GCC boom in India supports expanding global leadership roles, industry leaders say

The growth of GCCs in India has led to creation of leadership roles in India, giving upcoming tech talent in the country opportunities for an enriching career. Global Capability Centres (GCC) in India are fast becoming new hubs for the best of technology talent in the country. This phenomenon is

May 24, 2025 - 08:50

GCC boom in India supports expanding global leadership roles, industry leaders say

Global Capability Centres (GCC) in India are fast becoming new hubs for the best of technology talent in the country. This phenomenon is unlikely to slow down anytime soon, since these centres offer a meaningful career path, given that more leadership roles are now based in India.

At the recently held DevSparks 2025, YourStory’s flagship event for the developer community, during a panel discussion titled ‘From developer to decision-maker: How GCCs fast-track tech careers’, industry leaders delved into the role and impact of these centres. The panellists were clear that these centres have much to offer for those looking for an enriching career.

Surendra Bashani, Head of BBY India, Best Buy, said that of late, GCCs in India are participating in strategic planning for the parent companies, which has resulted in numerous leadership roles based out of the country.

He said, “Today, it is about innovation impact and no longer about just execution. GCCs are strategic assets that are driving some of the most important work for these global companies.”

DevSparks-gcc — (From Left): Ashutosh Dabral, MD - India and CPO Marketplace Platforms, Falabella, Manu Dhir, General Manager - India, StoneX Group Inc, Surendra Bashani, Head of Best Buy India and Neil D’Silva, Managing Director, ANSR

Neil D'Silva, Managing Director, ANSR, who moderated the session, said there were about 5,000 global leadership roles within the GCC ecosystem based out of India, and this is expected to touch 30,000 over the next five years.

Today, GCCs are not just centres that execute specific tasks offsite, but have evolved into destinations for deep technology work, with the quotient of innovation spearheading it. Now, a combination of talent and technology is giving this country an edge over the rest.

Ashutosh Dabral, MD - India and CPO Marketplace Platforms, Falabella, said the availability of talent is a big draw for global companies to set up their GCCs in India. However, this also means that companies have a careful hiring strategy, but this talent is later given a lot of autonomy in the areas they function, along with mentoring, which grooms them into leadership roles.

Participating in the discussion, Manu Dhir, General Manager - India, StoneX Group Inc., said GCCs also provide a level of flexibility which is not normally available in other sectors. This would mean that employees in a tech role can transition into customer support functions.

According to Dhir, the opportunity to interact with different functions in a GCC organisation makes a big difference to the talent.

For many GCCs, India has become home to many innovations, which have then found applications globally. This means there is a leadership responsibility to manage situations where a new product or service is driven out of the country.

Though at the same time, experts in the panel discussion highlighted that it is not enough anymore just to be good at tech skill sets. Best Buy’s Bashani remarked that many underestimate the importance of soft skills, which go a long way in building relationships, creating trust and nurturing communities.

Along with this, those working in the GCC ecosystem also need to be continuously learning, especially when it comes to technology, since advances in innovation are made almost every day.

Dhir of StoneX Group felt that it is also necessary for GCC employees to have an understanding of their product, which goes beyond their immediate company. This would mean knowing the dynamics of the industry, and most importantly, getting feedback from the end users– customers.

Edited by Jyoti Narayan