India’s Global Capability Centres (GCCs) are at an inflection point. Long cast as offshore delivery arms—focused on efficiency, labour arbitrage, and technical support—these centres are undergoing a seismic shift. Today, they are rapidly morphing into strategic engines of innovation, digital transformation, and enterprise value creation.

With nearly 90% of global firms in India now leveraging their GCCs for multifaceted roles—from product engineering and AI development to core business operations—the country's tech ambition is no longer just about scale. It’s about influence. And with a projected market size of $100 billion by 2030, the stakes have never been higher.

But can India’s GCCs truly evolve from executional satellites to global headquarters of enterprise technology? And what will it take—from talent to policy, leadership to infrastructure—for this transformation to reach full maturity?

To unpack this question, we spoke with four senior leaders across sectors: Navaneet Mishra (SVP and Head, Hexagon R&D India), Girija Kolagada (VP of Engineering, Progress), Yadhu Kishore Nandikolla (Human Resources Director, Evernorth Health Services India), and Amardeep Singh (Senior Vice President and BU Head, Encora India).

Let’s get into their insights, that offer a sharp, layered view of the future India is attempting to build—and the real work still left to do.

From Support Functions to Strategic Ownership

The defining shift across India’s GCC landscape is one of mindset. Gone are the days when these centres were viewed as auxiliary units. Today, leading GCCs are claiming full ownership of global product mandates, building IP, and leading platform roadmaps—often from Tier-2 cities with significantly lower cost structures.

But the transition is not universal. As the HR Director of Evernorth India notes, “Ownership thrives when local teams are empowered to lead—not just execute.” He argues that legacy mindsets—both within Indian centres and their global HQs—still need recalibration. “To change this narrative, global firms must invest in leadership within India that can deliver outcomes, not just output.”

The Business Unit Head at Encora India, Amardeep Singh, puts it more bluntly: “The mindset must evolve from ‘Can India deliver?’ to ‘How fast can India lead?’” He believes India is no longer a follower in digital reinvention; it’s often the launchpad. “We’re entering a new era where Indian GCCs don’t just execute—they envision.”

In terms of talent, infrastructure and policy—India, it appears, has done much of the groundwork. With 28% of the world’s STEM talent, thriving metro hubs, and rising Tier-2 corridors like Coimbatore, Indore and Bhubaneswar, India now checks many of the boxes required for enterprise tech leadership.

According to Navaneet Mishra, SVP at Hexagon R&D India, the country boasts “robust tech talent and a strong digital infrastructure, supported by proactive government policies.” Echoing this, Progress Engineering VP Girija Kolagada observes that engineering-led GCCs are growing 1.3x faster than the sector average, a reflection of the transition toward strategic, high-value work.

Still, scalability is a critical caveat. As Evernorth India’s HR Director points out, “Readiness at scale is another matter. Tier-2 cities must continue developing domain expertise and infrastructure to match the speed at which technologies evolve.”

And with technologies like AI and quantum computing moving at breakneck pace, regulatory agility becomes just as important as physical infrastructure.

The Policy and Governance Gaps: What’s Still Missing

Despite India’s growing competitiveness, systemic roadblocks remain. Leaders point to a fragmented regulatory landscape, sluggish compliance processes, and inconsistent policy frameworks as structural impediments.

“There’s been encouraging movement—like MeitY’s proposed GCC policy and state-level incentives—but we still lack integrated frameworks to accelerate infrastructure and cross-sector digital collaboration,” says Kolagada.

Hexagon India’s SVP adds that urgent reforms in three areas—IP ownership, cross-border innovation frameworks, and data governance—are foundational if India is to rise beyond operational relevance into strategic authority.

From his vantage point, the SVP at Encora calls for bolder fiscal instruments: “IP-linked tax credits, digital infra fast-tracks, and innovation zones tailor-made for GCCs could be game-changers.”

