Top 5 Global Capability Center Trends Shaping 2026
Over the last ten years, Global Capability Centers (GCCs) have evolved far beyond their original role as low-cost delivery centers. Today, they serve as engines of innovation, digital transformation, and enterprise growth. This shift is reflected in India's GCC ecosystem, which now includes more than 2,117 centers employing approximately 2.36 million professionals and contributing nearly USD 98.4 billion in annual revenue. More than 506 companies from the Forbes Global 2000 operate GCCs in India, underscoring the country's strategic importance in the global business landscape (Nasscom).
As GCCs take on broader strategic responsibilities, execution has become increasingly complex. Organizations must coordinate larger transformation programs, satisfy diverse stakeholder expectations, and consistently demonstrate measurable business impact. Defining the vision is no longer the challenge. Delivering it successfully is.
Industry data shows that over 72% of newly established GCCs encounter significant schedule delays or budget overruns during their first two years of operation. These outcomes rarely stem from talent shortages or location choices. Instead, they point to shortcomings in execution systems, governance, and operational discipline—the very challenges Aokah was created to address.
"Global Capability Centers have evolved dramatically—from supporting business operations to driving enterprise innovation and transformation. Today, success is defined not by ambition alone, but by disciplined planning, consistent execution, and the ability to sustain long-term value. That is what Globalizing Work with Confidence represents in practice," said Atul Vashistha, Chairman and CEO, Aokah.
Five Trends Defining the Future of Global Capability Centers
1. AI-First Operating Models Become Business Standard
Artificial intelligence has moved beyond experimentation within GCCs. Organizations are integrating AI across software development, finance, human resources, analytics, and customer operations, making it an integral part of enterprise operating models. The focus has shifted from isolated pilots to large-scale adoption that delivers measurable business outcomes.
The transition is accelerating rapidly. According to the EY India GCC Pulse Survey 2025, 83% of GCCs are investing in Generative AI, while 58% have already begun investing in Agentic AI. Another 29% intend to expand these investments within the coming year. Deloitte's State of AI in the Enterprise (2026) further reports that nearly three-quarters of global enterprises expect to deploy Agentic AI within the next two years.
Organizations that position AI as a strategic enterprise capability—rather than a standalone technology initiative—will define the next generation of GCC leadership.
Key statistics
As GCCs take on broader strategic responsibilities, execution has become increasingly complex. Organizations must coordinate larger transformation programs, satisfy diverse stakeholder expectations, and consistently demonstrate measurable business impact. Defining the vision is no longer the challenge. Delivering it successfully is.
Industry data shows that over 72% of newly established GCCs encounter significant schedule delays or budget overruns during their first two years of operation. These outcomes rarely stem from talent shortages or location choices. Instead, they point to shortcomings in execution systems, governance, and operational discipline—the very challenges Aokah was created to address.
"Global Capability Centers have evolved dramatically—from supporting business operations to driving enterprise innovation and transformation. Today, success is defined not by ambition alone, but by disciplined planning, consistent execution, and the ability to sustain long-term value. That is what Globalizing Work with Confidence represents in practice," said Atul Vashistha, Chairman and CEO, Aokah.
Five Trends Defining the Future of Global Capability Centers
1. AI-First Operating Models Become Business Standard
Artificial intelligence has moved beyond experimentation within GCCs. Organizations are integrating AI across software development, finance, human resources, analytics, and customer operations, making it an integral part of enterprise operating models. The focus has shifted from isolated pilots to large-scale adoption that delivers measurable business outcomes.
The transition is accelerating rapidly. According to the EY India GCC Pulse Survey 2025, 83% of GCCs are investing in Generative AI, while 58% have already begun investing in Agentic AI. Another 29% intend to expand these investments within the coming year. Deloitte's State of AI in the Enterprise (2026) further reports that nearly three-quarters of global enterprises expect to deploy Agentic AI within the next two years.
Organizations that position AI as a strategic enterprise capability—rather than a standalone technology initiative—will define the next generation of GCC leadership.
