Story thread · 2 reports / 1 sources

Rewiring global capability centers for the AI era

networkworld.com · 3h · first reportShare

When a global capability center (GCC) underdelivers, the diagnosis is usually people: wrong hires, wrong scope, not enough seniority. It’s rarely the honest answer. More often the center was wired like a branch office and asked to behave like a headquarters. The GCC has evolved from an offshore cost play to a strategic extension of HQ, owning engineering, product, and, increasingly, the AI build. This is no longer solely for the Fortune 500. Leaner centers of 50–200 people, as well as ‘GCC-as-a-service’ and managed models, put it within reach of many US midmarket companies. Demand for AI is accelerating this trend further. India alone now has more than 2,000 GCCs, generating $98.4 billion in revenue in the fiscal year 2026. “A GCC is never about cost effectiveness, it’s about tapping the best talent to take enterprises to the next technological orbit. The GCC model is shifting to intellectual arbitrage,” says Murali Krishnan, AVP & Head of Business – Enterprise Network at Tata Communic