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I bring 30 years of consulting and strategic delivery experience with striking CXO level…
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Arindam Sen
From launching “GCC-as-a-Service” models to creating senior leadership roles dedicated to the mandate, the IT industry is betting big on what could become a $100B opportunity by 2030. Even mid-sized players are carving niches, making this one of the most important structural shifts in the IT–GCC story. I spoke with Beena Parmar at The Economic Times about how the GCC opportunity is driving IT firms from implementers to co-creators of enterprise strategy. Tarannum Khan Sayan Banerjee Ranjan Biswas Vijay Shankar Kunal Ghatak Read the complete story here: https://lnkd.in/gD3_G_cn #GlobalCapabilityCenters #ITservices #IndiaGrowthStory
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Mathew Thomas
Inside Siemens Digital Industries Software’ India Strategy: From Rocket Science to Rural Lending. Siemens Digital Industries Software showcased how Indian innovators—from aerospace disruptors to microfinance leaders—are leveraging digital twins, low-code, and AI to transform complexity into a competitive edge. #India is not just a market, but a capability hub. India as not only a growth region but also the testbed for transformation. "We are defining and delivering the digital future here." Read the Dataquest article here #digital twin
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Supriya Sethi (She/Her/Hers)
India’s GCCs: The Uncomfortable Truth: Innovation Engine or Back-Office Mirage? Global Capability Centres (GCCs) are one of India’s biggest success stories. With over 1,900+ centres and 65% of Fortune 500 firms having a footprint here, GCCs are powering everything from AI to BFSI innovation. But here’s the uncomfortable truth: too many still risk being seen as “back offices with a shiny label.” Let’s separate signal from noise. ✅ What’s Working: 1- Strong cost advantage & operational efficiency remain magnets 2- Access to world-class digital & AI talent, scaling at speed 3- India leads globally in BFSI and enterprise-tech GCC setups ⚠️ What’s Holding Us Back: 1- Many centres remain execution hubs, not innovation engines 2- Attrition and leadership churn dilute momentum 3- Limited P&L accountability → little ownership of global outcomes 4- Rising costs eroding traditional arbitrage advantage 5- Heavy BFSI/tech dependence → weak diversification into deeptech, manufacturing, or new sectors 6- Still too often seen as isolated hubs, not global braintrusts Why This Matters: 1- Emerging hubs like Vietnam, Poland & Mexico are challenging India’s cost-first story 2- Talent fatigue is real—next-gen leaders want purpose and impact 3- Perception risk: If GCCs stay “delivery centres,” global HQs could pivot away What Needs to Change: 1- Move from cost → value: revenue, IP, and market impact 2- Upskill in AI, ML, product engineering & deeptech 3- Integrate GCC leadership into global enterprise strategy 4- Balance cost & innovation by expanding into Tier-2/3 cities 5- Build leaders who own P&L, create IP, and drive global growth Bottom Line: If GCCs don’t break free from the back-office trap, they risk becoming “BPO 2.0.” But for those who innovate, own outcomes, and create enterprise value India will remain the epicenter of global capability in 2030. What’s your take: Are India’s GCCs truly future-ready or at risk of irrelevance? #GCC #IndiaTech #Innovation #Leadership #DigitalTransformation #AI #FutureOfWork #EnterpriseStrategy
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