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By Reeya Patel– Growth Marketing Manager
India’s Global Capability Centers are changing fast. They began as cost centers for routine work. Today many of them run research and development, own global product roadmaps, create intellectual property, and lead digital projects. This shift is reshaping India’s role in global enterprise. This transition from an operational to a strategic mindset is the core focus of executive education programs, like those pioneered by the Institute of Product Leadership (IPL), which build the leaders needed to drive this change.
A recent NASSCOM Zinnov report finds over 1,500 GCCs in India. More than 1.3 million people work in them. According to Nasscom’s report, the sector is expected to reach 1.9 million employees and a market size of 60 billion dollars by 2025. GCCs now contribute meaningfully to India’s GDP. Companies such as Intel and Deloitte are expanding high-value R&D and consulting work in India. Many other global firms in technology, banking, and healthcare are also scaling their India operations.
The shift is not only about more jobs. It marks a move from cutting costs to creating capabilities and faster innovation. This demands professionals who can think globally and own outcomes. The current talent pipeline supports operational roles well, but it is under strain when it comes to specialized skills in product strategy, advanced analytics, and design. Attrition and competition for senior talent add to the challenge. The Institute of Product Leadership (IPL) was founded to address this precise talent gap by transforming functional experts into business leaders who can deliver innovation at scale.
Product managers in GCCs now do more than manage feature lists or local releases. Increasingly, they own whole product lines. They set strategy, define the vision, and take products to market. Product managers need business judgement, technical understanding, and leadership. They act like mini CEOs for their products. This evolution from feature manager to “mini-CEO” requires structured learning and mentorship. The Institute of Product Leadership’s flagship programs are designed to build these exact competencies, using an experiential curriculum that grounds professionals in market analysis, strategic roadmapping, and P&L ownership.
GCCs are building advanced AI models and predictive analytics. McKinsey notes companies using AI and analytics can improve profits by up to 15 percent. The need goes beyond coding. Data scientists must design algorithms. Data engineers must build a scalable data infrastructure. AI and ML specialists must turn business problems into data solutions. They enable personalized experiences. They make operations more efficient. They create new revenue streams. India has a large engineering base. That provides a strong foundation. Demand is high. Deep skills remain scarce.
User experience is a major differentiator as products mature. Designers in GCCs focus on strategic design as well as visual polish. Forrester finds a well designed interface can raise conversion by up to 200 percent. Better UX can lead to 87 percent customer retention. Designers need empathy for diverse users. They need human-centered design skills. They need strong user research. They shape how a product feels and works across markets. Their work often determines how quickly a global product gains acceptance.
The shift from cost center to innovation hub is already happening. Its success depends on building talent in product management, data science, engineering, and design. This goes beyond HR. It calls for investment from GCC leaders, strong academic programs, and policy support to grow the talent base.
Upskilling, career paths, and an innovation mindset matter most. If GCCs focus here, India can stay ahead as a global tech hub. Leadership development can’t be left to chance. The Institute of Product Leadership supports this need with structured learning, industry links, and career growth. That way, talent is ready to lead as global innovators.
