A technology global capability centre set up by a US fashion company had already generated almost $10 million in savings and operational gains for its headquarters over six years. On paper, the centre was performing strongly. Yet, according to PwC India, the headquarters still struggled to see how those results translated into wider enterprise value. The problem was not execution, but visibility.
That gap is becoming more important as GCCs move beyond labour arbitrage and routi...
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ne support. PwC argues that many centres now need to prove their contribution not only through delivery metrics, but through a clearer line of sight to business outcomes such as customer experience, innovation, compliance and growth. The firm says the real challenge is to show how a GCC’s work supports the parent company’s strategic priorities as the centre matures.
In this case, PwC India said it began with a quick assessment of the GCC’s operations, strategic position and stakeholder relationships before designing a value management model built around six areas: cost and process optimisation, revenue growth, stakeholder experience, legal and compliance, skills and innovation, and environmental, social and governance performance. Those measures were then mapped to four business priorities identified by the headquarters: consumer centricity, direct-to-consumer, enterprise foundation and business operations. The aim was to make each metric traceable to an outcome that mattered to the parent company.
The broader message is that GCCs are increasingly expected to act as value drivers rather than back-office cost hubs. Other industry commentary points in the same direction. EY’s 2025 GCC pulse survey found that centres are sharpening their focus on digital transformation, AI adoption and ownership of intellectual property, while firms such as Persistent say GCCs are also being judged on innovation, control, compliance and workforce productivity.
Technology is accelerating that shift. As AI, cloud and other digital tools reshape operating models, GCCs are being asked to deliver more than efficiency. They are being pushed to help redesign processes, support product development and strengthen enterprise capability. PwC’s conclusion is that value only becomes strategically useful when it is measured in a way that the business can understand, compare and act on.
In that sense, the centre’s six-year savings record was only part of the story. The larger task was to convert delivery into visible enterprise value, and to keep that reporting aligned with the GCC’s own climb up the maturity curve.
Source: Noah Wire Services
