable with. In one year, 15000+ associates have connected to
sustainable practices, and an equitable
this platform, covering the complete development lifecycle and they
workspace for diverse talent. Women
have access to over 8000 courses.

Industry: Healthcare Quality Engineering Framework - As one of the fastest growing

GCCs, quality is a business priority. We implemented a best-in-class
Global Year of Inception: 2017 framework, homegrown suite of productivity tools, robust audit Low-income LGBTQIA+
families Set up business
platform, and a CoP to build a consistent quality engineering practice.
resource groups
Year of Inception in India: 2017 Within a short turnaround, 90% of our applications are already
to nurture talent
covered by the framework.
diversity
India GCC Locations:Bengaluru, Business Resilience - As a global center handling mission critical 2(*/(3+$$
Hyderabad and Gurugram workflows for the business, we have established a robust risk
management framework mapping out key strategic and operational Veterans PwD
risks and built a framework to mitigate them. This safeguards the
India GCC Headcount: 18,000
business from major unplanned disruptions and implements
resilience, continuity, and response capabilities.

Source: Carelon India 91

 GCCs in India: Maturity Roadmap

MUFG Pension and Market Services has transformed into a leadership center, driving
service innovation, business strategy, and digital transformation, leading to value creation
for clients and employees
Context MUFG Pension & Market Services has empowered key clients globally by implementing a new global operating model
and product delivery solutions from the India center, while making significant advancements in Technology, Digital
Overview / Objective Innovations, Talent Management, Business Operations, Operational Excellence, and Client Delivery

MUFG Pension & Market Services is a

market-leading provider of scaled,
technology-enabled administration solutions,
with over 6,500 employees working across
the globe. Our clients include some of the
world's largest corporations, pension funds,
and financial institutions.

Industry:
BFSI

Global Year
of Inception:
2005

Year of
Inception
in India:
2019

India GCC
Locations:
Mumbai,
Pune

India GCC
Headcount:
1036+

AP: Accounts Payables, AR: Accounts Receivables, BA: Business Analyst, CI: Continuous Improvement, Dev & Test: Development and Testing, FA: Fund
Source: MUFG Pension & Market Services Accounting, NOC: Network Operations Center, MUFG RS Tech: MUFG Retirement Solutions Tech, SDM: Software Delivery Management 92
 India’s Dominance: High-end Engineering

Anko GCC's Ongoing Impact: Delivering Innovative Solutions, Optimizing Operational

Efficiencies, and Driving Strategic Initiatives

Product Development Enabling Services

Overview
Building highly personalized mobile applications for D&I:
our end consumers with a focus on improving customer Gender diversity at 32% (4% increase in the last 2 years)
experience and building ease of use for every age group. Women in Leadership program, resulting in 14% of the cohort
getting promoted.
Data & Analytics Initiated the groundwork on PwD inclusion in our workforce Hiring
Hiring time improved by 30-32% in the last 2 years
Anko is the GCC for the iconic Australian A modern enterprise Cloud data platform and scalable Increase in social media followers up by 63% in the last year.
brands Kmart, Target, and Anko, to build AI/ML platforms built for the Kmart Group on AWS, Finance Team
new competitive capabilities and drive leading to the development of data and AI/ML products
Driving business enablement and productivity through various
innovation in the ever-changing retail that have improved customer experience, sales, and
improved profitability. This has resulted in ~20%-25% services such as Accounting, Compliance, Taxation, Reporting, and
landscape. Our team of over 400+ team
of overall EBIT Financial Planning & Analysis (FP&A) for several business units,
members in Bengaluru delivers excellence including Target Australia, KAS Global, Anko Retail, and KGA across
and transforms the way Australians shop different regions in Asia, the US, and Australia.
and live.
Automation & IT Infrastructure
Anko is laying the groundwork for the Empowering enterprise-wide business teams with an
future of the Retail sector by developing Inventory and Demand Planning
Automation engine to reduce manual effort, enhance
business and technology solutions that accuracy, and strengthen security. Developing a statistical forecast for apparel which will result in ordering
have the potential to completely redefine The Automation platform contributes to AUD 12.8 Mn and allocation improvements, that will potentially drive incremental sales
the industry as we know it today. worth of cost avoidance annually for Kmart group, AUD 15 Mn.
leveraging Robotic Process Automation and Self-Service
automation capabilities.
Anko Global
Industry: Retail The Engineering Platform team is in the center of a digital
transformation. They are the central hub for all platform Partnering with the Anko Global Business unit on delivering both strategy
needs, ensuring smooth, secure, and scalable operations. and execution of technology, finance, and inventory related support.
Global Year of Inception: 1969

Year of Inception in India: 2018 International Supply Chain Online and Cybersecurity
Concentrate on initiatives dealing with Supplier/Sourcing Improving digital identity fraud prevention by implementing a solution
India GCC Locations: Bengaluru in the supply chain. We have implemented the Overseas that prevents automated bot attacks and human-driven hacks, improving
Stock Buffering feature that cuts down lead time from the security posture of the organization to industry best standards.
Purchase Order to Freight Forwarded from 42 days to This team also enables Protection of Brand Reputation, protecting the
India GCC Headcount: 430 28 days. This allows for delivery to stores in just 9 company against cyber fraud and mitigating cyber risks to the company.
weeks instead of the previous 16 weeks for products not
under OSB, contributing to a USD 15Mn EBIT for Kmart.

Source: Anko India 93

 India’s Dominance: High-end Engineering

NICE India GTC is leading the development of platforms and applications that are
transforming the customer service industry

NICE India GTC seeks to harness India’s exceptional talent and R&D capabilities to advance
Overview Objective NICE’s strategic vision by developing ground-breaking enterprise software that drive a customer
service revolution through Cloud, Digital, and AI technologies.

CXone Platform Key Persona Applications CXone Applications Suite

NICE India GTC is the largest

center of NICE globally, employing India GTC leads the development India GTC leads the Apart from persona applications,
of the Cloud-native, multi-tenant development of next generation NICE GTC leads or contributes to
2500 software engineers. 40% of
CXone Platform, that provides persona applications for the 2 R&D efforts for 15+ applications in
NICE’s global R&D capacity is foundational capabilities to 30+ key personas in a contact center: the CXone suite, driving quality
based out of India. applications, integrating them into the Customer Service Agent and and operational efficiency of
a suite that helps enterprises the Supervisor. These modern contact centers. Most of
provide the best possible applications are at the front and these applications have been
Industry: Software & Internet customer service experiences. center of NICE’s strategy as they rewritten for scalable and resilient
CXone is the leading CCaaS surface the most important AI operations in multi-tenant Cloud
(Contact Center as a Service) use cases, drive automation, and deployments.
India GCC Headcount: 2600 platform in the industry. enable increasing digitalization
of the contact center.
Global Year of Inception: 1986
Key Impact / Outcomes Key Impact / Outcomes Key Impact / Outcomes
Year of Inception in India: 2015
7 global Cloud regions 1K enterprises on next-gen Agent 10 applications: R&D led by India

India GCC Locations: Pune,

Bengaluru 1Mn customer service agents 2K enterprises on next-gen Supervisor 41 US patents granted to this team

10Bn customer interactions annually 30+ voice/digital channels supported

99.99% uptime 5 Gen AI use cases released

400+ APIs

150+ third-party apps

Source: NICE India 94

 India’s Dominance: High-end Engineering

Building In-house Capacity for Immersive Technology

AstraZeneca has spearheaded the development of innovative extended reality (XR) and
Overview Objective/
immersive technology solutions to drive enhanced learning, training, and medical education
Context
initiatives across the organization.

