With digital disruption fundamentally changing the way organisations operate, Global Business Services (GBS) model is evolving to deliver a much broader value proposition beyond cost arbitrage. The evolution is enabled by adopting a customer centric approach, recalibrating the service delivery models, leveraging digital plug and play platforms and attracting top tier talent and further the innovation and transformation agenda. The GBS construct is now evolving towards an integrated/strategic model focusing on objectives beyond cost arbitrage, involving outcome-oriented governance, demand driven delivery model and play the role of business partners driving transformations and enhanced business value through data and insights.
Enhanced business value through data and insights
Our achievements
India has an ecosystem favourable for offshoring owing to cost arbitrage, large talent pool and government support’
Potential benefits of a Global Business Services model
The following are the potential benefits your organisation can expect by following the Global Business Services (GBS) model:
What we can do for you
KPMG in India is the leading Shared Services and Outsourcing/Global Business Services Advisor in India. Our experience spans across multiple industries and functions for both, multinational and domestic companies.
We can help you in your evolution and transformation journey across strategy, design, implementation, and optimisation phases. Through our deep expertise and experience supported by our proprietary tools and frameworks, we work with you in realising your strategic objectives.
India has a lion’s share of SSCs/GBS centers across the globe employing over 1 mn people
Driving growth with Global Business Services Advisory
- Good solution for global organisation
- Driving core innovation and impact for GCCs
- GCCs emerging as decision nerve centres
- India-EU GCC transformation: Strategic shifts and future growth
- GCCs at an Inflection Point
- KPMG in India's partnership with ServiceNow
- The necessity of Digital Trust for Global Capability Centers (GCCs)
- GCC Summit 6.0
- Accelerating Innovation Through GCCs
- Bio Asia 2026
- Bengaluru Tech Summit
- Shaping India’s healthcare workforce for the digital era
- ENRich 2025: Reimagining the Energy Enterprise
- India: The GCC Powerhouse
- People Matters GCC Talent Summit 2025
- AMCHAM India GCC Summit 2025
India is a good solution for many global organisations, especially those struggling to grow, or have profitability concerns. Global enterprises are moving to modernise their tech stack, build clean and well-managed data to create AI solutions. build platforms that will straddle across the value chain. India can do all of that. Many more players will come in. But going forward, with AI, the model may be different. They will not need armies of people.
Race to the top for GCCs is the opportunity that AI presents in terms of driving some very core innovation, something really transformative and making an impact...like on drug discovery, crunching product life cycles, what you take to market, developing new platforms and tools that will enable you to open your market to new customers or impact customer experience in a bigger way.
GCCs today are deeply embedded in core product development, while also playing a critical role in regulatory frameworks and safety protocols.
The extent of influence a GCC commands depends on multiple factors such as scope, leadership sponsorship, maturity, and the level of empowerment granted. When these elements come together, GCCs move beyond execution and earn the right to architect, influence, and direct business priorities.
- Shalini Pillay
- Supreet Sachdev
- Abhishek Kishore Gupta
The treaty strengthens confidence for EU organisations to expand mandates and decision rights into India. Today GCCs are viewed as strategic extensions of the enterprise, as was evident from the real time examples quoted by the various GCC leaders participating. Besides the global vision and mandate to leverage the GCC, the capabilities established and leadership maturity within GCCs is now a critical factor in how quickly they scale and diversify mandates.
The India–EU agreement creates one of the most compelling corridors for global capability expansion today. India’s value proposition goes well beyond cost, anchored in talent, scale, and leadership capability.
For decades, the US–India corridor was the heartbeat of the GCC world. In 2026, that pulse is shifting. While the US continues to represent the foundational base, the EU–India corridor is emerging as the global engine for velocity. The January 2026 ‘Mother of All Deals’ (BTIA) has provided the missing institutional bedrock, transforming a relationship built on performance into an alliance grounded in policy and trust. India is no longer just a satellite office. It is evolving into the strategic global interface for European digital sovereignty and AI native innovation.
Organisations are increasingly treating GCCs as their core hubs for cognitive strength. A notable shift is taking place. Earlier, GCCs were largely viewed through the lens of scale. With AI, the benefits do not remain confined to the centre alone. They flow across the organisation and often to the headquarters as well. This is changing how value is created and shared.
Leading GCCs are already investing deeply in AI platforms and capability areas. If the wider organisation wants to fully tap into the cognitive advantages of AI, the work needs to happen where there is the clearest view of the enterprise. GCCs are emerging as one of the strongest places to drive this.
- Siddhartha Malaviya
- Harshal Ambani
Siddhartha Malaviya
Partner - GBS Advisory, Sector Lead - Energy and Natural Resources Global Capability Centers
KPMG in India
Global Business Services (GBS) organisations are evolving from delivery to orchestration, shifting expectations toward consistent enterprise outcomes. KPMG in India's partnership with ServiceNow enables our clients to build an AI orchestrated, experience led service backbone, streamlining workflows across core functions while empowering GBS teams to scale value with consistency.
From modernisation to measurable outcomes - KPMG in India's partnership with ServiceNow is helping clients orchestrate AI led workflows across core business functions, powering the next evolution of Global Business Services.
Rachit Chhokera
Partner, DT-Cyber Strategy and Govn
KPMG in India
Cross-border data governance is where GCCs face real complexiity. Some of the key friction points that need deeper attention.
- Global vs local rules:Aligning HQ‑led data policies with country‑specific privacy, retention, and localisation laws
- Data visibility: Achieving accurate data discovery and lineage across systems to prove compliance end-to-end
- Third-party risk: Governing vendors and processors operating across borders, with inconsistent controls and oversight.
- Shalini Pillay
- Sandeep Paidi
- Simar Singh
A GCC delivers strategic value when it shifts from executing defined tasks to shaping enterprise priorities. A GCC del The inflection point comes when the center develops the insight, capability and confidence to influence how the business grows, innovates and allocates attention. GCCs have earned their place in strategic conversations not by asking for it, but by demonstrating that the center can anticipate business needs, innovate and solution to deliver outcomes and advance the organisation’s agenda in a measurable way.
Sandeep Paidi
Partner, Government & Public Services (G&PS); Lead - Health, Human & Social Services (HHSS) and Office Managing Partner – KPMG in Hyderabad
KPMG in India
Hyderabad’s growth story over the past decade reflects a broader shift from outsourcing to innovation, from services to product engineering and from cost advantages to capability leadership through GCCs. The city has evolved into one of India’s most dynamic economic regions successfully combining technology, global investments, innovation, infrastructure and talent. The momentum with strong inflow of greenfield GCCs in the city needs to be maintained and converted into a sustained advantage. What is exciting is that the Hyderabad story is still unfolding with robust plans for infrastructure development, urban planning, innovation and talent development.
GCCs are increasingly powering growth through fintech capabilities. Three shifts stood out:
- First, GCCs are becoming the engineering hubs for global digital platforms - from asset servicing infrastructure to trading and data platforms.
- Second, they are emerging as AI and advanced analytics engines, enabling firms to scale capabilities in risk, investment insights, and operational intelligence.
- Third, the depth of fintech and quant talent in India is allowing global firms to move from support models to product ownership and innovation leadership.
This evolution is significant. Financial institutions are rapidly becoming technology platforms, and GCCs are playing a central role in building that future.
GCCs and innovation hubs have become central to how healthcare and life sciences organisations evolve.They are reinforcing data architecture, connecting technology across operations, and building future ready capabilities. With strong links to broader ecosystems, they are helping accelerate research and innovation at scale.
