INTRODUCTION
In Part 1, I shared how India-based Global Capability Centers (GCCs) have helped lead enterprise transformation — not just support it.
Today, let’s go deeper: How exactly do you execute large-scale, sustainable change from a GCC?
Because without the right operating rhythm, even the best strategies fail.
Over 25 years, across companies like BMC Software, Western Union, Morgan Stanley, and SaaS startups, a common playbook emerged — one that made India a consistent engine for transformation.
Here’s what worked.5 Core Practices That I have gathered over time that helped Drive Global Transformation from India.
1. Governance that mirrors HQ — but adapts locally We didn’t just “localize” strategies. We built BMO (Business Management Offices) and PMOs (Program Management Offices) that aligned exactly with global governance — while embedding cultural nuances for India.
- OKRs, KPIs, and dashboards that mapped directly to global goals.
- Governance cadences that allowed flexibility without losing strategic focus.
- Data-driven reviews, backed by impact metrics, not just activity metrics.
2. Creating a cadence of trust One of the most underestimated levers of transformation: communication rhythm.
We built trust by establishing predictable, transparent cadences:
- Weekly or biweekly strategic check-ins with global leaders.
- Transparent monthly performance reports shared with global + local teams.
- Quarterly Executive Summits where India leaders co-presented alongside global sponsors.
Trust is built in small moments. And sustained through consistent rhythms.
3. Transforming the “local office” into a “customer experience center” At BMC Software, we didn’t just have an India center. We reimagined it as a Customer Experience Center — showcasing innovation, success stories, and live demos to every global leader visiting India.
- Built a state-of-the-art Customer Experience Center (+32.5M influenced revenue).
- Hosted clients, executives, analysts – positioning India as a thought partner, not just a delivery arm.
- Used customer wins and use cases to change the internal narrative.
4. Celebrating “Voice of the Employee” and “Voice of the Customer” equally Programs like VOICE #freelylistening created two-way listening channels:
- Internal surveys + external customer feedback loops, connected
- Actionable changes tracked and published back to employees and leadership
- Built an employee-led culture of continuous improvement aligned with customer success
This bridged the classic India-HQ gap — by creating a common language of impact.
5. Building leadership rituals that outlived individual leaders Leadership turnover is inevitable. But rituals endure.
- Weekly “Leadership Huddles” that anyone could lead, not just VPs
- Cross-functional transformation squads with rotating leads
- Culture of shared ownership for strategy outcomes — not just departmental goals
When leadership is embedded into rituals — not personalities — transformation becomes resilient.
The Outcome: Sustainable Transformation, From India
Using these practices, India-based teams helped:
- Launch digital acceleration programs
- Expand market share and customer confidence
- Build innovation labs and customer experience centers
- Influence strategic decision-making across HQ and field teams
And most importantly — they earned a permanent seat at the global leadership table.
What’s Next
In Part 3, I’ll dive into real stories where India-based GCCs didn’t just lead internal transformation — but drove direct customer success and market expansion.
Because the future of GCCs isn’t just inside the enterprise. It’s with the customers, too.
Stay tuned!
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