AstraZeneca's Internal Capacity Building for Immersive Technology

Key Technological
AstraZeneca is a global, Innovations Developed Key Practices Impact on Operational Efficiency
science-led biopharmaceutical
company that focuses on the Extended Reality (XR) and
Immersive Technology 1. In-house Talent Development Reduced Training Time: Potential to
discovery, development, and decrease certification time to a
Focus on building internal capacity
commercialization of prescription 1. Deliver a core ecosystem of significantly shorter period
for XR development for IP rights
medicines in Oncology, Rare platforms, resources, and protection Cost-effective: Each VR module costs
Diseases, and Biopharmaceuticals, internal capabilities to: approximately 1/3rd the external vendor
Investment in training and upskilling
including Cardiovascular, Renal & Enable global execution at speed existing workforce prices
Metabolism, and Respiratory & Meet the growing demand for XR Increased Training Capacity: Unlimited
content practice time in a safe, simulated
Immunology. The company 2. Cross-functional Collaboration
environment
Ensure reusability and scalability
operates in over 100 countries, and of assets, content, and
Integration of the XR development
Reduced Production Line Downtime:
its innovative medicines are used team with medical experts for
experiences across all business Training occurs without interrupting
accurate content creation
by millions of patients worldwide. areas commercial batch production
Collaboration between IT, R&D, and
Realize significant cost avoidance Minimized Waste: Eliminated the need
medical teams to identify and
2. Create immersive experiences for physical materials during training
prioritize XR projects
for: sessions
Industry: Pharmaceuticals Enhanced Safety: VR simulations for
Lung-related medical education
3. Long-term Vision for XR high-risk procedures like tank pressure
and research
Integration training
India GCC Headcount: 3500+ 3. Integrate technologies for
Plans for developing Current Payoff: Over two dozen
enhanced learning:
next-generation immersive spaces reusable use cases globally
360° immersive video for indoor
Global Year of Inception: 1999 navigation
Continuous exploration of XR
applications across various aspects
VR for game-based learning Impact on the GCC Ecosystem –
of pharmaceutical research and
Year of Inception in India: 2014 experiences • Pioneering role in XR implementation
development
AR for augmented training • Template for other GCCs to adopt
India GCC Locations: Chennai, simulations • Changing nature of engineering work
Bengaluru and emerging roles

Source: AstraZeneca India 95

 India’s Dominance: High-end Engineering

Transforming the Cloud at AstraZeneca

Overview Objective/ AstraZeneca, in collaboration with AWS, has undergone a comprehensive Cloud infrastructure
Context transformation, establishing an industry-leading, fully automated modern AWS Landing Zone.

Cloud Infrastructure Transformation

Collaboration and
AstraZeneca is a global, AWS Re-engineered Impact
Implementation
science-led biopharmaceutical
company that focuses on the Transformed our previously Seamlessly scaling with AstraZeneca’s
discovery, development, and unstructured and complex AWS Federated model in the Cloud, built needs, facilitating rapid deployment
commercialization of prescription platform (~50Mn, 2022) for collaboration (from weeks to days)
medicines in Oncology, Rare Incorporated discovery analysis
Diseases, and Biopharmaceuticals, Setup into an industry-leading, fully and future roadmaps to develop Automation supporting a multi-account
automated modern AWS Landing the cutting-edge platform and standardized vending
including Cardiovascular, Renal &
Zone
Metabolism, and Respiratory & Continuous engagement of
cross-platform teams within Streamlined operations, minimizing
Immunology. The company Developed through Infrastructure manual intervention and increasing
AstraZeneca (Chennai, Mexico,
operates in over 100 countries, and as Code (IaC), this platform offers – UK, US) and AWS efficiency
its innovative medicines are used • Security-by-design Cloud Center for Enablement
by millions of patients worldwide. • Scalability Enhanced security guardrails through
(~900 members) established to –
• Cost efficiency Security-by-design setup, reducing
Drive adoption, standardization, non-compliances (~52K items)
• Operational excellence
and reuse in the Cloud
Industry: Pharmaceuticals Share and communicate 100% of the legacy landing zone
services, trainings, and best accounts consolidated in the modern
practices platform
India GCC Headcount: 3500+ Build a secure Service Catalog
Continuous improvement via Catalog-based approach for repeatable
Global Year of Inception: 1999 Agile methodology infrastructure vending

Year of Inception in India: 2014

India GCC Locations: Chennai, Maintaining • Extensive training and enablement sessions (24 online sessions with over 2000 participants)
Bengaluru Collaborative
• Face-to-face immersion sessions at GITC Chennai (3-day-long, 415 participants, 14 learning sessions)
Relationships -
• Focused workshops on specific topics (e.g. Security design workshop with AWS Enterprise Support team)
AZ and AWS

*This list is not exhaustive but provides some of the key pillars to be included when developing a case study or multiple case studies, along with
Source: AstraZeneca India organizational details such as headcount (R&D, IT, BPM split), GCC location, HQ, etc. 96
 India’s Dominance: High-end Engineering

The Emerging Role of AI Engineering in Enhancing Enterprise AI Maturity

In the case of many GCCs, technology innovation and the work happening from India or other shores mainly enables or
Overview supports the business and operate as R&D center. However, at Lowe’s, our work model is different. The vision and trust
of the leadership, coupled with the capabilities of our workforce here, enables us to define and drive critical business
Objective/ priorities for Lowe’s Inc. This was established by our early shift to a “one in a box” leadership model that gives India more
Context functional leadership, autonomy, and freedom to strategize for India and the business globally. With this change, India
delivers and owns significant products and platforms that are critical to elevate customer experience of 17+Mn Lowe’s
customers and for our associates. For example, India drives Computer Vision solution for the enterprise Lowe’s Internal
Demand Forecasting Tool – one of the most comprehensive in-house forecasting tools in the Retail industry.

Lowe’s India is the GCC of Lowe’s

Inc., the Fortune 50 company and Key Milestones in the Nature of Work
world’s second-largest Home Established one-in-a-box Set up an Enterprise Added organization-wide New capabilities Global COEs pivot from
Improvement retailer in USA. leadership model for more Architecture team to drive roles for innovation in impacting topline and traditional to modern,
autonomy to India leaders organization-wide digital Omnichannel Retail functions building revenue drivers emerging engineering roles
transformation
With 4300+ associates and
capabilities in Technology,
Business Services, Analytics, and
many more areas, Lowe’s India
Emerging Role in Engineering, New to the India Office
drives retail innovation to enhance
omnichannel shopping experiences The Emerging Role of AI Engineering in Enhancing Enterprise AI Maturity
of its 17+Mn customers. As Lowe’s continues to focus on traditional Software and Data Engineering, we are also strategically expanding into AI Engineering, establishing
it as a new job family. This shift is crucial for advancing our enterprise AI maturity by building intelligent products that leverage cutting-edge
technologies. Our Data Engineering efforts have evolved to encompass various domains, including Data Architecture, Data Management, BI
Engineering, and Data Platform Engineering. AI Engineering is now at the forefront, concentrating on the adoption of Generative AI models,
enhancing model performance, and developing tools and frameworks to streamline evaluations and facilitate widespread adoption. To achieve
Industry: Retail this, our teams must be equipped with the necessary skills to effectively evaluate enterprise models, make informed decisions on when and how
to build models, and understand the nuances of fine-tuning them. Additionally, our engineering discipline must focus on optimizing infrastructure
usage to maximize efficiency and support the increased demand for AI-driven solutions. Data Engineering plays a critical role in this
India GCC Headcount: 4300+ transformation by ensuring the availability of high-quality data and knowledge that can drive the development of intelligent products. This
involves structuring data in a way that is easily accessible and usable by data scientists and analysts. Meanwhile, AI engineers are tasked with
Global Year of Inception: 1921 scaling enterprise and open-source models to harness this accumulated knowledge, meeting the rigorous demands of heavy usage scenarios.

Why India
Year of Inception in India: 2014 These roles are spread across the US and India, and we are seeing significant contributions from the teams in India, given the rich GCC and
start-up ecosystem-enabled skills and talent.

India GCC Locations: Bengaluru Conclusion

The engineering excellence delivered from Lowe’s India has evolved over the last 10 years. We have established our global Gen AI Community of
Practice and many emerging engineering roles and teams with niche capabilities continue to be formed every year at Lowe’s.

