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      Imperatives before GCCs to move up the maturity curve

      Perspectives on GCC maturity vary by vision lifecycle stage, industry and functional scale, shaping growth and strategic alignment
      event 21 Apr, 2025
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      In my previous article, we explored the dynamic, rapidly growing GCC ecosystem, referencing the KPMG GCC Maturity model, introduced at the last NASSCOM GCC Conclave, and shared some high level takeaways on the industry responses thereto.

      GCC Maturity Model

      imperative

      As various players from the industry reflected on the model and attempted to run a quick self-assessment of where their respective GCCs plotted on the maturity curve, some of the commentary and reactions were very interesting.

      It also provided perspectives on how different the responses would be depending on:

      • Global Vision, Purpose and Objectives for the GCC

        Which plays probably the most significant role in shaping the growth trajectory.

      • Stage and tenure in the GCC lifecycle

        With the more recently set up GCCs having the advantage of drawing on the learnings of others over the years, adopting a radically different approach and operating model.

      • Industry vertical

        Which is in turn based on digital adoption at the sectoral, global organization level, influences the GCC model.

      • Functional scope and scale

        Which has an impact on the structure, ability to drive impact and influence talent.

      Some emerging influencers and imperatives across each dimension of the maturity model

      • Global Vision and Purpose for the GCC
      • Clear linkage of GCC Objectives to the Global Strategic priorities
      • Operating model that enables the GCC to be a seamless extension of the global organization from a structure, roles, culture standpoint.

      In addition to the above points:

      • Global roles positioned from the GCC
      • Accountability and empowerment to drive and influence transformation.
      • Vision and purpose which in turn influences scope
      • Sponsorship from the top going beyond functional sponsorship
      • End to end process scope which enables ability to drive greater impact
      • Digital maturity of processes
      • Penetration across global model which enables ability to drive the global change.
      • Digital maturity of the global organisation
      • Innovation quotient
      • Vision for the Future
      • State of the global service delivery model and adoption of the GCC model.
      • Global leadership priority and sponsorship
      • Agility and pace of change to adopt emerging technologies
      • Structure to manage and drive adoption across the organisation
      • Ecosystem partnerships.
      • Agility to embrace and adopt new workforce models
      • View of the future talent profile (2-3 years out)
      • Model to upskill continuously.
      • An integrated view across the Global Service delivery model and the global Enterprise
      • Ability to track emerging risks in real time
      • Ability to dynamically and continuously mitigate emerging risks
      • Establishing a Risk Management Center of Excellence
      • An agile operating model.
      • Metrics defined to measure and assess efficiency and value vis-à-vis baseline
      • Ability to continuously drive incremental efficiency
      • Openness to embrace and rewire the operating model in an agile manner
      • Leverage the ecosystem.

      The dimensions above and the underlying imperatives, will continuously evolve with technology, global models and the organization maturity which we will need to track as the service delivery model continues to advance.

      Author

      Shalini Pillay
      Shalini Pillay

      India Leader - Global Capability Centres

      KPMG in India

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