- Vijay Chawla
- Kartik Ramakrishnan
Nilachal Mishra
Partner and Head, Government & Public Services (G&PS), National Leader - Government and Infrastructure
KPMG in India
India has earned its place as the strategic hub for global transformation. GCCs will shape discovery, influence regulatory pathways, and accelerate product innovation, making India indispensable to the future of Life Sciences.
Deepening Techno-Functional Excellence - How U.S. GCCs Are Evolving from Enablement to Innovation
Techno-functional excellence will define the next chapter of GCC evolution, shifting our role from pure enablement to true innovation. The combination of deep sector expertise with technology as the foundational engine of transformation allows GCCs to anchor their work in core business domains and deliver impact that is both broader in scale and sharper in outcomes. This is how GCCs move from supporting the enterprise to shaping its future.
Forward-looking healthcare organisations are institutionalising digital learning through in-house academies, simulation labs, and collaborations with edtech partners and GCCs. The focus is on ‘learning in flow,’ helping clinicians and administrators gain digital confidence while on the job and seamlessly integrate technology into care workflows. Many organisations are now linking digital competency with career progression, signalling that digital readiness is a core part of healthcare excellence.
- Yezdi Nagporewalla
- Shalini Pillay
- Anish De
From a focused internal dialogue to a global platform for action — ENRich has come a long way. Over 16 years, it has grown in scope, stature, and relevance, becoming a catalyst for conversations that matter. This year’s theme reflects a powerful truth:
Sustainability is no longer an aspiration – it’s a test of resilience
As India continues to lead global growth, driven by strong domestic demand and macroeconomic stability, the energy sector stands at a pivotal moment.
Looking ahead to 2030, the modern energy enterprise will be transformed – with AI at the core and GCCs as the engine of execution. Three priorities will define this transformation:
- Embed AI across the enterprise – from operations to decision-making
- Reimagine structures and operating models – with GCCs at the center
- Elevate culture and ways of working – because transformation is as much about people as it is about technology
The GCC environment in India is super exciting. Global organisations are adopting emerging technologies at a frantic pace. While enterprises go global, and look at the digitalisation agenda, they're keen to build for the future - to build the capabilities out of India. This is a large part of what's driving the next wave of growth for GCCs in India.
Earlier this week at the People Matters GCC Talent Summit 2025 (PMGCC Summit), one had the opportunity to kick off the deliberations on how talent could continue to be at the core of the GCC model and continue to influence its success of the model.
While we continue to attract new GCCs into the country, gearing up for the future, and readiness to meet this demand might require:
- A robust pipeline of skilled, high quality digital talent, with a deep appreciation of the business context
- A strong ability to attract and retain top talent
- Profiling the future talent pool , two to three years out and working backwards to build that talent pool starting today
- Embracing agile workforce models, i.e. build-borrow-cocreate, through partnerships within the ecosystem
- Grooming the leadership layer to support the journey up the GCC value curve, anchoring more global roles from India
- Keeping a close eye on the cost v/s value lens, delivering high impact outcomes.
The AMCHAM India GCC Summit 2025, held in our national capital, served as a platform to connect with U.S. headquartered GCCs.
With the support and focus of the central government on GCCs, towards enabling and fuelling future growth, the conversations were topical and enriching, spanning a range of subjects:
- GCCs as strategic growth engine: Continuing to work purposefully and collaboratively, cross border to unlock value for the global organisations
- Future ready GCCs in the context of the dynamic global markets and headwinds
- New emerging facets of the operating model through partnering with the ecosystem
- Across the spectrum of GCCs and covering what it will take for the niche and nano GCCs to thrive while the tenured, mature GCCs rewire as they get fit for purpose
- A reality check on value realisation through embracing Gen AI, albeit cautiously
- Measuring the real impact of innovation.
It is these forums that bring the GCC fraternity together to brainstorm and deliberate on what it will take to successfully summit the next growth wave.
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Key Contacts
Siddhartha Malaviya
Partner - GBS Advisory, Sector Lead - Energy and Natural Resources Global Capability Centers
KPMG in India