Source: Lowe’s India 97

 India’s Dominance: High-end Engineering

Providence Global Healthcare Innovation Center (PGC) continues to drive digital

transformation for Providence, transitioning from supporting engineering and technology
operations to advisory and implementation of modern solutions
Contribution to Global
Engineering Capabilities Transformation Initiatives
Cybersecurity
Infrastructure IAM Engineering One EHR (Electronic Health
Cloud Engineering Operations Solution design and implementation Record) Platform
Azure and on-prem infrastructure management Governance, Risk, and Compliance
Network Engineering - Develop and maintain security standards Consolidated 6 EHR systems at
170+-year-old US health system Providence into one EHR in partnership with
Voice and Cloud network management - Manage enterprise IT risks & compliance
Security Operations US teams - one of the biggest digital
Enterprise Platform Engineering
Manage security incidents, perform access and transformation initiatives in US healthcare
Support and modernization
vulnerability management providing centralized records for access to
Service Integration
Industry: Healthcare Clinical application management via endpoints,
Security Architecture all Providence clinicians and nurses
Perform architecture assessment of IT & Clinical
India GCC Headcount: 1,500* virtual apps, etc.
environments (Apps, Platform, and Infrastructure)
One ERP
Supported the implementation of a single
Global Year of Inception: 1859 Oracle ERP Cloud for Providence network
hospitals – the largest Oracle
Year of Inception in India: Feb Clinical Apps & Caregiver Productivity
Core Services implementation in US healthcare
2020, Hyderabad Data Analytics & Intelligence Third-party application operations, modernization,
Data Engineering and rationalization Product Development
Gender: Diversity 37% Data Governance
Interoperability
Interface development, enterprise interoperability Developed Trusana (a whole-person
Headquarters: Renton, WA Advanced Analytics solutions development, etc. digital care platform with self-serve features
Service Engineering
United States Data Sciences – AI/ML Application monitoring, telemetry, troubleshooting,
for patients) in partnership with US teams
Visualization and Experiences advanced analytics MedPearl – a specialty clinical decision
Productivity Solutions platform, built by global teams, in
Platform Support and Operations Custom apps and applications on partnership with clinicians
Low Code/No Code platforms
Cloud-first Infrastructure
Modernization
Evolution of Infrastructure and Cybersecurity Services at PGC Enabled an 8X increase in Cloud
migration velocity through the
Infrastructure development of accelerators
2023 and beyond
Cyber 2022 Advisory & implementation of network
Modern Networks Focus connectivity optimization, storage
2021 Service Engineering Focus
Support 36 service lines infrastructure modernization, and voice
2020 Service Engineering Focus Support 24 service lines
SDWAN, Voice Transformation transformation solutions
Operations Focus Support 12 service lines Extended coverage to 16X7 with DRI model
Support 10 service lines Extended coverage to Enabled ServiceNow for Crisis Management
Datacenter Storage and Network Modernization
Enterprise Information Security
Network Engineering, Cloud 12X7 with DRI model
Engineering - 8x5 Data Engineering team Helped Providence achieve NIST Cyber
Operations ownership Fully owned 24% of services Fully owned 40% of services maturity of 3.3; best in class for healthcare
Mission Control Offer 21 services Offer 25 services
Fully owned 14% of services A 24X7 Cyber Defense Center with
Offer 14 services End-to-end ownership of Security Incubated Biomed and Clinical Network round-the-clock security monitoring, near
Fully owned 12% of services Security
Architecture, Privileged Access Management real-time incident response to potential
Offer 8 services Security Operations 24X7
Engineering excellence through smart Security Product Engineering (data platforms, security threats
Established global IT DR Global vulnerability self-service portals, etc.)
practice artefacts for Secure by Design, Ops, etc.
management from India

Source: Providence India *Including contractors & interns 98

 GCCs and SPs: A Symbiotic Relationship

The Joint Venture Model, exemplified by Tata Technologies and BMW Group’s
partnership, is gaining popularity among GCCs, offering strategic benefits
through shared risks and rewards

Context and Objective:

The BMW Group and Tata Technologies have announced a Joint Venture (JV) to establish an automotive software and IT development
hub in Pune, Bengaluru, and Chennai. The main development and operations activities shall be based in Bengaluru and Pune, while
Chennai will focus on business IT solutions.
Embodying the ethos of ‘engineer in India, for the world,’ the JV will leverage Tata Technologies’ Digital Engineering expertise and talent
pool in India to contribute to the BMW Group’s strategic expansion of software coding capabilities across global IT hubs and 24X7
operations.
The JV will focus on strategic software development, including solutions for software-defined vehicles (SDV). In automotive software, the
focus will be on automated driving, infotainment, and digital services.
In Business IT, the emphasis will be on digitalization and automation of product development, production, and sales.

Phase of GCC – Service Introduction: The JV will commence operations with 100 talented innovators and intends to grow quickly to a four-digit
Provider Partnership number in the following years

Nature of Partnership Joint Venture Model

For BMW Group: Accelerating digital transformation in automotive and business IT, enhancing engineering of premium products, and
Value Proposition for GCC delivering superior digital experiences to customers globally by leveraging Tata Technologies’ domain knowledge and the talent pool in India.
and Service Provider For Tata Technologies: Strengthening competencies in automotive software, SDV, and Digital Engineering by innovating solutions for BMW
Group’s premium vehicles, propelling innovation on a global scale.

Impact / Outcome of the Since the JV’s inception in early 2024, this has leveraged 100 trained Tata Technologies professionals for immediate contributions to
Partnership software projects and is poised to quickly expand to a four-digit workforce in the coming years.

BMW: The JV will help BMW Group with optimized operations through the expansion of international DevOps hubs, leveraging India talent
Key Objectives achieved pool, improve time to market, and optimize costs.
via the Partnership Tata Technologies: Establishes Tata Technologies’ credentials as an automotive software and Digital Engineering service provider and
supports its growth aspirations.

Source: Tata Technologies 99

 GCCs and SPs: A Symbiotic Relationship

Leveraging Service Providers to enhance operational efficiency and product quality

in a cost-effective location

HERE Technologies
Background
HERE Technologies, a global leader in mapping and location services, sought to optimize/improve high costs associated with outsourcing
engineering and map content operations. The company strategically transitioned some functions/operations from Central Europe to more
Through the HERE platform, we cost-effective centers in India, leveraging equivalent skillsets while maintaining operational efficiency and consistent product quality.
provide maps, data, and software that Result
help our customers and partners build Since the primary objective was to achieve cost reduction without compromising operational efficiency or product quality, HERE achieved
better solutions, better services, and a it by transitioning specific engineering and map data functions to India. This move not only benefited HERE but also contributed to the
growth of Geographic Information System and Automotive technology sector in India.
better future, touching use cases from
automated and connected driving to Measured Success FOCUS AREA
supply chain and logistics and APPROACH ACTION
Achieve approximately 11 Mn in savings over the next four years
everything in between. from engineering outsourcing in India (duration 2023-27).
Collaborated with Provided extensive training
Generated 7.5 Mn in savings over the past three years Transition stakeholders to develop a to supplier resources to
HERE Values (2021-2024) through continuous improvement and effective Management
detailed migration plan
ensuring no impact on
accelerate their learning
curve while maintaining
supplier performance management on map content operations. customer deliverables. business continuity.

Increased the engineering headcount of outsourced resources in Onboarded Program Ensured partners could
India from 1% to 22%, building capabilities within our Service Managers and collaborated deliver maximum savings
Be Be Learn Give Win Providers. Strategic with Sourcing, Legal, and
while minimizing disruption
True Bold Fast Back Together Collaboration Suppliers to outline the
most suitable outsourcing and challenges for their
Received a 97.14% supplier satisfaction score for the year 2023 model. operational activities.
for the support and collaborative approach provided by HERE to
its suppliers. Ensured the talent pool
Conducted research and
Industry: Software & Internet 16 innovative ideas delivered by suppliers, evolving process and
Skillset review to confirm the would not compromise
work quality and would
tool capabilities.
Evaluation availability of relevant
align with operational
skillsets at partner location
India GCC Headcount: 3227 in low-cost centers.
needs and business
objectives.
Supplier Quality Performance is consistently above benchmark -
Global Year of Inception: 1985 98.95% average quality score. Matched the required
Analyzed existing skillsets with those
Year of Inception in India: 2009 Conclusion Cost Benefit outsourced engineering available in India. Analyzed
per skillset price variation,
operations to identify
HERE Technologies successfully optimized their operations through an Analysis improvement areas. negotiated on low pricing
and benchmarked for
India GCC Locations: Mumbai, effective outsourcing strategy, contributing to significant cost savings long-term contracts.
and operational efficiency. By transitioning key functions to India, HERE
Bengaluru, Gurugram
not only achieved its business objectives but also played a role in
Continuously monitored Provided ongoing support
enhancing the growth and development of India’s technology sector.
Global Headquarters: Eindhoven, The company's commitment to innovation, continuous improvement, Continuous
transitioned operations,
assessed key metrics, and
to Program Managers and
vendors, ensuring any
The Netherlands and strong supplier partnerships has reinforced its ability to deliver Monitoring conducted regular reviews. issues were promptly
exceptional value to customers while supporting India's economic and addressed.
technological advancement

Source: HERE Technologies India 100

 Expansion of Global Roles in Indian GCCs

Learning and Skill Enhancement strategies implemented at Anko GCC

for talent development, retention, and career growth opportunities

To create a positive work environment, provide opportunities for growth and development, and
Overview Objective offer competitive compensation and benefits. To improve employee satisfaction, reduce turnover,
and increase productivity and performance while aligning to the global cost optimization strategy.