Key statistics
- 83% of GCCs are investing in Generative AI.
- 58% are actively investing in Agentic AI, with another 29% planning expansion within twelve months. (EY India GCC Pulse Survey, 2025)
- Approximately 75% of enterprises worldwide expect to implement Agentic AI within two years. (Deloitte State of AI in the Enterprise, January 2026)
"While 83% of GCCs are investing in Generative AI, only 21% have established mature governance to manage it responsibly. That gap will determine where both opportunity and risk emerge over the coming decade. From an investment perspective, this is exactly the kind of structural transformation we seek—and one of the reasons our confidence in Aokah continues to grow. They are building the execution framework enterprises need, not simply following the AI trend," said Veda Iyer, Global Chief Marketing Officer; Head of Hyperscalers & Strategic Partnerships; Head of Sales – APAC, Mphasis.
2. Governance Evolves from Activity Tracking to Business Outcomes
Traditional governance models focused primarily on project milestones and progress reporting are being replaced by approaches centered on measurable business value. Enterprise leaders increasingly expect real-time visibility into transformation outcomes rather than periodic status updates.
However, governance maturity has not kept pace with AI adoption. Deloitte's research indicates that only 21% of organizations have implemented mature governance frameworks for autonomous AI agents. At the same time, 48% have introduced AI without redesigning the workflows or organizational roles surrounding it, while only 12% have undertaken enterprise-scale operating model transformation.
As AI becomes embedded across organizations, effective governance will require new performance metrics, stronger accountability, and closer alignment between GCC leadership and enterprise strategy.
Key statistics
2. Governance Evolves from Activity Tracking to Business Outcomes
Traditional governance models focused primarily on project milestones and progress reporting are being replaced by approaches centered on measurable business value. Enterprise leaders increasingly expect real-time visibility into transformation outcomes rather than periodic status updates.
However, governance maturity has not kept pace with AI adoption. Deloitte's research indicates that only 21% of organizations have implemented mature governance frameworks for autonomous AI agents. At the same time, 48% have introduced AI without redesigning the workflows or organizational roles surrounding it, while only 12% have undertaken enterprise-scale operating model transformation.
As AI becomes embedded across organizations, effective governance will require new performance metrics, stronger accountability, and closer alignment between GCC leadership and enterprise strategy.
Key statistics
- Only 21% of organizations report mature governance for autonomous AI agents. (Deloitte State of AI in the Enterprise, 2026)
- 48% have deployed AI without redesigning workflows, while just 12% have completed large-scale operating model transformation. (Deloitte AI Institute Pulse Check, 2026)
3. GCCs Become Enterprise Transformation Hubs
Global Capability Centers are no longer viewed solely as delivery organizations. Increasingly, they serve as strategic partners responsible for driving innovation, influencing enterprise-wide decisions, and building future capabilities.
The transformation is evident in India. According to the EY India GCC Pulse Survey 2025, 52% of GCCs share responsibility for global business decisions, while 45% provide strategic leadership at the global level from India. Furthermore, 67% have established dedicated innovation teams and incubation programs to generate, validate, and scale new ideas across the enterprise.
The most advanced GCCs are evaluated not by the services they provide, but by the strategic opportunities they enable.
Key statistics
- 52% of India's GCCs participate in shared global decision-making.
- 45% contribute directly to global strategic leadership.
- 67% operate dedicated innovation teams and incubation programs. (EY India GCC Pulse Survey, 2025)
"Global Capability Centers are rapidly becoming the AI acceleration engines of their enterprises. By combining specialized talent, data expertise, technology capabilities, and business process excellence at scale, they are uniquely positioned to deliver meaningful business impact across both revenue growth and operational efficiency," said Robert Weltevreden, Global Business Services Leader and Board Member, Aokah.
4. Human–AI Collaboration Reshapes Workforce Strategy
The workforce within modern GCCs increasingly combines specialized human expertise with AI-powered capabilities. Rather than replacing employees, leading organizations are redesigning work to enable people and AI to operate together effectively.
