EOR Insights | Structural Paradox of GCC

May 15, 2026

India’s GCC ecosystem is growing at an unprecedented scale. but performance concentration remains surprisingly low. With 1,700+ GCCs operational today (NASSCOM) and only ~8% classified as top performers (BCG), a deeper structural issue is emerging. GCCs are increasingly staffed for capability ownership while still being designed for execution delivery. The result?

Escalating cost structures
Under-leveraged talent
Weak enterprise value articulation

So, the real challenge appears to be not talent availability but an architectural clarity.

Why is the architecture unclear?
Why are only 8% of GCC top performers despite India’s ecosystem scaling rapidly?
What drives escalating costs and under-leveraged talent in GCCs?
Why do most GCCs plateau in outcomes after initial setup?
How should GCCs evolve from cost arbitrage (1.0) to enterprise ownership (3.0)?
Why do current evaluation frameworks misrepresent GCC performance ?

We've answered these and more questions in the post:

The GCC Paradox – Scale Without Differentiation and

India's IT Attrition Story

With over 20 years of experience across India, Asia and the UK, we partner with organizations to build Global Capability Centers (GCCs), facilitate global expansion and drive enterprise transformation. Our strength lies in combining deep functional expertise, technology-led innovation, ethical business practices and a commitment to delivering only what we can truly execute.

From GCC setup and talent strategy to AI-led transformation and operational excellence, we enable businesses navigate complex global challenges with scalable, sustainable and outcome-driven solutions that generate long-term enterprise value.