Initiatives/Program Impacts/Outcomes achieved

by the India center
Anko is the GCC for the iconic Australian
Senior Leaders Program: Driven by two focus areas: 1) Aligning personal
brands Kmart, Target, and Anko, to build
values with leadership principles, and 2) Adapting to real-time business
new competitive capabilities and drive challenges. The cohort addressed problem statements specific to Anko GCC,
Leadership
innovation in the ever-changing retail
Programs aiming to enhance organizational culture and improve its image. 15% of the cohort have
landscape. Our team of over 400+ team Emerging Leaders Program: The participants of this program delved into been promoted
members in Bengaluru delivers excellence critical topics such as situational leadership, managing tough conversations,
and transforms the way Australians shop and fostering a growth mindset.
and live.
MySkills is a newly launched program with the purpose of building a highly
Anko is laying the groundwork for the skilled workforce by identifying and addressing skill gaps, retaining top talent,
future of the Retail sector by developing and providing valuable data-driven insights for optimal resource planning. The Forecasted impact:
MySkills- program empowers team members to identify their own skill gaps through
business and technology solutions that Reskilling
- 3% to 5% savings towards
assessments, access targeted training for their current roles, and prepare
have the potential to completely redefine Framework cost of hiring
for their own future career moves. As a result, MySkills enhances job
the industry as we know it today. satisfaction, boosts motivation, and fosters a sense of ownership over - reduction in attrition by 2%
professional development, ultimately driving our collective success.

Industry: Retail
The technical certification benefit at Anko GCC aims at providing support 10% of the headcount
Technical
to team members who look at upskilling in their role and provides them an
Global Year of Inception: 1969 Certification
additional platform towards career growth.
gets certified on various
technical programs
every year
Year of Inception in India: 2018
The Women in Leadership program is built for women team members who
are in their path to career progression as people leaders. It is formulated
India GCC Locations: Bengaluru around three focus areas:
Women in
Building up self-awareness of own and others’ leadership styles in
Leadership
different scenarios
14% of the cohort have
India GCC Headcount: 430 Articulating a point of view assertively and persuasively within teams been promoted
and in global settings
Collaborating effectively within a global matrix environment and
within a global team, by building trust and setting boundaries

Source: Anko India 101

 Indian GCCs: AI-led Transformation

Accelerating Medical Research through AI-Powered Grant Processing

Overview Objective/ AstraZeneca's Medical Education Grants Office (MEGO) leveraged AI-powered solutions to
Context transform its grant processing operations, driving operational efficiency and enabling the team
to focus on strategic decision-making.

AstraZeneca's Medical Education Grants Office (MEGO) AI-Powered Grant Processing

Key Practices for

AstraZeneca is a global, Key AI Solution Developed Impact on Operational Efficiency
Leveraging AI
science-led biopharmaceutical
company that focuses on the Intelligent Document AI-Driven Grant
discovery, development, and Summarization Tool Application Prioritization Streamlined grant processing
commercialization of prescription through automation
medicines in Oncology, Rare Implements AI to score and rank
Diseases, and Biopharmaceuticals, Uses GPT model's grant documentation according Reduced manual time spent on
transformer-based architecture to AZ strategy data consumption
including Cardiovascular, Renal &
Metabolism, and Respiratory &
Reads, comprehends, and Helps identify grants worthy of Improved information
Immunology. The company summarizes large volumes of text in-depth review accessibility
operates in over 100 countries, and
its innovative medicines are used Transforms lengthy grant Aligns grant selection with Enabled MEGO team to focus on
by millions of patients worldwide. applications into concise, medical objectives and AZ strategic decision-making
digestible summaries strategies
Increased efficiency in identifying
Emphasizes interpretability and and prioritizing relevant grant
Industry: Pharmaceuticals Process Optimization
accuracy of generated summaries proposals
Uses Lean methodology in
India GCC Headcount: 3500+ conjunction with AI Enhanced productivity and
implementation throughput
Global Year of Inception: 1999
Reprioritizes workload to
high-value initiatives
Year of Inception in India: 2014
Increases time for outcome
India GCC Locations: Chennai, analysis and innovation
Bengaluru

Source: AstraZeneca India 102

 Indian GCCs: AI-led Transformation

Elevating Customer Experience with the AstraZeneca Sales Assistant (ASA)

AstraZeneca has developed an AI-powered sales assistant to enhance engagement and

Overview Objective/
interactions with healthcare professionals, driving improved customer experience and
Context
operational efficiency.

AstraZeneca Sales Assistant (ASA)

Key AI Solution Impact on Customer Experience

AstraZeneca is a global, Impact on Operational Efficiency
Developed and Engagement
science-led biopharmaceutical
company that focuses on the
AstraZeneca Sales Personalized Engagement
discovery, development, and Assistant (ASA) Streamlines pre-call
commercialization of prescription Incorporates data from preparation process for sales
medicines in Oncology, Rare Chat GPT V3.5-like assistant customer data platform (CDP) representatives
Diseases, and Biopharmaceuticals, using OpenAI technology in a to provide insights on
safe, private, and AZ-specific customer touchpoints and Reduces time spent searching
including Cardiovascular, Renal &
way interactions across multiple source
Metabolism, and Respiratory &
systems
Immunology. The company Allows for more tailored and
Leverages Natural Language
operates in over 100 countries, and Processing (NLP) relevant conversations with Improves decision-making by
its innovative medicines are used healthcare professionals providing quick access to
by millions of patients worldwide. Integrates with Veeva CRM and
(HCPs) validated data
other AstraZeneca data sources
Enhanced HCP Interactions Transforms Veeva CRM from a
Industry: Pharmaceuticals Provides instant information repository into an intelligent
Equips sales representatives partner with bidirectional
access and multilingual
with relevant, up-to-date insights
capabilities
India GCC Headcount: 3500+ information

Enables more informed and

Global Year of Inception: 1999 impactful visits with HCPs

Year of Inception in India: 2014

Improves efficiency and
effectiveness of sales
India GCC Locations: Chennai, interactions
Bengaluru

Source: AstraZeneca India 103

 Indian GCCs: AI-led Transformation

Development of a Generative AI-based solution for property and name document

extraction to reduce costs, optimize time, and enhance document security

Overview Vision To drive significant change using technology that produces the highest level of performance
from the organization.

Generative AI for Property and Name Document Extraction

Property and name documents, such as deeds, mortgages, etc., are essential legal and historical records. These documents contain a wealth of information,
including property ownership, financial transactions, and personal details. Traditionally, extracting information from these documents has been a
time-consuming and labor-intensive process. However, the advent of Generative AI offers a promising solution to automate and accelerate this task.
FNF India Private Limited, located in Problem Statement: The manual extraction of information from property and name documents is inefficient, error-prone and costly. It requires significant
Bengaluru is a wholly-owned human efforts and time, hindering the ability to analyze and leverage the data for various applications such as property valuation, fraud detection,
genealogy research, and legal due diligence.
subsidiary of Fidelity National
Financial, USA (NYSE: FNF) -
headquartered in Jacksonville, Challenges and Outcome and
Florida, and shares the FNF company Solution & Process
Consideration Potential Benefits
values and customer focus.
Leverage Generative AI to develop a robust system capable of Data Quality: The accuracy of Increased Efficiency: Automated the
accurately extracting key information from property and name the extracted information time-consuming process of data
documents. depends on the quality of the extraction by 15-20% and freed up
input documents and the human resources for higher-value
training data. tasks.
Industry: BFSI This system would involve the following steps:
Model Bias: Generative AI Improved Accuracy: Reduced human
• Document Preprocessing
models can be susceptible to error by 50% and inconsistencies in
• Data Annotation biases present in the training data extraction by 10%.
India GCC Headcount: 3740 • Model Development data, which may impact the Enhanced Data Accessibility: Created
• Information Extraction accuracy and fairness of the structured and searchable databases
• Data Enrichment extracted information. from unstructured documents.
Global Year of Inception: 1984 Privacy Concerns: Handling New Insights: Generated valuable
sensitive personal information insights from the extracted data for
Tech Stack:
requires robust data various applications, such as market
Minstrel and Claude: These are large language models protection measures to analysis, risk assessment, and
Year of Inception in India: 2005 (LLMs) developed by OpenAI and Anthropic, respectively. comply with privacy historical research.
They are capable of generating human-quality text, translating regulations.
languages, writing different kinds of creative content, and Cost Reduction: Lowered operational
Document Variety: Property costs by 12%, associated with manual
answering questions in an informative way.
and name documents can data processing.
India GCC Locations: Bengaluru vary widely in format, Scalability: Capacity ramp up and the
FNFI’s interpretation: language, and content, speed to new market has been
Building a custom LLM stack with Minstrel and Claude presenting challenges for accelerated by 2X.
model generalization.

