Humans have consistently demonstrated their ability to create effective tools. These “tools” sometimes called ‘Technologies’, set off an entire revolution in the businesses and industries like the agricultural revolution, industrial revolution and now- the Artificial Intelligence [AI] revolution. 

Now, we are at the cusp of another such revolution where intelligence itself is becoming free and accessible. Intelligence, once considered a uniquely human trait, is now available at scale, thanks to AI. AI isn’t just transforming the industries around us; it is also redefining them. 

For Global Capability Centres (GCCs), the question is no longer whether AI will disrupt their business model, but whether the organisations will ride the AI wave or be drowned by it? With that in mind, Jaspreet Bindra, Founder of AI & Beyond.ai, shared his insights on harnessing AI’s true potential by GCCs, the challenges of traditional models, redefining leadership, and more, at the People Matters GCC Talent Summit in Hyderabad.  

Excerpts from the session:

AI’s explosion of Intelligence

On the advent of AI, Jaspreet rightly notes, “Every day, something is shifting. We are overwhelmed. It started with AI [ChatGPT] that can write, then see, reason, research, code, speak and now we are moving to AI that can do. These are the agents.” Jaspreet compared this to the Cambrian explosion of intelligence that has happened in real time. Referring to the Cambrian period of history, the explosion refers to millions of years of instant surge that led to complex life on Earth. Similarly, this surge has taken AI from text generation to AI agents that can take actions across systems, manage workflows, and make decisions. For GCCs, this could be both a warning and an invitation.

GCCs have long thrived on models of cost arbitrage and talent pools, supporting global enterprises with operational efficiency. But Jaspreet highlighted that the traditional GCC model, which is based on cost or talent arbitrage, is now under pressure. “AI doesn’t change what work is done; it changes how it’s done,” he adds. 

Automation and AI agents would take over repetitive execution tasks, and GCCs that focus only on routine delivery without investing in upskilling or transformation are at risk of becoming obsolete.

Yet, according to Jaspreet, therein lies the opportunity: “AI won’t eliminate jobs. It will eliminate roles that refuse to evolve. GCCs that act now can use AI to move up the value chain—from execution engines to innovation hubs.”

Don’t just train, become a literate: The new AI skill mandate

Jaspreet observed that the key to transformation isn't just reskilling, but it’s AI literacy. 

“You don’t need to be trained in AI, you need to be literate,” Jaspreet emphasised. “Just like you were never trained on the internet or search, but you learned to navigate it.”

For example, a GCC where every employee knows how to use generative AI tools to draft code, summarise documents, generate insights, automate reports, or build internal copilots. With the right mindset and AI literacy, this could be a possibility. “An AI-literate employee can start saving between 30 to 90 minutes of their time every day, improving productivity instantly,” Jaspreet added.

AI literacy could also convert every team member into a domain-driven innovator. Jaspreet explained that if every employee is AI-literate and a domain expert, then every employee could become an innovator. This would be particularly useful for GCCs, which can rely on their employees to identify and implement AI use cases internally, rather than relying on external consultants to define their AI strategy.

Building an AI-First Culture at GCCs

Jaspreet emphasised the fact that cultural transformation starts from the top. “ AI-culture is not about replacing 20,000 employees with 10,000 new ones overnight. It’s about building a new kind of culture.  He added that it's important to align senior management as the first step. Without their leadership buy-in, AI initiatives would remain pilot projects instead of enterprise movements.

GCCs can focus on running AI literacy workshops and embedding AI tools within everyday workforce processes. The employees must be given time and patience to take up this AI challenge and absorb the culture. “Begin by 'cooking'—not boiling the ocean,” Jaspreet remarked, “Because if you don’t start cooking, you’ll be cooked.”

GCCs could also take advantage of outside collaboration, from partnering with AI startups to leveraging platform providers or research alliances. 

Looking Ahead for GCCs-  From cost centres to growth engines

Jaspreet agreed with the fact that AI is going to disrupt the GCC model. But with disruption comes reinvention, and for those that will move early, AI can be the catalyst that finally shifts GCCs from cost centres to strategic growth engines.

“Everyone has bombarded your head with how you need to become from a cost centre to a profit centre, from execution to innovation,” Jaspreet added, “All that is good. But for me, the way to do it is to make every employee AI-literate.”

The path ahead for GCCs is not just about survival—it’s about the competitive advantage in an AI-powered landscape.