India’s GCCs are developing products, building AI capabilities, solving complex business problems and increasingly participating in global decision-making. However, as the nature of their contribution changes, we see an important question emerging: “Where does the value created by the GCC actually reside?”

Innovation does not end when an idea is created. It has to be developed, governed, scaled and connected to the enterprise. Yet many GCCs continue to operate within structures designed around delivery rather than ownership, creating a gap between the innovation they produce and the enterprise value they are able to build from it.

For GCC leaders, the question is therefore bigger than who owns an innovation legally.

1. What should the GCC own?
2. What should it influence?
3. Which decisions should sit in India?
4. How should its mandate evolve as the value it creates increases?'

P.R GLOlinks adds value

We look at the GCC as part of the wider enterprise architecture. Connecting its mandate, sourcing model, processes, technology, data, governance and people to the value the organisation expects the centre to create. We consider these as the interconnected elements of the architecture that define a GCC

For existing GCCs, this approach also helps examine whether the current mandate and governance still reflect the value the centre is already creating and whether the organisation has the clarity, decision rights and capabilities required to capture and scale that value.

To understand why the difference between a GCC that innovates and one that creates enterprise value lies in how deliberately it has been designed to own, scale and compound what it creates, read the blog

For teams navigating the next stage of global capability building, read our insights in the GCC Series