Navigating growth: Insights into the evolution and challenges of global capability centres in India

George Inasu, Managing Director, and Country Head at Fidelity National Financial India, in a conversation with ET Edge Insights, sheds light on the evolution of Global Capability Centres (GCCs) in India and their significance in the global business landscape.

Established in 2005, FNF India began its journey by handling data entry and call centre functions.
Over time, the organisation progressed up the value chain, delving into complex domains like insurance underwriting and technology services. “We were soon taking up large insurance projects and underwriting jobs when we realised that our domain knowledge was growing as well as our capabilities of taking up more diverse work. The clients were beginning to trust us,” he said. This evolution mirrors the common trajectory of GCCs across the country—starting at the grassroots and gradually expanding their capabilities.

In contrast to third-party services, GCCs are closely aligned with their parent organisations in terms of culture, knowledge, and long-term goals. The enduring association allows for a seamless integration of services and facilitates a deeper understanding of the parent company’s objectives. “Third party organisations will never be able to provide the long-term commitment that an in-house GCC can bring,” Inasu adds.

India’s youthful population proves to be a strategic advantage for GCCs. The inherent familiarity with technology, coupled with the ability to swiftly adapt to changes, positions India as a key player in the dynamic global market. The high concentration of GCCs in India also results in a diverse talent pool, bringing a wealth of experience and interests to the table.

To ensure continued success in employment through GCCs, Inasu highlights the importance of honing skills such as adapting to changing technology, acquiring proficiency in various languages for diverse market communication, and nurturing personal attributes that complement professional skill sets. “You may suddenly have a client from Korea and just knowing the language gives you an edge no one else can provide. As for technology adaption, India’s young resource pool grew up with technology, and we are a step ahead there,” he said.

However, all is not rosy. The foremost challenge in establishing GCCs is sourcing the right talent. This is compounded by regulatory frameworks. He draws upon the example of restrictions on importing laptops which have a significant impact on GCC operations. While network and security concerns also exist, talent acquisition and regulatory hurdles emerge as the primary obstacles.

The evolution of GCCs in India reflects a journey of continuous growth and diversification. The symbiotic relationship between GCCs and parent organisations, coupled with India’s demographic advantages, positions the country as a hub for global business operations.

Disclaimer: The views expressed in this article are those of the author and do not necessarily reflect the views of ET Edge Insights, its management, or its members

Scroll to Top