Service
A Global Capability Centre is your own team in India rather than someone else's team billed to you. That distinction is the whole reason companies choose it, and the reason it is harder to set up than outsourcing.
A Global Capability Centre is a wholly owned offshore entity staffed by your own employees, carrying out work that matters to the business: engineering, finance, analytics, support, research and increasingly product ownership.
It differs from outsourcing in a way that matters. The people are yours, the knowledge stays in the business, and the centre can take on more responsibility over time rather than remaining a fixed scope of work. The trade off is that you carry the setup, the entity, the compliance and the management.
The case is strongest when the work is continuous rather than project based, when institutional knowledge compounds, and when you expect the centre to grow. For a short, bounded piece of work, outsourcing is usually the better answer.
The work starts with whether a GCC is the right structure at all, and at what size it becomes worth the overhead. Setting one up too early is a common and expensive mistake.
From there it covers the practical decisions: which city, given that talent markets, salary levels and attrition differ substantially across India; what entity structure suits the plan; what the compliance and employment obligations actually are; and how to hire the first cohort, which sets the culture of everything that follows.
The Collective's involvement includes introductions into the market, which shortens the part that otherwise takes longest: knowing who is credible.
The most consequential decision in a GCC is not the location or the entity. It is the first ten to twenty people, and particularly the first leader.
Centres that are treated as a cost line tend to attract people who behave like a cost line. Centres that are given real ownership from the start attract people who take it, and those tend to be the ones that outgrow their original remit.
Start with a conversation about the work you want the centre to do and how you expect it to change over three years. That answer usually settles whether a GCC is right and how large it needs to be to be worth it.
Helping companies establish their Global Capability Centre (GCC) in India — dedicated back-office or delivery hub that cuts costs while tapping India's talent pool.
FAQ
A wholly owned offshore entity staffed by your own employees, carrying out work that matters to the business such as engineering, finance, analytics, support and research. Unlike outsourcing, the people are yours and the institutional knowledge stays in the business.
When the work is continuous rather than project based, when institutional knowledge compounds, and when you expect the centre to grow. For short, bounded work, outsourcing is usually the better answer, and setting up a GCC too early is a common and expensive mistake.
It depends on the roles. Talent markets, salary levels and attrition differ substantially across Indian cities, so the location should follow the skills the centre needs rather than headline cost comparisons.
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Sometimes all a business needs is one good introduction. Tell us what you are working on and we will point you at the right part of the Collective.
Make an introduction (opens WhatsApp)