Conclusion: Generative AI holds immense potential for transforming the way we extract information from property and name documents. By
addressing the challenges and carefully considering ethical implications, organizations can leverage this technology to unlock the value hidden
within these documents and drive innovation in various industries.

Source: Fidelity National FInancial India 104

 Indian GCCs: AI-led Transformation

Revolutionized document research, financial analysis, and data extraction, resulting in

increased efficiency and better decision-making for businesses

Overview Objective/ Implemented innovative solutions using AI and Generative AI to increase operational efficiency
Context and enable better decision-making.

M&G
Global Services
Impacts / Outcomes
Initiatives / Programs
achieved by the India center
M&G Global Services is M&G plc's
capability center in India. It serves
SmartDocs (Gen AI-based document research tool) allows Helped Operations Teams consolidate 140
international customers through the teams to ask complex questions about their Business Business Process Management System
M&G Investments and Prudential, Process Manuals (BPMs) without needing to find the exact Documents into 20 high-level documents, saving
offering digital services with document. It provides answers with citations and allows for 250 hours per month and achieving 97% query
easy comparison between documents. resolution effectiveness.
Advanced Analytics and AI. M&G
Global Services supports M&G
plc's growth as a leading UK
savings and investments business,
SmartInsights (Gen AI-based financial research tool) allows Empowering our front-office teams to automate
managing assets worth 332+ Bn users to ask hundreds of questions in one go and receive report generation and research using AI to scan
and serving retail and institutional answers to all of them by connecting to multiple different structured and unstructured data. This increases
clients. data sources behind the scenes, helping prepare curated productivity, saves time, and leads to more efficient
financial reports efficiently. decision-making.

Industry: BFSI
Centrali AI, a Gen AI chatbot with all the cutting-edge Centrali AI chatbot, used by over 1000 employees,
features, handled interactions with 1000+ internal enhanced writing, idea generation, and document
Global Year of Inception: 1931 business users by providing instant and accurate answers
summarization, boosting productivity and creativity.
With robust security controls, Centrali ensures data
about various topics, saving time required to gather and integrity while providing cutting-edge AI capabilities
Year of Inception in India: 2003 curate the data. for various tasks.

India GCC Locations: Mumbai,

Pune
Extract AI tool automatically extracts data from PDF Saved 500+ hours and processed 1000+
documents and formats the data extracted in ready-to-use documents, reducing time and cost for Alternative
templates for business teams, reducing the need for manual Credit, Asset Backed Securities, and Catalyst
data extraction efforts by scouring through thousands of teams.
documents.

Source: M&G Global Services India 105

 Indian GCCs: AI-led Transformation

NICE India GTC is playing a leading role in leveraging Gen AI to innovate for our global
customer base in the Customer Experience and Financial Crime domains

Overview NICE India GTC aims to contribute immensely to NICE’s strategic vision. We especially aim to
Objective leverage the latest technological wave powered by Generative AI to deliver new innovations
rapidly to the marketplace, significantly improving business outcomes for our install base of
25,000 enterprise customers.

Enlighten AI for Contact Centers Narrate AI for Financial Institutions

NICE India GTC is the largest

center of NICE globally, employing Use Case: Use Case:
2500 software engineers. 40% of Deliver exceptional customer experiences through efficient Financial institutions face the challenge of manually drafting
NICE’s global R&D capacity is self-service, proactive supervision, and actionable business complex narratives for Suspicious Activity Reports (SARs) to
based out of India. intelligence. comply with diverse regulatory standards towards
Anti-Money Laundering. This process is time-consuming,
Solution: error-prone, and hinders efficiency.
NICE's AI-powered contact center solution delivers
Industry: Software & Internet exceptional customer experiences while driving operational Solution:
efficiency. Our platform empowers customers with intelligent We have revolutionized SAR narrative generation with
self-service through Enlighten Autopilot, equips agents with Narrate AI. By harnessing the power of Generative AI, our
India GCC Headcount: 2600 AI-driven guidance via Agent Copilot, and provides solution automates the creation of detailed, compliant
supervisors with real-time insights through Supervisor narratives from complex financial data, reducing manual
Copilot. By harnessing the power of natural language effort by 75%. Our AI-driven platform intelligently gathers
Global Year of Inception: 1986 processing, Enlighten Actions automates knowledge creation relevant information and generates tailored narratives that
and operational analytics, enabling data-driven adhere to diverse regulatory requirements. Continuous
Year of Inception in India: 2015 decision-making for Contact Center managers. improvement is ensured through user feedback and
advanced quality metrics.
India GCC Locations: Pune,
Bengaluru
Key Impact / Outcomes Key Impact / Outcomes

Ideation to first 4 Generative AI Ideation to first Multiple live

release in 2 quarters products released release in 3 quarters customers

Multiple live 2 US patents applied ~4 Mn SARs filed in 3 US patents applied

customers from GTC the US in 2022 from GTC

Source: NICE India 106

 Indian GCCs: AI-led Transformation

Amdocs Quality Engineering India driving Generative AI implementation globally

Overview Implementation of Generative AI in Quality Engineering (Testing) to unlock productivity benefits

Objective and improve turnaround time for Amdocs’ global customers.

Impacts / Outcomes
Initiatives / Programs achieved by the India center
Amdocs India is the company’s largest
site globally. With state-of-the-art
facilities in Pune and Gurugram, it is a Define Gen AI use cases and Gen AI champions and upskilling • 18 Gen AI use cases ideated and 8
create tools Champions identified across various Patents filed
strategic hub for Amdocs, delivering Use cases were identified across accounts to create pilots and POCs.
exceptional value to global Telco and the Quality EngineeringLifecycle Training of larger teams on basic Gen • 74% of employees are Gen AI literate
Media players. and specific Gen AI-based platform AI skills such as Prompt Engineering
called brAIn, created by Amdocs through self-service platforms like • 70+ Gen AI champions identified
Our India operations are deeply Quality Engineering R&D team. Amdocs, Udemy and others.
engaged in all elements of the • 10300 KM documents uploaded in Ask
company – products, services, Lisa tool
operations, and corporate functions –
supporting all lines of business and Implementation across accounts • 10,720 defects predicted using Gen AI
Governance tools
geographies. Account-wise milestone plan to
Tracking the implementation of
implement the Gen AI use cases (eg
various use cases across accounts. • 12,210 Regression Test cases predicted
Ask Lisa for Knowledge Management,
Industry: Software and Internet Tracking of Gen AI usage and the using Gen AI tools
TestCase Design, Bill Compare,
resulting productivity gains across
NLP2SQL, AQUA for Defects Triage/
accounts. Runtime Online Dashboard • 400+ unique test scenario designed
India GCC Headcount: Amdocs Regression Prediction per Feature and
to view and track the Gen AI
India has over 40% of overall Defect, Cognitive Workflow for
implementation progress. • 30+ accounts/projects implemented
supervised/unsupervised test cycles.
Amdocs employee headcount GenAI uses cases

• 900+users onboarded on the brAIn

Global Year of Inception: 1982 GenAI Platform
AQE GenAI Tools and Use Cases
• 60GB of knowledge documents
Year of Inception in India: 2004
• Ask Lisa Generate Test cases • Digital Xperience Automation TC generation uploaded on Ask Lisa
• Ask Lisa NLP2SQL, Bill compare • Regression Prediction by feature
• Ask Lisa Knowledge Management • Regression Prediction by defects
India GCC Locations: Pune, • NLP to Autonomous Governance • Defects Triage Prediction
Gurugram • Cognitive Progression Workflow • DeepQE - comprehensive framework designed
• Swagger based Test case generation for API to elevate data analysis and ETL testing.

