I observed that India's Global Capability Centres (GCCs) are evolving from execution centres to strategic innovators that own products, platforms, intellectual property and business outcomes.
I note that GCCs are expected to own products, platforms, IP and business outcomes rather than simply execute processes.
I believe embedding AI into business workflows, decision‑support systems and enterprise‑wide operations is the primary lever for differentiation and measurable impact.
I consider talent reskilling, continuous learning and change‑management essential to move from AI experimentation to enterprise‑scale adoption.