Global Capability Centres (GCCs) have moved beyond being cost-saving back-office operations and now play a pivotal role in shaping business outcomes as strategic powerhouses. With this evolution, the need for a shift in leadership models also arises. The current GCC leadership isn’t just about task management — it’s about fostering innovation, retaining high performers, and delivering real strategic impact. According to a report, more than 60% of GCCs are now expected to play key roles in strategic initiatives beyond traditional operational efficiency.
the need for strategic GCC leadership
With rapid shifts in business, traditional leadership models fall short. Leaders of evolving GCCs now shoulder bigger responsibilities in areas like data analytics, R&D, digital transformation, supply chain management, and product development.
The current interconnected business environment demands global perspectives, and GCC leadership requires navigating complex regulatory frameworks, balancing global and local priorities, and leveraging emerging technologies. Without this, GCCs will be at risk of limiting their potential to contribute to overall enterprise growth.
key competencies for modern GCC leaders
For GCCs to thrive, they need a leadership that is a blend of interpersonal skills, business knowledge, and technical knowledge.
- Technology and innovation focus: Modern GCCs rely on automation, analytics and artificial intelligence to improve operational efficiency and decision-making. Leaders must be well-versed in these initiatives.
- Soft skills: GCC leaders need to manage teams across geographies, and they must champion emotional intelligence, cross-cultural collaboration, and strong communication.
- Talent management: A continuous mentorship, development, and retention of high-performing teams is essential for GCC talent leadership figures.
- Business acumen: GCC leaders must understand business strategies, risk management, and financial insights to make informed decisions.
- Cost optimisation and operational excellence: Beyond just cost-cutting, the leadership’s goal is to drive value through agile workflows and continuous process improvements.
transforming from operational heads to strategic partners
GCC leaders once functioned mainly as site managers, focused on operations without formal roles in the wider enterprise. They worked with limited guidance from headquarters and often had to define their own responsibilities.
Now that the times are changing, organisations seek leaders with deep technical and functional expertise who can influence business strategies. GCC leaders today bring more than operational efficiency; they also manage global complexities, ensure regulatory compliance, and drive process improvements. By working closely with headquarters, GCC leaders are shaping business priorities and strengthening their role as strategic partners.
According to a report, roles in GCC leadership increased from 1200 in 2019 to more than 6000 in 2024, with a growth rate of nearly 40% CAGR. This rise underscores the increasing demand for GCC leadership transformation.
future-ready GCC leadership: impact, agility, resilience
The business environment in the future will be complex and volatile. By 2027, over 60% GCCs across the globe will be able to manage full digital portfolios, demanding GCC leadership that excels across cultures, time zones and technologies.
Tomorrow’s GCC leadership will be:
- Digitally proficient
- Architects of learning cultures
- Intentionally inclusive
- Focused on outcomes over tasks
- Agile under uncertainty
GCC talent leaders will be central to shaping the next generation of leadership, as the model increasingly values digital skills, strategic vision, and the ability to manage talent effectively.
overcoming challenges in GCC leadership transformation
Transitioning into strategic GCC leadership won’t come without challenges. From skill gaps to cultural differences, organisations must address the following challenges systematically to achieve effective adoption and sustained impact:
- Maintaining stakeholder engagement
- Operational disruption risks
- Skills and expertise gap
- Cultural differences across regions
- Resistance to change
building strategic GCC leaders with Infosys BPM
To maximise the value of Global Capability Centres, the evolution of GCC leadership is essential. Organisations can transform GCCs from operational hubs to innovative powerhouses by focusing on talent-driven leadership. Strong GCC leadership ensures optimal operational efficiency, retention rates, and alignment with global business objectives. This, at the time, necessitates the demand from the current CHRO teams to focus more on questions and update traditional leadership approaches, build innovation-ready mindsets, foster cultural adaptability, and prioritise leadership evolution as a core business strategy.
Infosys BPM helps businesses to design, build, and transform next-generation Global Capability Centres through proven and end-to-end frameworks. Our flexible GCC services assist you with implementing custom GCC risk management strategies, building leadership to tackle complexities, navigating risks, and unlocking the full potential of your global operations.