Source: Amdocs India 107

 Indian GCCs: AI-led Transformation

Swiss Re is shaping the future with innovative technology in advanced solvency

and financial risk management while building cutting-edge digital capabilities
at their India center

Contributing to Swiss Re’s digitalization goals, the Technology Guild within Solvency and
Overview Objective/ Financial Risk Management (SFRM) is a dynamic initiative driving cutting-edge digital
Context capabilities and agile practices. It empowers members to enhance their technological skills,
collaborate, and solve risk management challenge

The SFRM department is a global team of over 120 members. The Tech Guild is a community of tech enthusiasts who
collaborate to use technology in solving risk management problems. The co-lead, based out of Bengaluru, is
Solvency and Financial Risk responsible for overseeing the global initiative.
Management is a
120+-member-strong team today, Outcomes / Impact driven
that monitors and steers the Initiatives in progress
by the India center
financial and non-financial risks
and the solvency ratios of the firm
Assemble a guild of proven digital experts for hands-on Enhanced digital skills with cutting-edge
global projects, exploring cutting-edge technologies and technologies, deepened technical knowledge.
Applied innovative approaches to benefit their teams. Developed applications for efficiency gains and
E.g. Calculate custom VaR impact in R Shiny Dashboard. quicker risk insights
Industry: BFSI

India GCC Headcount: 2200+

Conduct thought leadership projects that address
department-wide technical challenges and provide Development of robust frameworks, technical
Strategic comprehensive guidance reports. guidance papers, that lead to potential cost
Global Year of Inception: 2005 savings, increased collaboration, and
expertise E.g. a) How can SFRM be placed to accommodate Gen AI
broadened technical knowledge base.
or b) Can Time Series data be managed centrally for
Year of Inception in India: 2005 efficiency gains

India GCC Locations: Bengaluru

Host sessions to showcase cutting-edge tech, Effective risk management solutions and skill
Awareness demonstrating innovative solutions to tackle risk development that elevate the department's
management challenges. understanding of innovative technologies.

Source: Swiss Re India 108

 Indian GCCs: AI-led Transformation

Broadridge India’s AI-first strategy boosts innovation, efficiency, and productivity

Broadridge implements AI and Generative AI within its ecosystem using a multi-pronged strategy aimed at enhancing
Overview capabilities, empowering associates, and ensuring data privacy. The key principles guiding this strategy include:
Lead, Learn, and Launch Products.
Empower Business Units (BU) with AI Platforms and Training – This includes a platform-based approach to
empower BUs to aim for faster time-to-market. And tools and forums to promote best practices, standards, and
Objective collaboration.
Tools to improve productivity and efficiency.
Protect Data Privacy and Intellectual Property (IP).
Broadridge is a global Fintech leader Talent development is pivotal in realizing the potential of AI within the GCC ecosystem. The strategy includes
with more than USD 6 Bn in revenue. upskilling associates, regular review of business cases, a strong governance mechanism for identifying the right
We deliver technology-driven investments, cohorts with consultants, AI clinics, and knowledge sharing through frequent team connects.
solutions that drive digital
transformation. To achieve this Initiatives/Solutions
mission, Broadridge India plays a
significant and critical role by driving
AI Platform - Secure AI
the key tenets around Strategy, BroadGPT OpsGPT
Service (SAIS)
Growth, Innovation, and Customer
Experience
Brief: BroadGPT is a web interface Brief: The AI platform serves as a Brief: OpsGPT is a customer-centric
designed for internal associates to centralized technology interface for all application aimed at transforming
securely access large language models internal applications, ensuring operations for users, analysts, and
(LLMs). It is a conversational agent built standardized management of AI-related management teams across the
Industry: Software & Internet
with compliance in mind, connecting changes and security concerns. post-trade lifecycle. It utilizes
safely to multiple LLMs based on use transactions, settlements, and position
Impact: It isolates business units from
cases. data to deliver real-time visibility.
India GCC Headcount: 5200 custom tool development risks, shields
Impact: BroadGPT enhances content BUs from external (LLM API) changes, Impact: The application enhances
creation, translation, technical and provides a secure environment for operational efficiency, reduces manual
Global Year of Inception: 1962 as
assistance, idea generation, and leveraging various LLMs. processing time, and minimizes risks
ADP Brokerage Services Group. associate training. associated with transaction clearing
Spun off as Broadridge Financial Use Case: The Secure AI Service (SAIS)
and settlement.
Use Case: It supports over 15,000 acts as the backbone of the AI platform,
Solutions in 2007
associates in generating compelling facilitating the safe integration of AI Use Case: OpsGPT generates
content for campaigns and social media, technologies across the organization significant productivity improvements
Year of Inception in India: 2007
translating surveys and reports, without dependency on specific for operations teams, enabling them to
providing pair programming assistance, providers. swiftly research and address risks and
India GCC Locations: Hyderabad, and facilitating training initiatives. adapt to regulatory changes while
Bengaluru, Mumbai managing the complexities of the
trading environment.

Source: Broadridge India 109

 Indian GCCs: AI-led Transformation

Anko GCC through its AI capability has enabled a cumulative impact of more than
250M AUD for the Kmart Group AU, over the past 3 years

Overview Anko GCC teams play a significant role in all strategic and transformation initiatives across
the Kmart Group functions

Anko is the GCC for the iconic Australian

brands Kmart, Target, and Anko, to build
new competitive capabilities and drive
innovation in the ever-changing retail
landscape. Our team of over 400+ team
members in Bengaluru delivers excellence
and transforms the way Australians shop
and live.

Anko is laying the groundwork for the

future of the Retail sector by developing
business and technology solutions that
have the potential to completely redefine
the industry as we know it today.

Industry: Retail

Global Year of Inception: 1969

Year of Inception in India: 2018

India GCC Locations: Bengaluru

India GCC Headcount: 430

Source: Anko India 110

 Indian GCCs: AI-led Transformation

Providence India’s hybrid COE drives AI innovation, prioritizing patient safety,

reducing workforce burnout, and enhancing care

Industry: Healthcare Providence India’s approach to the use of AI tools, via a hybrid Center of Excellence model, is methodical
India GCC Headcount: 1,500* and measured. The safety and security of our patients and their data is our top priority. Our transformation
strategy – Simplify, Modernize, Innovate – has significantly accelerated and deepened our digital
Global Year of Inception: 1859 capabilities in Data, Cybersecurity, and Cloud, allowing the organization to rapidly validate and implement
Year of Inception in India: Feb AI and Generative AI solutions – both built in-house or with our strategic partners such as Microsoft, Oracle,
2020, Hyderabad Epic, and others. Global teams at Providence are focused on integrating AI where it matters the most: to
170+-year-old US health system
reduce workforce burnout and ease administrative burden, improve the speed of delivery and quality of
Gender: Diversity 37% care, monitor health system performance, and elevate patient experience. The COE design aims to
Headquarters: Renton, WA promote AI-based best practices and accelerators to guide investments, and curate impactful Gen AI use
cases across enterprises.
United States

*Including contractors & interns

Source: Providence India 111

 Indian GCCs: AI-led Transformation

Unlocking AI/Gen AI capabilities via an innovation tool for faster business insight
using real data and seamless Gen AI integration for applications

Overview Implemented innovative solutions using AI and Generative AI to increase operational

Objective efficiency and enable better decision-making

M&G
Global Services

Initiatives / Programs Impacts / Outcomes achieved

by the India center
M&G Global Services is M&G plc's
capability center in India. It serves
international customers through
M&G Investments and Prudential, Dynamic Data Labs: A cutting-edge DDL helps bring analytical ideas to life
offering digital services with innovation hub where data scientists and assess their business value in
Advanced Analytics and AI. M&G and analysts can harness the power record time. The solution leverages real
Global Services supports M&G of AI and Gen AI to fine-tune their data to help us evaluate the ideas, even
plc's growth as a leading UK models using real production data. before they are production-ready.
savings and investments business, This private space allows for
managing assets worth 332+ Bn exhaustive iteration and testing,
and serving retail and institutional ensuring that only the most accurate
clients. results make it to production.

Industry: BFSI
Hydra Gen AI: A Gen AI solution that A Salesforce CRM application changed
Global Year of Inception: 1931 enables organizations to harness email writing process from
the power of OpenAI while template-based to Gen AI-based
Year of Inception in India: 2003 maintaining compliance with AI (completion model) using Hydra Gen AI.
governance standards with robust This improved the quality of emails in
India GCC Locations: Mumbai, security and audit controls. terms of relevance and context, with a
Pune Seamlessly integrates with various volume of 100K emails per year.
applications and empowers your
organization to drive efficiency and
unlock new insights.

Source: M&G Global Services India 112

 Allied Impact of GCCs

Natixis Bangalore’s DE&I Blueprint – Early focus for seamless scaling

and sustained success

Natixis Bangalore’s commitment to diversity, equity, and inclusion (DE&I) shapes the organization’s ethos. Inclusion and
Overview well-being are at the core of our offering as we scale towards sustained success. Well Gold Certification for providing a healthy
and productive workplace, all genders inclusive EAP with medical consultation, and hybrid work policy support our employees’
well-being in a strong way.

Objective: To strengthen our commitment to DE&I by going beyond the norms, with a 360-degree approach
encompassing LGBT+, PwD, and Mental Health inclusion at its core.
Natixis Global Services (India)
Private Limited (Natixis Bangalore)
is a non-regulated, wholly-owned
subsidiary of Natixis SA, delivering
services to Natixis APAC and
beyond. As Natixis’ center of
expertise in India, for investment
banking operations and technology,
Natixis Bangalore contributes to the
organization’s strategy and
promotes the agility of the
enterprise through innovative
technological solutions aimed at
enhancing client experience,
operational efficiency, and
resilience.

Global Year of Inception: 2006

Year of Inception in India: 2021

Mental Health First
Transgender staff Employee
India GCC Locations: Bengaluru as part of the 2.5% Aiders constituting
of the extended 60%+ engagement 90%+
overall workforce score of
leadership team

Source: Natixis India 113

APPENDIX

114
METHODOLOGY

This report has been co-developed by nasscom and Zinnov through a comprehensive study to understand the GCC Landscape in India.
This report analyzes the following:

•Indiaʼs potential as a global GCC hub that is consistently attractive for MNCs.
•The current scenario and emerging trends that define the Indian GCC ecosystem.
•The role played by enablers such as academia, start-ups, government policies, and service providers in strengthening the ecosystem.

Data Aggregation Interviews / Discussions

Zinnov Data
200+ Interviews with industry-wide GCC experts
nasscom Data

Approach

� Proprietary Databases: Proprietary knowledge repositories of Zinnov and nasscom

� Primary Research: Includes primary interviews with industry leaders, CXOs across the GCC ecosystem
� Secondary Research: Includes company reports, analyst reports, expert commentary, news announcements
� SME Network: Includes connects with industry veterans, advisors, partners, etc.

Process

Data Discovery Research Analysis Outcomes

115
CONTRIBUTORS

SANGEETA GUPTA SRIKANTH SRINIVASAN ACHYUTA GHOSH NIRMALA BALAKRISHNAN VANDHNA BABU
SENIOR VICE PRESIDENT & VICE PRESIDENT AND SENIOR DIRECTOR AND DEPUTY DIRECTOR, SENIOR MANAGER -
CHIEF STRATEGY OFFICER HEAD, MEMBERSHIP AND HEAD - INSIGHTS RESEARCH INSIGHTS
NASSCOM OUTREACH, GCC AND BPM NASSCOM NASSCOM NASSCOM
NASSCOM

NITIKA GOEL NAMITA ADAVI BISWA PRATEEM DAS ANIMESH KUMAR JAIN VARUN K R AITHAL SUPRATIM PAUL
CMO & MANAGING PARTNER ENGAGEMENT MANAGER PROJECT LEAD CONSULTANT SENIOR ANALYST
PARTNER ZINNOV ZINNOV ZINNOV ZINNOV ZINNOV
ZINNOV

116
LIST OF DEFINITIONS (1/2)

Acronym Expansion

Architect Intensity The ratio of the number of architects in India to the total number of architects globally in that organization

Business Process Management (BPM) is a discipline that uses various methods to discover, model, analyze, measure, improve, and optimize
business processes. A business process coordinates the behavior of people, systems, information, and things to produce business
BPM
outcomes in support of a business strategy. It consists of HR Offshoring, Finance & Accounting Process, Procurement and Logistics,
Marketing & Operations, Technical Support, and Knowledge-based Services.

A COE is an enabling group which works across various Business Units (BU) or across various product lines within a BU of an MNC, that
has leading-edge knowledge and competency in a specific area of interest/technology. The Indian GCC in its entirety would not come
COE
under the definition of a COE; rather a COE would be a specific technology team within the India center. A COE is usually composed of
subject matter experts and professionals who possess a comprehensive understanding of the domain.

CAGR Compound annual growth rate, or CAGR, is the mean annual growth rate over a specified period of time, longer than one year.

Digital Technology includes AI/ML, Big Data Analytics, IOT, Cloud Computing, Web & Mobile Development, Cybersecurity, IA/RPA, Blockchain, AR/VR,
Digital Technology
3D Printing, etc.

Engineering, Research & Development includes any activity that covers development, augmentation or optimization of products/services of an organization.
ER&D Further, it comprises of any support activities related to manufacturing, engineering, project engineering, MRO, regulatory services, etc. It also consists of
Software Product Development, Embedded Services, and Mechanical Engineering Services.

Global Capability Centers (GCCs) are offshore services units established by Multinational Corporations (MNCs) to perform strategic functions, leveraging
GCC knowledge-based talent, cost and operational efficiencies. GCCs encompass the Technology, Engineering, and Operations functions, including Shared
Services Centers of MNCs in India.

Global 500 The Global 500 is Fortune’s annual list that ranks the world's top 500 corporations, measured by revenue.

Global 2000 The Global 2000 is Forbes’ annual list that ranks the largest companies worldwide by sales, profits, assets, and market value.

Global Business Services is a unique construct in which multiple Shared Services functions are co-located in the same entity with the aim of delivering high
Global Business Services
value outcomes for the parent organizations. The GBS extensively leverages data, automation, and technology as key enablers to deliver high value for their
(GBS)
global counterparts.

Source: Zinnov Research and Analysis 117

LIST OF DEFINITIONS (2/2)

Acronym Expansion

Global Roles within GCCs entail responsibilities that span multiple regions or countries, rather than being confined to a specific geography. These positions
require individuals to take ownership of the design, strategy, and outcomes for teams and stakeholders across various geographies. In addition to
Global Roles
overseeing global charters and teams, global leaders often also have P&L (Profit and Loss) responsibilities. These roles can be focused on R&D,
engineering, or other functional areas.

GCC Performance refers to the capability of a GCC to achieve its strategic goals and deliver outcomes. It includes factors such as financial performance,
GCC Performance
customer satisfaction, quality, and efficiency.

IT services refer to the application of business and technical expertise to enable organizations in the creation, management and optimization of, or access
IT to, information and business processes. It consists of Application Development and Maintenance, IT Consulting, System Integration Services, and
Infrastructure Management Services.

These GCCs are accountable for end-to-end ownership of Processes and Portfolios from India. The Portfolio Hub is responsible for the design and
Portfolio Hub
development of applications or products. In India, such hubs may also have end-to-end ownership of horizontal competencies.

Product Management
The ratio of the number of product managers in India to the total number of product managers globally in that organization.
Intensity

The practice of transferring employees from one organization to another, typically during a merger, acquisition, or outsourcing arrangement. In this
Rebadging process, employees retain their roles and responsibilities but are officially moved into the employment of a different company, often with a new
branding or organizational identity.

Scalability Scalability is defined as the capability of a country/ecosystem/organization to hire or deploy people effectively in response to an increasing or expanding workload.

Shared Services is the consolidation of business operations that are used by multiple parts of the same organization. It is cost-efficient as back-office operations,
Shared Services
used by multiple divisions of the same company, and are centralized, eliminating redundancy.

Service Providers are companies or individuals that offer specialized services to businesses or consumers, such as IT support, telecommunications, consulting,
Service Providers
financial services, or cloud computing.

