Research Overview

A number of software companies established their fulfillment centers in India in the early 2000s in search of low-cost, high-productivity hubs. The early success of jobs outsourced to India and a rapidly evolving education infrastructure led to further investments in Indian global capability centers (GCCs). As companies ramped up their investments in Indian GCCs, they began to take on more strategic roles, with headquarters transferring decision-making roles to Indian managerial staff. The study examines this ongoing transition of the GCC in India from a low-cost center to a talent powerhouse, with many capability centers in the country today holding ownership over entire business units and product lines. The study provides insights into the future potential and positioning of the Indian GCC. It also traces the progress and expansion of software companies in India and the shift in roles and responsibilities that have characterized their evolution over time. The study brings detailed insight into the talent management strategies of global companies in India and the best practices that have allowed them to cement their roles as innovation centers at par with their international counterparts.