Support hubs to the core: GCCs take lead in business outcomes, leadership

Business Standard

05-05-2025

US home improvement retailer Lowe's elevated Ankur Mittal, its managing director of India operations, as also the chief technology officer last year. In the latest role, he is responsible for the omnichannel platforms, enterprise architecture strategy across a portfolio of applications and capabilities, corporate services technology, IT operations and infrastructure engineering.
The North Carolina-headquartered Lowe's is not the only one witnessing a shift in the operations and relevance of global capability centres (GCC).
Navneet Kapoor of Maersk joined the Danish shipping company as the head of its shared services centre in India before taking on the role of an executive vice president and chief technology and transformation officer (CTIO). And, Ashish Grover, chief information officer of Chilean retailer Falabella, was the managing director of the company's India technology centre before taking over the larger role in 2021 and relocating to Santiago.
Lalit Ahuja, co-founder and chief executive officer of ANSR, which helps multinationals set up GCCs in India, explained the phenomenon. GCCs have morphed into the main enterprises, become contextually empowered, driving business outcomes and no longer viewed as cost centres unlike a decade ago, Ahuja said. As the centres matured, so did the senior executives who have emerged as enterprise leaders, he added.
In fact, India's GCCs are rapidly evolving from support hubs into strategic nerve centres, shaping the next generation of enterprise leaders. As they take on critical roles in operations, lead large-scale projects, and drive decision-making for their parent organisations, GCCs are producing CXO-level talent with increasing frequency.
With a strong focus on advanced technologies—AI, machine learning, and GenAI—GCCs have become the proving ground for global CIOs and CTOs. And the transformation from cost centres to core enterprise engines is underway, executives and analysts pointed out. That has resulted in GCC site leaders being elevated to roles such as global chief information officers and chief technology officers even as they continue to be based, in many cases, out of India. It indicates how vital these centres have become to the parent company's operations, according to people tracking this segment.
'One of my advantages was that I started as the chief technology officer for the e-commerce division which was a global role,'' said Grover, CIO of Falabella. ''I was also the MD which meant setting up the India technology operations. That means being on the ground and getting to know the broader domain of the company and being exposed to the bigger picture,' he said.
Since Grover was heading the e-commerce division, he tried to build a strong impactful team in India and Chile, working across cultures that he says put him in good stead now when he works from the headquarters.
Mittal of Lowe's shared his experience to emphasise the empowering of GCCs and its executives. 'Prior to the pandemic, we did not have self-check-out at many stores though it still contributed to 25 per cent of the transactions. We built a team in India to focus on this, started with small proof of concepts and eventually got rolled out to all stores currently. That now makes up about 65 per cent of the transactions with an error rate of a tenth of what it was previously.'