In today’s volatile global environment, agility is no longer a choice—it is a prerequisite. At the recent Nasscom GCC Summit 2025, KPMG in India ran a workshop themed ‘Blueprints and Curveballs: Building GCCs for the Known Unknowns’ spotlighting the critical need for GCCs to stay agile and resilient, to thrive amid uncertainty.
The term ‘known unknowns’ perfectly captures the ambiguity that leaders of GCCs face today. These are the factors we recognise as risks but cannot fully quantify or forecast—shifting regulations, supply chain disruptions, technological leaps, and perhaps most impactful, geopolitical turbulence. And in this highly connected, increasingly integrated world, that is being constantly disrupted and transformed by technology, influenced by the dynamic workforce, is the GCC model that is at the very core, assuming the potential avatar of being the digital nerve center for the global organisation.
The workshop highlighted how top-performing GCCs are investing in ‘blueprints’ that are adaptive, resilient, and future-ready. However, no blueprint is immune to curveballs—sudden shocks or directional shifts in business environments. To thrive in this uncertainty, GCCs must become not just responsive but anticipatory and agile.
Given the prognosis on the GCC model and based on primary research with top GCC leaders, a range of ‘curveballs’ that GCCs must navigate were presented and deliberated:
