India hosts over 1,700 Global Capability Centres (GCCs) and 2,975 centres, generating $64.9 billion and employing 1.9 million people. The country’s GCC ecosystem dwarfs Mexico’s $5.29-billion market and outpaces the early-stage hubs in Vietnam and the Philippines.
Yet, despite being the world’s largest GCC hub, with 5.4 million tech professionals and a 92% AI adoption rate, only 25–30% of GCCs in India have hired PR or communications partners to build leadership narratives and employer brands, according to a new whitepaper released by SPAG FINN Partners, titled The Road Ahead for GCCs in India: The Glocal Approach.
The report, which combines data and leadership insights from prominent GCC leaders across sectors, shows that India’s GCC landscape is being reshaped by rising attrition, aggressive GCC-to-GCC hiring, premium salary spikes for AI/ML skills, and an expanding innovation mandate.
Aman Gupta, managing partner, SPAG FINN Partners said, “GCCs in India have reached a point where operational excellence alone is not enough. Leaders need to step forward, own their narrative, and build brands that reflect ambition and impact. When leadership becomes visible and intentional, talent follows.”
War for talent is real
According to the whitepaper, Indian GCCs are facing its most competitive phase to date, with 60% of hiring coming from other GCCs. Niche tech talent now commands 30–50% salary premiums, further accelerating this churn.
“This means that as a GCC, you are essentially competing with other GCCs for the same talent pool. In this competitive landscape, having a strong brand becomes crucial. A well-established brand helps attract top talent, whereas a weaker brand struggles to do so,” said Anuj Agarwal, founder & CEO, Zyoin.
Positioning GCCs as preferred employers involves fostering a culture of innovation, offering competitive benefits, and focusing on employee well-being. A strong Employee Value Proposition (EVP) is crucial in this endeavour.
“Several factors contribute to a compelling EVP, including the nature of the role and the type of work, compensation structure and benefits, flexibility, and career growth opportunities. By differentiating your GCC from others through a well-defined EVP, you enhance your ability to attract and retain top talent in a competitive market,” Agarwal shared.
The whitepaper cited how Microsoft India’s strong EVP--career development, innovation-driven culture and employee well-being--has consistently made it one of India’s top employers, recognised by LinkedIn’s Top Companies List.
Leadership buy-in is key
Sushant Bhushan, head of India, Circle K, said, “One critical aspect that many organisations overlook is leadership development. While company culture plays a vital role in shaping an organisation, leadership is essential to driving and sustaining it. GCCS need strong leaders who can act as brand ambassadors, effectively communicating the organisations vision, values and work. These leaders play a crucial role in representing the GCC, not just internally but also on a broader, global stage.”
However, Bhushan said, this is an area where many GCCs are currently falling short.
Leaders at GCCs can drive brand advocacy through strategic communication in industry forums, publishing thought leadership content, and fostering stakeholder relationships.
Content marketing is also a powerful tool for GCCs to position themselves as pioneers in innovation. White papers, research reports, and blogs authored by GCC leaders and domain experts can help shape industry conversations. Companies like Accenture and Deloitte regularly publish industry insights, driving credibility and influence.
