NASSCOM-DSCI-KPMG- Secure in India: Leaders’ insights on GCC empowered global cybersecurity delivery

Global organizations recognize the inevitability of cyberattacks, and are enhancing their cybersecurity strategies by bringing together skilled people, cutting-edge technologies and new age processes to secure their organizations. Global Capability Centers (GCCs), by design, allow organizations to insource key functions, retain control and hold on to expertise in-house. When combined with right talent and commercial effectiveness, GCCs are apt for cybersecurity. With over half of the global GCC revenues, and growing at a CAGR of 11 per cent YoY, the growth of India based GCCs is already well known.

In this report, we explore a wide range of drivers, capabilities, smart practices, innovation, challenges and offer insights on how India based GCCs are securing their global organizations. The intent of this report is to enable leaders of global organizations make informed decisions on their India-based GCC strategy for cybersecurity delivery.

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Key Findings

1. Global organizations believe in India’s GCCs’ capability to address their cybersecurity agenda

Cyber GCC is an integral part of insourcing strategy. 61 per cent say ‘retention of cybersecurity expertise in-house’ is key
Average budget allocated to global cybersecurity delivery by India based cyber GCCs (at 18 per cent CAGR in 2018) is increasing rapidly when compared to average global cybersecurity budget (at 8 per cent CAGR in 2018)
35 per cent say ‘business feasibility’ (ease of cybersecurity delivery) is one of the top three drivers for setting up Cyber GCCs

Talent pool is at the heart of Cyber GCCs’ success story

Over 90 per cent say ‘talent pool availability’ drives their global organizations to set-up Cyber GCCs in India
Cyber GCCs present a distinct opportunity to their global organizations with commercial, competitive and abundant talent pool. 68 per cent say ‘commercial effectiveness’ is one of the top three drivers
62 per cent employ new-age techniques (e.g. hackathons) to upskill cybersecurity teams
83 per cent are at high maturity levels in dealing with cyber threats (e.g.: denial of service (DoS)) and 71 per cent are at equally competent levels in dealing with advance threats (e.g.: malware)
96 per cent have adopted pre-planned strategies to combat cyber crisis for their global organizations

Think innovation, think Cyber GCC

32 per cent say innovation is one of the top three drivers for setting up Cyber GCCs
About 60 per cent have ‘cyber product and new solutions development’ capabilities
Over 64 per cent leverage emerging technologies to handle cyber issues
52 per cent are involved in incubation, acceleration and co-creation with start-ups

Cyber GCCs continuously adapt to enhance value

About 70 per cent create value for their global organizations through collaboration with external parties (e.g.: Industry peers, industry bodies, regulators, academia, start-ups, etc.)
Over 55 per cent have targeted approaches to manage risks (such a distributed functions to reduce concentration risk)

Cyber GCCs leaders owning global cyber functions is on the rise

38 per cent are multifunction centers with influential cybersecurity leadership
70 per cent have at least one GCC leader serve in global committees
57 per cent have a ‘cyber strategy and governance’ function
Cyber GCC leaders continue to gain more experience in dealing with global regulators and auditors

NASSCOM-DSCI-KPMG- Secure in India: Leaders’ insights on GCC empowered global cybersecurity delivery

Key Findings

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