Tier-I Tier-I includes cities such as NCR, Mumbai, Pune, Bengaluru, Chennai, Hyderabad.

Tier-II and Tier-III cities include locations such as Ahmedabad, Vadodara, Thiruvananthapuram, Chandigarh, Jaipur, Coimbatore, Kochi, Nagpur, Mysuru,
Tier-II & Tier-III
Mangaluru, Madurai, Kanpur, Indore, Visakhapatnam, Goa, etc.

These GCCs play a pivotal role in the global organization’s strategy, from conceptualization to decision-making and delivery. They spearhead transformation
Transformation Hub
initiatives, manage global change projects, and directly impact the organization's top-line and bottom-line.

Unicorn A Unicorn is a privately-held start-up with a valuation exceeding USD 1 Billion or more.

Source: Zinnov Research and Analysis 118

LIST OF ABBREVIATIONS (1/5)

Acronym Expansion Acronym Expansion

A/c Account Bn Billion

ADAS Advanced Driver Assistance Systems BOT Build-Operate-Transfer

ADM Application Development and Management BOTT Build, Operate, Transfer, Transform

AI Artificial Intelligence BPM Business Process Management

AI/ML Artificial Intelligence/Machine Learning BPMs Business Process Manuals

AIOps Artificial Intelligence Operations BPO Business Process Outsourcing

APAC Asia Pacific BU Business Unit

API Application Programming Interface CAGR Compound Annual Growth Rate

App Application CDO Chief Digital Officer

Apps Applications CEO Chief Executive Officer

AQE Amdocs Quality Engineering CFO Chief Financial Officer

AR Augumented Reality CHRO Chief Human Resources Officer

AU Actimize University CI/CD Continuous Integration/Continuous Delivery

AWS Amazon Web Servces CIO Chief Information Officer

AZ AstraZeneca COE Center of Excellence

BFSI Banking, Financial Services, and Insurance COO Chief Operations Officer

Source: Zinnov Research and Analysis 119

LIST OF ABBREVIATIONS (2/5)

Acronym Expansion Acronym Expansion

CRM Customer Relationship Management EVP Employee Value Proposition

CTO Chief Technology Officer FI Financial Institution

DDL Dynamic Data Labs FinOps Financial Operations

DEI Diversity, Equity and Inclusion FNF Fidelity National Financial

DevOps Developer Operations FTE Full-time Employee

DRI DRI Model FY Financial Year

E2E End-to-End GB Gigabytes

EHR Electronic Health Records GBS Global Business Services

EMEA Europe, the Middle East, and Africa GCC Global Capability Center

EMEIA Europe, the Middle East, India, and Africa GCOE Global Center of Excellence

Engg. Engineering GCP Google Cloud Platform

Engr. Engineer GDS Global Delivery Center

EPFO Employees’ Provident Fund Organisation GDS Global Delivery Services

ER&D Engineering, Research & Development Gen AI Generative AI/Generative Artificial Intelligence

ESG Environmental, Social, and Governance GHG Center of Excellence

ETL Extract, Transform, and Load GIC Global In-house Center

Source: Zinnov Research and Analysis 120

LIST OF ABBREVIATIONS (3/5)

Acronym Expansion Acronym Expansion

GM General Managers IOT Internet of Things

GPM Group Product Manager IP Intellectual Property

GPT Generative Pre-trained Transformers IT Information Technology

GTC Global Technology Center ITeS/ITES Information Technology-enabled Services

HC Headcount JV Joint Venture

HCP Healthcare Professionals KM Knowledge Management

HMI Human Machine Interface KPI Key Performance Indicators

HQ Headquarters KPO Knowledge Process Outsourcing

HRBP Human Resources Business Partner L&D Learning & Development

HRMS Human Resources Management System LEED Leadership in Energy and Environmental Design

IAI Institute of Actuaries of India LGBTQ+ Lesbian, Gay, Bisexual, Transgender, Queer

The Institute of Environment and Recreation

IERM LLM Large Language Model
Management

IFoA Institute and Faculty of Actuaries MD Managing Director

IIM Indian Institute of Management MEGO Medical Education Grants Office

IIT Indian Institute of Technology Mgmt. Management

Intl International Mil./Mn Million

Source: Zinnov Research and Analysis 121

LIST OF ABBREVIATIONS (4/5)

Acronym Expansion Acronym Expansion

MNC Multi-national Companies RPA Robotic Process Automation

MVP Most Valuable Product SAIS Secure AI Service

NIST National Institute of Standards and Technology SARs Suspicious Activity Report

NLP Natural Language Processing SCM Supply Chain Management

ODC Offshore Development Center SDH Shareholder Disclosure Hub

Org. Organization SDV Software Defined Vehicles

OS Operating Systems SDWAN Software Defined Wide Area Network

P&C Re Property & Casualty Reinsurance ServiceOps Service Operations

PDF Portable Document Format SFRM Solvency and Financial Risk Management

PLM Product Lifecycle Management SLM Small Language Model

QA Quality Assurance SME Subject Matter Expert

QE Quality Engineering SP Service Providers

R&D Research & Development STEM Science, Technology, Engineering, Mathematics

R&R Rewards & Recognition SWE Software Engineering

RAN Radio Access Networks TL Thought Leadership

RCM Revenue Cycle Management UK The United Kingdom

Source: Zinnov Research and Analysis 122

LIST OF ABBREVIATIONS (5/5)

Acronym Expansion

USA / US The United States of America

USD United States Dollars (currency)

UV Ultraviolet

UWA Underwriting Advisory

UX/UI User Experience/User Interface

VR Virtual Reality

VS Victoria’s Secret

WA Washington

WiFi/Wi-Fi Wireless Fidelity

XR Extended Reality

Source: Zinnov Research and Analysis 123

nasscom represents the voice of the $250 billion+ technology industry in India with the
vision to establish the nation as the world’s leading technology ecosystem. Boasting a
diverse and influential community of over 3000 member companies our network spans the
entire spectrum of the industry from DeepTech and AI start-ups to multinationals and from
products to services, Global Capability Centres to Engineering firms. Guided by our vision,
our strategic imperatives are to accelerate skilling at scale for future-ready talent,
strengthen the innovation quotient across industry verticals, create new market
opportunities - both international and domestic, drive policy advocacy to advance
innovation and ease of doing business, and build the industry narrative with a focus on
Trust, and Innovation. And, in everything we do, we will continue to champion the need for
diversity and equal opportunity.

nasscom Insights is the in-house research and analytics arm of nasscom generating
insights and driving thought leadership for today’s business leaders and entrepreneurs to
strengthen India’s position as a hub for digital technologies and innovation.

Address: Plot no. 7 to 10, Sector 126, Noida- 201303, India

Phone: +91-120-4990111
Email: [email protected]
Web: www.nasscom.in, community.nasscom.in
Founded in 2002, Zinnov is a leading global management consulting and strategy advisory
firm, with a presence in 10 global locations including New York, Seattle, Santa Clara,
Houston, Paris, Gurgaon, Bangalore, Hyderabad, and Pune. In the last 22 years, Zinnov has
worked closely with Global Enterprises and Fortune 2000 companies across their value
creation journeys and helped them develop actionable insights – across revenue, talent,
innovation, scale, and optimization. With core expertise in Product Engineering, Digital
Transformation, Innovation, and Outsourcing Advisory, Zinnov enables companies to
develop and optimize a global engineering footprint through center setups, and technology
and functional Centers of Excellence (COEs), portfolio optimization, partnerships, and
real-time data and insights – through its unique GCC Accelerator Platform (GAP) offering.
This multi-lever approach helps Zinnov’s customers be a part of an immersive and highly
networked model, enabling them to achieve higher R&D efficiencies, innovation, and
productivity. The company’s expertise also extends to advising global PE firms in asset
shortlisting and target evaluation, due diligence, and value creation, especially for their
portfolio companies through a globalization lens.

With its team of experienced consultants, subject matter experts, and research
professionals, Zinnov works with global industry bodies to identify business and
technology trends, and also serves clients from across multiple industry verticals including
Enterprise Software, BFSI, Healthcare, Automotive, Retail, and Telecom in the US, Europe,
Japan, and India across their digital transformation and innovation journeys.

For more information, drop us a note at [email protected] or visit http://zinnov.com

*All data is as of March 2024