Moreover, enabling policy clarity—particularly in emerging domains like data localisation, cross-border IP sharing, and AI governance—will be essential to build global trust in India’s innovation frameworks.

A recurring theme across all interviews was the urgent need to upgrade leadership talent within India’s GCC ecosystem. The competencies required are no longer just technical.

“Tomorrow’s GCC leaders will be technologists, strategists, and builders—all in one,” says Encora’s BU Head. He lists platform thinking, GenAI fluency, cybersecurity acumen, and stakeholder management as non-negotiables.

Progress’ VP of Engineering offers a compelling framework for next-gen leadership—TIDE: Think like a CEO, Invigorate to stay current, Deftly execute, and Elevate talent. “We need leaders who can inspire innovation and connect local execution with enterprise strategy,” she explains.

For the head of Hexagon R&D India, the evolution begins with cultivating a product mindset: “Cross-functional capabilities and business acumen are critical. That’s what allows GCCs to move from support roles to end-to-end product leadership.”

The message is clear: if GCCs want a seat at the global strategy table, they need leaders who can speak the language of business, not just code.

Fixing the Talent Supply Chain

India’s massive talent pool is an asset—but it’s not yet future-proofed. All four leaders agreed: the skilling ecosystem needs a radical overhaul.

“The next leap will come from industry-embedded curriculum, AI-first skilling programs, and innovation sandboxes that let students build, break, and rebuild,” says Singh, SVP at Encora India. He envisions a co-certification model combining academia with startup-style bootcamps.

Hexagon India’s SVP calls for tighter alignment between universities and industry needs. “We’re already investing in programs focused on real-world problems in AI, cloud, and data analytics—for both employees and students.”

Kolagada stresses the importance of a geographically nuanced skilling strategy—leveraging city-specific strengths like Mumbai’s fintech talent or Hyderabad’s life sciences base.

For Evernorth India’s HR leader, the fix lies in leadership development as much as technical depth. “Curriculums must evolve to include cross-cultural collaboration, design thinking, and systems-level problem solving.”

While corporate transformation is underway, macro-level enablers need to catch up. Leaders are united in their call for an orchestrated, ecosystem-led approach.

Kolagada advocates for a blend of Special Economic Zones with modern infrastructure, streamlined regulations, and strong data/IP protections. “This will create a conducive environment for long-term innovation.”

The SVP of Hexagon R&D India sees a role for industry bodies like NASSCOM in facilitating peer learning between mature GCCs and newer entrants. Encora’s SVP calls for collective benchmarking and coordinated state incentives to “turn India from the world’s favourite GCC destination to its most strategic one.”

Nandikolla, the HR Director at Evernorth, adds: “The goal should be to create an environment where Indian GCCs don’t just participate in the global value chain—they lead it.”

Vision 2030: What Does Success Look Like?

What does a successful Indian GCC landscape look like in 2030? Not one defined by scale—but by strategic ownership.

For Mishra, success means “leading fewer, high-impact projects with end-to-end accountability.” A mature GCC, he says, “does less, but does it better.”

Kolagada imagines GCCs as borderless innovation hubs—expanding into Tier-2 cities, embedding ESG principles, and leading AI- and IoT-driven enterprise transformation.

Evernorth’s India lead for HR envisions parity with global HQs. “Think of it as the parent organisation replicated at the GCC—multifunctional, fully integrated, and value-accretive.”

Encora’s BU Head, meanwhile, offers a bold forecast: “Success in 2030 will be when Indian GCCs drive over 40% of global enterprise innovation.” At his firm, he says, “We’re not just betting on India—we’re building the future from it.”

India’s GCCs are no longer on the sidelines of the global technology story—they are centre-stage. The challenge now is not whether India can execute, but whether it can lead.

This leadership, however, will not be handed down. It must be claimed—through policy boldness, investment in talent, recalibrated leadership, and a commitment to owning value, not just delivering it.

If done right, India will not just power the world’s tech economy from afar. It will co-write its future, from the inside out.