Beyond the Tip of the Iceberg: What a GCC-Only Strategy Leaves Unseen
Simply relying on the easy button could be a titanic oversight
Strategic North insight series | August 2026
For over a decade, establishing a Global Capability Center (GCC) in a location like India has been the corporate equivalent of hitting the “easy button” for IT talent acquisition and cost reduction. Faced with deep talent scarcity and rising costs in the US, executives understandably sought immediate relief. And to a certain extent, it works: GCCs do provide access to bulk talent, and they can deliver baseline payroll savings relatively quickly.
However, simply standing up a GCC alone may not optimize talent, operational effectiveness, and most importantly, true enterprise value. While cost take out modeling may show immediate baseline savings, the reality is that organizations relying solely on a standalone GCC could be missing out on substantial hidden savings.
Dive into our thinking:
Beyond the Tip of the Iceberg: What a GCC-Only Strategy Leaves Submerged
Download PDFThe Bottom Line
Talent at scale accessed through a GCC continues to be a significant component of a best-in-class global digital model. However, a GCC by itself is merely part of a winning strategy that needs holistic approach to cross the goal line.
Monday Morning Audit
As you explore the steps you've already taken, and still plan to take, in your GCC journey -- ask your leadership team these three questions tomorrow morning:
Have we been intentional and strategic with staffing our needs, or just hit the “easy button”?
Are we rigorous in identifying and capturing the maximum amount of government grants, credits and other incentives available?
Are we leaning into the significant value our efforts in digital are creating and turning that value into cash?
Strategic North
This series explores the critical intersection of operations, technology, and financial strategy. Our goal is simple: to help ensure that every journey you take, big or small, moves your organization closer to its Strategic North.
Paul Glunt is a Principal who leads the KPMG LLP Value Chain Management practice, advising C-suite leaders on the financial and operational mechanics of digital transformation. He specializes in architecting self-funding IT organizations, digital COEs, and global operating models that turn technology investments into sustainable cash flow. Paul bridges the critical gap between tax objectives and IT execution, helping to ensure that every digital journey is financially focused and firmly anchored to a company’s Strategic North.
Meet the team
