Having able leaders is an important constituent of any enterprise. For an offshore firm, it is even more so.

The Global Capability Centres have become increasingly important for an enterprise. Post COVID, this dependence has increased manifold as GCCs have delivered in exceptional circumstances. Their delivery capabilities coupled with their cost optimization initiatives really helped enterprises manage their customers’ expectations and their bottom-line. Their leaders rose to the challenge and successfully delivered to the objectives and expectations of their internal and external stakeholders. So, what is required of a GCC Leader?

Everything, and then, some more. GCC Leaders need to constantly manage transformational opportunities. They need to be able to contextualize to remain relevant. They need the ability to make agile and smart decisions. And they need the best negotiating skills to manage business transformation. Defining the opportunity, framing,

and presenting a business case and impressing the enterprises’ leadership and then leading the team are important milestones which need to be achieved.

Leadership plays a significant role in establishing a GCC and in its efficient and effective functioning. Enterprises expect their offshore leaders to build exceptionally robust operations which can drive superior customer experience and provide consumer and business insights which can support an enterprises’ decision-making capabilities. With captives playing a decisive role, their leaders are increasingly being called upon to augment revenue and improve customer management, but also manage operations that influence business outcomes. The offshore manager has moved beyond traditional back-office responsibilities. Today, they are measuring, optimizing, and building customer engagement, generating revenue, impacting product management and cross-selling, and playing a

more decisive and strategic role for the enterprise.