Once seen as cost arbitrage hubs, Global Capability Centres (GCCs) are now taking on more strategic roles within large enterprises, the success of which hinges on the talent they attract, develop, and retain. Today’s GCCs are not only expected to deliver operational efficiency but also to become a partner in innovation and leadership. They are considered strategic in building future-ready teams that can evolve with changing business needs.
But this transformation doesn't happen overnight. It’s a cultural and capability reset that prompts GCCs to rethink how they view and invest in talent—not just as a workforce, but as a critical lever for long-term growth. Many organisations in the industry have already seen the cracks in traditional models. They have come to realise that having a pool of talent doesn't guarantee success. There's often a disconnect between existing capabilities and what’s actually needed for tomorrow’s roles. The pace of change, especially in areas like AI, data analytics, cybersecurity, and cloud computing, means that even top talent can quickly fall behind if continuous upskilling isn’t built into the system.
That’s where talent transformation steps in. It’s not just about hiring smarter. It’s about helping employees adapt faster by shifting from role-based learning to skills-based learning. Instead of training someone only for the job they’re in, forward-looking GCCs focus on building transferable skills that can be applied across roles and functions. This not only improves adaptability but also futureproofs the workforce.
To do this effectively, GCCs are now tapping into intelligent skill frameworks that go beyond static job descriptions. These frameworks map out which skills will be needed in the near future and help identify where the current gaps lie. Some organisations are using digital platforms to track employee skills in real time and match them with the evolving needs of the business. This enables targeted development plans and more strategic workforce planning.
In addition, GCCs are also moving away from a one-size-fits-all learning approach. Their focus is shifting toward personalised learning journeys that are tailored to individual growth paths. Whether it’s through modular learning, micro-certifications, or on-the-job mentoring, the aim is to keep employees engaged and continuously developing. The idea is to treat learning not as an event, but as a habit. This allows for constant upskilling, which in turn promotes internal talent mobility. Rather than looking outward to fill skill gaps, many GCCs are now encouraging lateral movement within teams or departments. This approach not only saves on hiring costs but also gives employees broader exposure, which builds agility and loyalty. With AI-enabled platforms, internal talent matching has become easier and more data-driven, making career transitions smoother and more aligned with business goals.
However, this doesn't mean that external recruitment has vanished. In fact, leading GCCs are increasingly embracing partnerships with academic institutions, edtech platforms, and niche skilling providers to accelerate talent transformation and respond faster to skills disruptions, keeping their workforce aligned with global trends.
Having said that, all these efforts require a supportive culture—one that encourages experimentation, learning from failure, and taking ownership of growth. Leaders in GCCs are therefore now expected to champion learning, not just approve training budgets. And they must do so while managing the pressures of performance and delivery. They also need to change their approach to performance management. Many leaders have already put a pause on traditional appraisal methods and have started giving ongoing feedback, delivering project-based assessments, and tracking progress against learning goals.
In the end, building future-ready talent in GCCs isn’t just about introducing new tools or launching upskilling programmes—it’s about cultivating a mindset that places learning, agility, and growth at the centre of how the organisation operates. This shift must be embedded at every level, from leadership to line functions, so that talent is no longer seen as an operational necessity, but as a strategic asset that fuels long-term innovation, adaptability, and resilience. Talent must be seen as both the enabler and differentiator.
how Infosys BPM can help
Infosys BPM’s GCC services help enterprises build and scale future-ready Global Capability Centres through flexible models like Build-Operate-Transfer, Joint Venture, and Assisted Build. From finding the right talent to setting up operations, Infosys BPM supports every step with proven frameworks and local expertise. Whether a business wants full ownership from day one or prefers a phased handover, it offers options that reduce risk and speed up execution. With 100+ active engagements and 30+ full setups across industries, Infosys BPM brings practical experience to the table—helping organisations create GCCs that are efficient, adaptable, and aligned with their long-term goals.
