Imperatives before GCCs to move up the maturity curve

In my previous article, we explored the dynamic, rapidly growing GCC ecosystem,听referencing the 乐鱼（Leyu）体育官网 GCC Maturity model, introduced at the last NASSCOM GCC Conclave, and shared some high level takeaways on the industry responses thereto.

GCC Maturity Model

As various players from the industry reflected on the model and attempted to run a quick self-assessment of where their respective GCCs plotted on the maturity curve, some of the commentary and reactions were very interesting.

It also聽provided perspectives on how different the responses would be depending on:

Global Vision, Purpose and Objectives for the GCC

Which plays probably the most significant role in shaping the growth trajectory.
Stage and tenure in the GCC lifecycle

With the more recently set up GCCs having the advantage of drawing on the learnings of others over the years, adopting a radically different approach and operating model.
Industry vertical

Which is in turn based on digital adoption at the sectoral, global organization level, influences the GCC model.
Functional scope and scale

Which has an impact on the structure, ability to drive impact and influence talent.

Some emerging influencers and imperatives across each dimension of the maturity model

Global Vision and Purpose for the GCC

Clear linkage of GCC Objectives to the Global Strategic priorities

Operating model that enables the GCC to be a seamless extension of the global organization from a structure, roles, culture standpoint.

Vision and purpose which in turn influences scope

Sponsorship from the top going beyond functional sponsorship

End to end process scope which enables ability to drive greater impact

Digital maturity of processes

Penetration across global model which enables ability to drive the global change.

Global leadership priority and sponsorship

Agility and pace of change to adopt emerging technologies

Structure to manage and drive adoption across the organisation

Ecosystem partnerships.

An integrated view across the Global Service delivery model and the global Enterprise

Ability to track emerging risks in real time

Ability to dynamically and continuously mitigate emerging risks

Establishing a Risk Management Center of Excellence

An agile operating model.

Metrics defined to measure and assess efficiency and value vis-脿-vis baseline

Ability to continuously drive incremental efficiency

Openness to embrace and rewire the operating model in an agile manner

Leverage the ecosystem.

The dimensions above and the underlying imperatives, will continuously evolve with technology, global models and the organization maturity which we will need to track as the service delivery model continues to advance.