More than 1,700 are in operation today, employing over two million people and generating an estimated Rs 60,000 cr in value. In the next five years, this is projected to cross 3,000 centres and Rs 100,000 cr. But that growth curve read purely in terms of headcount will not be a right reflection.
Arvind Srinivasan, CFO, Thryve Digital
India’s GCCs are expanding at an extraordinary pace. We have moved from being peripheral support centres to strategic command hubs and more recently gravitating towards Value & innovation centres for global businesses.
More than 1,700 are in operation today, employing over two million people and generating an estimated Rs 60,000 crore in value. In the next five years, this is projected to cross 3,000 centres and Rs 100,000 crore. But that growth curve read purely in terms of headcount will not be a right reflection.
The real value will come from precision hiring: fewer people, sharper skills, faster impact. The question is therefore - are we hiring for the workforce we need today or the one we will need two years from now?
The buy or build decision
AI, cloud, cybersecurity are the pillars on which global delivery models are being rebuilt. But with every emerging technology comes a harder question: should we build the skill internally or buy it from the market? Internal capability building takes time, and time is costly when the relevance of a skill may expire in 18 months. External hiring offers speed but it comes at a premium and carries the risk of mismatched culture or short tenure. There is no universal answer, but there is a universal discipline; every decision must be tied to measurable & strategic business outcomes. If a skill is mission-critical and stable, build it. If it is in flux, buy selectively and keep contracts tight.
The newer concept for hiring senior executives with expertise for a short term is where fractional executives are proving their worth. They offer high-level expertise without long-term cost obligations, ideal for project-based needs or when navigating a transformation.
The danger is in using them as a substitute for strategic workforce planning, rather than a tool within it. Are we deploying them for capability spikes, or are they plugging gaps we should have seen coming?
More than a cost lever
Hybrid work has delivered undeniable benefits. Access to talent in Tier 2 and 3 cities, lower relocation and infrastructure costs, and the return of experienced professionals who had previously moved overseas.
The talent pool is broader than it has ever been, and the ability to scale teams quickly is now a competitive advantage. But access is not the same as engagement. Hybrid models demand an intentional culture of accountability. Without clear frameworks for collaboration, performance measurement, and decision-making, cost savings will disappear under the weight of inefficiency.
Are we governing engagement with the same rigour we apply to financial controls? Because without that, hybrid work risks becoming a drift rather than a strategy.
Closing the skills gap with targeted precision
The skills that matter most today are often the ones with the shortest shelf-life. Broad-based training programmes sound good in annual reports but deliver little if they are not tied to immediate business priorities.
The smarter approach is targeted learning: short, intense modules linked to live projects and the tools already in use. Partnerships with universities and technology providers can create a pipeline of niche skills such as AI engineering or data governance.
Certification programmes from platform providers can ensure teams are proficient in industry-standard tools from day one. But the test remains simple: does the training result in measurable productivity, reduced cost & risk, or new revenue? If not, it is just an expense dressed up as an investment.
Reading the external signals
Workforce planning cannot be isolated from market and policy shifts. The US ‘Make in America’ push is a structural change that could slow the pace of offshore expansion. That makes differentiated, high-value roles in India not just desirable but necessary.
At the same time, domestic market moves are altering the talent equation. TCS’s decision to reduce 12,000 positions at the mid and senior levels has released a significant pool of experienced professionals. This could ease hiring pressures and moderate wage inflation, temporarily.
The real question is, do we have the systems to integrate such talent quickly and effectively, or will it simply inflate payroll without delivering value? Market windows like this close fast and any hesitation can prove costly.
Building for resilience
Permanent headcount, project-linked hires, fractional leadership: the winning formula is fluid and will change with the business cycle. Workforce planning is a live process, responsive to technology shifts, policy changes, and competitive pressures. Every hiring decision should clear three tests. First, will this role remain relevant for at least the next 24 months? Second, does it have a clear, measurable impact on revenue, cost, or strategic capability? Third, is there a faster, more flexible way to access this skill without locking in the fixed cost? If the answer to any of these is uncertain, the model needs to change before the offer letter goes out.
The GCCs that thrive in the AI economy will be those that hire with precision, invest in skills that create measurable returns, and maintain the flexibility to scale up or down without compromising capability. This is a discipline game, where the cost of a wrong hire is a drag on the organisation’s ability to adapt, compete, and grow. The future workforce is being built now. The only question is whether it will still be valuable when we get there.
About the Author: Arvind Srinivasan, Chief Financial Officer, Thryve Digital Health
Empower your business. Get practical tips, market insights, and growth strategies delivered to your inbox
By continuing you agree to our Privacy Policy & Terms & Conditions