This requires significant investment in reskilling, revised operating models, and new ways of working. Talent strategy is expanding beyond recruitment to include workforce transformation.
Yet many organizations remain unprepared. Deloitte reports that 84% of companies have not redesigned jobs around AI despite growing automation initiatives. Enterprise executives also identify insufficient workforce skills as the most significant obstacle to successful AI integration.
Organizations that bridge this capability gap will gain a sustainable advantage in both talent and business performance.
Key statistics
4. Human–AI Collaboration Reshapes Workforce Strategy
The workforce within modern GCCs increasingly combines specialized human expertise with AI-powered capabilities. Rather than replacing employees, leading organizations are redesigning work to enable people and AI to operate together effectively.
This requires significant investment in reskilling, revised operating models, and new ways of working. Talent strategy is expanding beyond recruitment to include workforce transformation.
Yet many organizations remain unprepared. Deloitte reports that 84% of companies have not redesigned jobs around AI despite growing automation initiatives. Enterprise executives also identify insufficient workforce skills as the most significant obstacle to successful AI integration.
Organizations that bridge this capability gap will gain a sustainable advantage in both talent and business performance.
Key statistics
- 84% of organizations have not redesigned work to incorporate AI capabilities. (Deloitte State of AI in the Enterprise, 2026)
- Workforce skill shortages remain the leading barrier to AI adoption. (Deloitte State of AI in the Enterprise, 2026)
5. Execution Confidence Emerges as the Defining Competitive Advantage
As globalization initiatives become larger and more interconnected, consistent execution has become the primary differentiator between successful and struggling organizations. Leaders require clear visibility into risks, dependencies, progress, and business outcomes throughout every phase of transformation.
The challenge continues to grow. According to EY's Technology Pulse Poll (2026), 78% of technology executives believe AI adoption is advancing faster than their organizations' ability to manage the associated operational complexity.
Aokah's review of more than 300 globalization programs found that over 72% of new GCC initiatives experience significant delays or budget overruns within their first 24 months. These outcomes are not isolated incidents—they are common where organizations lack structured execution intelligence.
In today's environment, Globalizing Work with Confidence has become an operational necessity rather than a competitive aspiration.
Key statistics
- 78% of technology leaders believe AI adoption is outpacing organizational management capabilities. (EY Technology Pulse Poll, February 2026)
- More than 72% of new GCC programs experience substantial delays or cost overruns during their first two years. (Aokah analysis of 300+ GCC programs)
Establishing a New Benchmark for Enterprise Globalization
Drawing on more than two decades of experience across 300+ globalization engagements, Aokah developed the Five Wisdoms℠ framework to provide organizations with a structured approach to every stage of their globalization journey. From initial strategy and setup through optimization and long-term performance, the framework combines proprietary methodologies with practical expertise to help enterprises reduce risk, accelerate execution, and build high-performing Global Capability Centers aligned with business objectives.
"The conversation has changed. Organizations are no longer debating whether work should be globalized—they are asking how to globalize successfully while creating confidence for boards, business leaders, and execution teams alike. Helping enterprises achieve that level of confidence is the standard Aokah has set for itself," said Atul Vashistha, Chairman and CEO, Aokah.
Drawing on more than two decades of experience across 300+ globalization engagements, Aokah developed the Five Wisdoms℠ framework to provide organizations with a structured approach to every stage of their globalization journey. From initial strategy and setup through optimization and long-term performance, the framework combines proprietary methodologies with practical expertise to help enterprises reduce risk, accelerate execution, and build high-performing Global Capability Centers aligned with business objectives.
"The conversation has changed. Organizations are no longer debating whether work should be globalized—they are asking how to globalize successfully while creating confidence for boards, business leaders, and execution teams alike. Helping enterprises achieve that level of confidence is the standard Aokah has set for itself," said Atul Vashistha, Chairman and CEO, Aokah.
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