Beyond AI & ML: The unseen talent gap threatening India's GCC ambitions

As India's Global Capability Centres (GCCs) prepare for a projected $0.5 trillion contribution to the nation's GDP over the next decade, a silent challenge emerges: a widening gap in niche product management skills. While Artificial Intelligence (AI), Machine Learning (ML) and cybersecurity dominate headlines, GCC leaders shed light on the less-discussed, yet critical, talent shortages threatening to impede this explosive growth.

The missing piece

While the buzz is all about cutting-edge tech, GCC leaders are sounding the alarm on a less-discussed, but equally vital, talent gap. "GCCs are seeing significant talent gaps in digital product management, legacy tech stack modernisation, and automation architecture," reveals Yadhu Kishore Nandikolla, Human Resources Senior Director at Evernorth Health Services India.

He stressed that product managers capable of bridging business goals with technical execution in a global enterprise context are "still quite rare." This scarcity is particularly acute as GCCs transition from mere support functions to taking full ownership of platforms and products.

Echoing a similar sentiment, Gunjandeep Kaur, Director-HR Business Partner at Model N, said, "While AI/ML and cybersecurity continue to dominate hiring news, we're seeing a gap in product management – particularly in regulated industries like life sciences, medtech, high-tech, and finance.

As GCCs evolve beyond mere support roles to become strategic centres for innovation and product development, Kaur highlights the increasing need for product leaders who can effectively "bridge technical expertise with business acumen and deep industry insight."

The individuals with these skill sets are becoming indispensable as GCCs take on greater responsibility in driving product strategy and development for global operations.

More than just coding

Industry experts are clear: a product leader's role transcends mere coding or project management. It's about shaping a product's vision, aligning stakeholders, and deeply understanding market dynamics. Recognising this criticality, many GCCs are now significantly investing in developing strong product leadership capabilities to fuel their growth journey.

As per EY's  'Future of GCCs in India - a vision 2030' report, it is estimated that the domestic GCC market size will reach US$110bn by the year 2030, led by software exports, which remain a key component of India's service exports. It is predicted that by 2030, India will have 2400 GCCs, and that number can potentially increase to 2550 as India emerges as the world's technology and services hub.

Nurturing Talent: The strategic imperative

The momentum behind India's GCC story is undeniable. Still, talent leaders warn of complacency, as the current assessment of talent shortage in niche categories could very well derail the GCC's roaring bandwagon in India.

"The shortage of niche talent could slow down how quickly we're able to deliver on that potential," said Nandikolla. He reiterates that the challenge extends beyond simply hiring more people; it's about "how we nurture the right capabilities, especially in roles where the market is still catching up."

This necessitates treating talent development as a fundamental strategic priority. And the leader was quick to explain what the industry is doing as a whole to mitigate this risk.

"That's why so many of us are investing in learning programs, working closely with universities, and expanding our presence beyond metro cities," he said. "The shift is already visible, but it will take time. What's important is that we treat talent development as a strategic priority. That's what will define how far and how fast the industry can grow."

Kaur also feels that the risk of growth getting stalled or slowed is possible, and there is an urgent need to address the shortage of niche talents.

"The risk is real. India's GCC ecosystem is on the cusp of exponential growth – not just in terms of headcount, but in strategic depth and innovation ownership," she acknowledged. However, "this momentum could be constrained if we don't address the quality of available talent."

The core challenge, she asserts, lies in "building adaptive, future-ready capabilities at scale, rather than relying solely on traditional hiring models."

To overcome this, Kaur suggests that there needs to be a stronger collaboration between industry, academia, and government. Talent leaders and organisations must shift from reactive hiring to proactive talent incubation. And fostering an environment of pervasive culture where continuous learning is deeply embedded into the flow of daily work is paramount.

The future success of India's GCC, according to industry leaders, hinges not just on its ambitious projects but on its unwavering commitment to cultivating and retaining the specialised human capital required to bring them to fruition. Product leadership is one such critical skill.