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


Over the past three decades, there has been a significant transition; the GCCs have switched from being a sector driven by productivity to one driven by talent.
The retail industry has seen a significant transformation over time, and not only in India.
The GCCs are positioned to have the biggest influence in the next years.
Today, businesses are looking for catalysts for building such a talent-rich ecosystem and a hybrid working approach, among others.

While firms across the world are ramping up their capabilities, India may soon become a GCC hub of the world. ET Insights was in conversation with industry veteran Priyaranjan Jha, VP & Head of Global GBS Operations, PepsiCo, a global leader in convenient foods and beverages. Priyaranjan offers his opinions on the nation’s progress toward being a GCC centre of excellence and turning into a platform for generating significant talent value.

Your thoughts on the evolution of GCCs into global innovation hubs and the shift towards technology

Global Capabilities Center, or GCC, industry, we’ve witnessed a significant transition over the previous 20 years, and this going from a genuine back office to seeing newer GCCs as one office.

The quality of work which we do in India and other GCC countries can be compared with the best in the world. This for me is the genuine measure of success.

And the reason for this is that the GCCs have assisted the organisations in accessing a talent pool to which they previously lacked access.

And in a world where there is fierce competition for talent in virtually every field, this is a significant breakthrough.

What it has also done is it has helped us build new capabilities in unchartered areas in addition to the basics of where we started. So, the journey from productivity and cost savings has truly gone to building capability and accessing great talent. And these two things, the interplay of talent and capability is what’s making GCCs look at India and similar markets in a very attractive way. Now, in PepsiCo for example, we have a global network of centers from China to India to Poland to Russia to Egypt to Mexico. And India plays a big role in that network as a true talent platform for PepsiCo.

And what we are doing here is fuelling PepsiCo’s growth through the various capabilities that we have built here. So, we are very excited and bullish about this talent platform being of great value to PepsiCo.

The transformation of enterprises with GCCs

GCCs are becoming the pipeline for talent for the organization as a whole. GCCs are driving excellence in process, in service delivery and in overall business transformation of the enterprise. GCCs are tapping into the start-up network. Especially in India, for example, we have a very vibrant start-up network which we are leveraging for our global business.

And this is finally about creating an innovation hub and innovation capability for the business. That’s how we are transforming our enterprises and that’s how PepsiCo sees GCC as a place for driving transformation within PepsiCo and fuelling our growth.

The core of the GCC value proposition is talent. There is a war for talent in most markets that we operate in. And the millennial talent that we are working with now sees or places great importance on the value association between them and the organization. In PepsiCo we are seeing that when we build an inclusive culture, when everyone gets an environment where they are empowered to make decisions, where they are empowered to be creative, where they are able to drive innovation, they love working for us and they see us as a long term play.

GCCs will have to foster diversity. GCCs will have to give an opportunity for the talent to develop, learn and grow into a future talent for the organization. We are seeing good success in the last three years, and talent development, inclusion and diversity are very important focus areas, for us, going forward.

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