Udit Joshi
Head of Marketing - Global Sales, ansrsourceSpanning a disciplined and successful career working with Startups, GCCs, EdTech, and emerging tech companies, Udit Joshi is a marketing professional who loves to build brands and takes accountability for growth. He helps organisations turn their complex offerings into clear narratives that attract customers, talent, and stakeholder confidence.
The GCC Renaissance: Redefining India's Socio-Economic Fabric
A significant transformation is underway across India, extending far beyond office buildings and job listings. Global Capability Centres (GCCs), once dismissed as mere outsourcing hubs, have quietly become a driving force in reshaping how India works, earns, and grows. In Hyderabad’s Hitec City and Bengaluru’s Business Parks, professionals now own global product lines, deploy AI to optimise workflows, and influence worldwide strategy. As this ecosystem has expanded rapidly, the scale of change is only beginning to register.
India today hosts over 1,700 GCCs, employing nearly 1.9 million people and contributing around $46 billion to the economy. But these figures only scratch the surface. The real impact is cultural, social, and structural. These centres no longer serve just as invoice processors or help desks; they now spearhead AI research, product engineering, cybersecurity, and financial risk management for some of the world’s largest firms.
For example, a customer’s shopping experience at Target in the US is orchestrated out of Bengaluru. JPMorgan Chase’s tech hub in Bengaluru, one of its largest globally, highlights India’s integral role in global business functions. The ripple effects extend beyond Bengaluru and Hyderabad, with cities like Pune, Coimbatore, and Jaipur attracting Fortune 500 companies eager to expand their GCC presence. When Walmart’s Bengaluru tech hub grew to over 10,000 employees, nearby neighbourhoods transformed, and new restaurants, schools, housing, and transport infrastructure emerged. This exemplifies a true socio-economic multiplier.
A largely overlooked story is the wave of young talent entering these centres. Most GCC employees are under 35, and many are first-generation workers from small towns. For them, GCC jobs symbolise upward mobility and financial independence. When Hyderabad’s Google
GCC hired from Tier-2 colleges, it altered aspirations for generations in Andhra Pradesh and Telangana, decentralising prosperity.
Gender diversity is another key facet. GCCs often boast higher female participation than India’s general IT sector. Companies like Texas Instruments, which has operated since 1985, have invested in programs that reintroduce women into the workforce, reflecting a broader social shift.
India’s GCC journey shifts the narrative from support to leadership in the global knowledge economy. The work is serious, the stakes are global, and the talent is merit-based. This is only the beginning of India’s ascent to global tech leadership.
