The Evolution of Work Models in Global Capability Centres (GCCs) in India
Global Capability Centres (GCCs) in India have undergone a significant transformation in recent years. Initially designed to support core business functions, these centres are now playing a pivotal role in driving innovation, technology, and data-driven strategies across global organisations. One of the most notable shifts has been the impact of flexible work policies on the career trajectories of women, particularly those in mid- to senior-level roles. This shift is not just about work-life balance; it’s redefining organisational hierarchies, reshaping visibility, and challenging traditional career paths.
For many years, women in sectors like tech, consulting, and global operations in India faced a narrowing path. While entry-level hiring was never an issue, the real challenge came at mid-career levels—often coinciding with life stages that required care responsibilities, relocation decisions, or cultural compromises. GCCs, with their complex reporting structures and alignment to global business units, often unintentionally reinforced this drop-off by equating visibility with physical presence, leadership with linear continuity, and performance with time spent rather than outcomes delivered.
However, over the past few years, there has been a quiet but meaningful reordering of these norms. A skills-first approach is now becoming the ultimate currency. This shift has been accelerated by the pandemic and the growing acceptance of alternative ways to manage work and careers. Leading GCCs are redefining what flexibility means today. It goes beyond remote work to include return-to-work upskilling programs, on-demand expertise through project-based gig talent, asynchronous collaboration frameworks, skills- and outcome-focused performance reviews, and leadership paths that prioritise deep expertise over age, tenure, or location.
This evolution has had a profound impact on women. In interviews and field research across leading centres in Bengaluru, Hyderabad, and Pune, senior women leaders consistently highlighted how innovative work models have allowed them to reclaim agency over their careers. By shifting the focus to skills rather than hours worked, emphasizing outcomes over physical presence, reducing the need for daily commutes, and enabling greater control over schedules, these models have made it easier for women to balance care responsibilities without stepping off the career track.
These changes are not just anecdotal. Internal data from several GCCs show a significant rise in the promotion rates of women since 2021, especially into leadership development cohorts. Another emerging trend is the decoupling of leadership and skill development from traditional linearity. Women who took breaks for caregiving, elder care, or relocation are now being brought into fast-track programs through returnship initiatives. Unlike earlier models that offered a second chance but often carried stigma, today’s high-performing GCCs treat such returns as a strength—valuing lived experience, attracting new-age skills, learning agility, and diverse perspectives in global-facing roles.
Skill-based, flexible career models are also creating more diverse career options for women. Whether through fixed-term contracts or project-based assignments, these models allow talented professionals to contribute on their own terms while organisations gain access to highly specialised skills.
For example, one GCC engaged two seasoned independent women consultants—one in HR strategy and one in branding & communications—on a flexible basis through IndusGuru, an on-demand talent platform. The GCC needed expertise to support its transformation agenda and establish robust people practices but also wanted a scalable, cost-effective solution. The company was introduced to a highly experienced HR consultant, who contributed three days a week, shaping HR policies, capability frameworks, and engagement programmes. This led to clearer metrics, better talent management, and more engaged employees—all without the constraints of a traditional full-time role.
Another important factor is the evolving location strategy in GCCs. Organisations are tapping into Tier-2 and Tier-3 talent pools by offering remote or hybrid roles, making it easier for women with mobility or caregiving constraints to pursue high-value work without uprooting their lives. Some GCCs have even reported a rise in female applicants for roles traditionally less chosen by women—such as DevOps, product management, or infrastructure—once those positions were explicitly advertised as hybrid or remote.
However, flexibility alone is not a silver bullet. It requires thoughtful implementation. Poorly defined skills and roles, or loosely structured hybrid models, can reinforce silos, restrict access to information and resources, and exacerbate proximity bias, where visibility is mistakenly equated with performance. Leadership maturity and cultural recalibration become critical. Companies must train managers to lead teams working in diverse career models, use data to track performance metrics, and ensure visibility doesn’t become synonymous with availability.
One of the biggest long-term benefits of flexibility is its potential to create a multi-generational female workforce in GCCs. Traditionally, many women dropped out of the workforce permanently post-childbirth or mid-career. Flexible policies, when embedded into the system, can reverse this trend. In the next five to 10 years, India could see a substantial rise in second- and third-career women leaders within GCCs—professionals who combine deep domain expertise with sharp business acumen, something increasingly valued by global boards.
The future of work for women in GCCs will not be defined solely by technology, automation, or global process ownership. It will be shaped by policies that humanise the workplace, revalue time, and trust capability over mere presence. Flexible work models are not about easing workloads—they are about removing systemic friction. They allow women to move through life’s chapters without exiting the game. They open up non-linear, powerful paths to leadership.
In many ways, flexibility is the new infrastructure of inclusion—and GCCs that invest in it wisely will not only unlock growth but redefine what leadership looks like in tomorrow’s global enterprise.
