GCCs in India

Sandeep Sharma, Managing Director & Country Manager, RealPage Sandeep carries 20 years of rich management experience, all through in technology operations, new initiative management, transformational large deals, business and sales operations, account management, delivery & business development in products, services, solution, selling for the mature and emerging markets.

Growing in India given the talent pool, cost arbitrage

Mirroring the growing maturity of the Indian IT-BPM industry, GICs today have moved past the “cost center” stage. GICs have also taken up the Digitization mandate for their parent firms helping the parent evolve to a Digital Enterprise In short contributing to the Enterprise transformation.

Expectations from the GCCs Deliver value
The Global Capability Centers in India are increasingly looked at by global corporations to deliver high value solutions for their operations across the world. These solutions often involve the latest trends in technology and R&D for their future products and services.

Be lean & show operational efficiency: With a lean focus in running global businesses, there are obvious advantages of greater profitability and quality standards.

Customer return is the final goal of a lean organization. There’s a close correlation of operational efficiency with lean business practices. A lean organization is more capable of achieving operational goals and be agile as well.

Global operating & delivery model: The most optimal way to run captive centers is to have a follow-the-sun model of operations which makes it seamless and cuts across boundaries to take advantage of various skill sets and culture and as well as fits into the business continuity goals of a globalized delivery structure.

Our employees don’t fully understand our business: As a prerequisite to any business, unless the people engaged in working for it fully comprehend the work and its results they will be left in a grey area. In fact often some organizations choose to keep it that way. But it is high time companies change that attitude and fully educate their professionals about their business so that they can work with a definitive mission and vision in mind.

They don’t feel challenged:
A work environment that is devoid of challenges often leads to
monotonous activity. To keep them motivated towards change it is required that they be given opportunities to learn and challenging them to get better is probably the most efficient way to do so.

Skilling: The need for upskilling lies in line with the motivation required for employees to go beyond themselves to achieve something better. And there are two common growth considerations at stake when the organization does not focus enough on upskilling Individual’s professional career growth and the organization’s growth. Upskilling is therefore at the very center of the profit center mindset mapping program.

The need for upskilling lies in line with the motivation required for employees to go beyond themselves to achieve something better

Building a Profit center Mindset
Building the profit center mindset through TAP Trust Allset (Mindset, Skillset & Toolset), Pride: As a theme the TAP Trust, Allset, Pride must be instilled with the workforce which, in turn would show great results in motivating a highperformance talent pool.

Of the TAP – Trust talks about developing mutual trust among colleagues which is an important part of building a winning team culture. Trust must be developed as an element of the culture which works in all directions within the organization. Allset is an amalgamation of mindset, skillset and toolset which largely has a human element to it and works with the right mix of tools available to the work force to deliver business results. The philosophy of TAP makes the theme continuity, when people take Pride in what they do.

Stakeholders–Use that travel budget, Survey and act on it (Don’t focus on structures): Net promoter score(NPS) is a widely used tool to measure customer satisfaction and as well as employee engagement. The stakeholders should diligently utilize the travel budget to network extensively both within the organization and as well as with their industry peers to stay abreast of the developments in the industry and constantly check where they stand in terms of the action plan.

Understand the Industry/ Domain: To that end, the leaders must remain in the forefront in having an all-encompassing knowledge of the business, its model, the domain they operate in the technologies they use and finally about the impact they make through all of this on the market and as well as the community.

Customer Journeyled Transformation:One of the best teachers who can help us improve our solution/ technology/ product is our customer. Hence it is essential that our ideology, our focus our efforts are constantly directed with insights from customers about their experience. By gauging their experience and remodeling ourselves to serve them better, we can always transform ourselves to be profit center organization.

Measure costs front to back by journey/ transactions: This is an important aspect of the measurement of profitability especially when global captives are by nature built to scale up to accommodate the growth stories of ambitious organizations that establish these captives with an intent to be both innovative and profitable.

Measurement–TBAR:The use of the T-BAR which contains metrics related to Quality, Cost, Through put, People and Customer as a measurement tool which acts as a dashboard for the management to know where the organization stands in terms of cost savings and optimization.

Think Global Act Local Too:A simple agenda that has become popular and is going to remain for decades to come. As businesses grow they try to align themselves with global demands in focus. But taking the pulse of your local market is as essential, as each market behaves differently owing to some intrinsic factors.