The rapid growth of CCG in India reforms competitive dynamics for IT service companies, fostering symbiotic relationship and innovation. | Photo credit: Bloomberg
Indian IT services companies feel more and more the pressure of the rapid expansion of global capacity centers (CCG) in India. These internal technology centers, established by multinational corporations, are absorbing a significant part of the work of subcontracting and intensify competition for first level talent. The actors of the industry, however, see that this dynamic is as symbiotic, while Itic Iticling encompasses it, it is while heading to Itet, addressing Itet, itet, which is, at the same time. Handling non -basic operations.
“The rapid growth of CCG in India is restructuring the competitive dynamics for Indian IT service companies. Although there is some overlap in the groups and talented groups with IT and IT service companies, GCCs are mainly imposed, in the building and documented to the GCC documents and documented and documented and documented in the development and documented in the construction and construction of the construction, construction and construction. documented and documented.
This change promises that IT services evolve their offers, from the delivery of commercial services to scale to boost a more linked commitment to the results and based on the value that focus on speed, efficiency and measurable commercial impact.
On the other hand, new opportunities are also created. IT service companies are increasingly playing the role of ecosystem partners, which support CCG in areas such as automation, AI/ml, cloud transformation, cyber security and even helping to build initial equipment. Several Indian companies are emphasizing their market strategies to serve GCC as clients themselves.
Mamatha Madereddy, MD and HSBC India Global Service Centers & President or the Nasscom GCC Council said, he said, he said, “In fact, there is a symbiotic relationship between CCG and IT service companies. They complement each other and improve the operations of IT service companies. There is collaborative growth: market expansion, talent development and economic contribution. IT companies can also help GCC to be agile in response to commercial demand and frequent market changes. It also helps eliminate some of the operating costs, either through the automation or process optimization. They are not competing with each other, but work in a cohesive and collaborative way to focus on talent, economic contribution and market expansion. “
According to Thakker, some centers of excellence (COES) within the CCG, work hand in hand with service suppliers to pilot, test and scale initiatives worldwide.
Looking towards the future, a hybrid ecosystem could arise, where GCC will boost innovation, customer cards possess and the development of lead products. IT services will bring operating muscle, experience between domains and delivery scale.
GCCs such as Bosch, SAP and Microsoft are pressing the first product innovation and promoting transformation from the inside. Service suppliers continue domination in areas such as administered services, cloud migration and inherited modernization.
“The future of India’s technological panorama is not about dominating, but orchestration, where each player brings unique strengths to the table,” he said.
However, another fear that persists is a redistribution of talent, with the CCGs increasingly seen as attacitive workplaces due to the nature of the avant -garde of the usual work and high property, together with the compensation and global exposure.
This has led to the competition, as special in the middle and senior levels, where leadership with a solid client and a delivery mentality has a great demand. While entry level talent still tends to be absorbed in large quantities by Indian companies, especially for pyramid -based delivery models, CCGs are increasing postgraduate hiring by collaborating with external stakeholders, including academy to build early talent pipes, Thakker said.
Gaurav Gupta: Partner and leader of the CCG industry in Deloitte India, commented: “Both have slightly different talent requirements. The GCCs generally do not hire many people at the junior level. But they look what they are, whatever, of whatever.
Posted on April 21, 2025