Global Capability Centers (GCCs) have undergone a profound transformation from cost-focused back-office operations to strategic engines of innovation & growth. Initially established to support functions like software development, data analysis, finance, and customer service, GCCs particularly in countries like India now hold end-to-end ownership of products & platforms. They are playing a pivotal role in helping enterprises shift from feature-based development models to product-centric approaches, especially in tech-driven sectors like healthcare. By integrating technologies like AI across the development lifecycle, GCCs are not just executing, they’re actively shaping what gets built, how it’s delivered, and the value it creates for users and the business.
From Support to Strategic Ownership
Global Capability Centers (GCCs) have evolved from traditional support roles into strategic hubs that drive business outcomes through end-to-end product ownership & digital transformation. The shift from a feature-based model, where teams executed discrete tasks defined by central teams to a product-centric approach marking a pivotal change. In the new model, teams own entire products or services, enabling greater accountability, cross-functional collaboration, and deeper alignment with user needs. This transformation empowers GCCs to contribute meaningfully to global product strategy, positioning them as innovation engines rather than task executors.
In dynamic and rapidly evolving fields like healthcare, organizations must pivot toward product-building capabilities that prioritize customer outcomes and integrated expertise. A product-centric structure fosters ownership and accountability by giving teams end-to-end control of the product lifecycle from creation through iteration that is accelerated by agile and DevOps practices. This model not only enables faster responses to user needs and quicker product launches but also drives a necessary cultural shift from reactive execution to proactive innovation. Forward-looking GCCs are embracing this transformation by fostering innovation-first mindsets and integrating cross-functional talent such as product managers, engineers, designers, and data scientists into cohesive teams. This collaboration breaks silos, fuels product thinking, and enables the adoption of advanced technologies to strengthen healthcare delivery, enhance global collaboration, and expand access to skilled talent across domains.
Talent Transformation Fuels Product-First Strategy
The changing talent landscape is a major factor in the GCCs' shift to a product-first strategy. Today’s GCC are no longer filled with purely execution roles, and they are purposefully hiring and developing domain experts, data scientists, UI/UX designers and product leaders who understand both technology and user needs. This blend of deep technical skills and user-centric thinking empowers teams to create meaningful, long-term impact rather than short-term outputs. The approach to talent engagement has also evolved, with a strong emphasis on leadership development, internal mobility, and continuous learning. By investing in people GCCs are fostering cultures of curiosity, accountability, and agility as a core traits of high-performing product organizations. As a result, teams are not just delivering to specifications; they are solving problems, challenging assumptions, and driving innovation from within.
Challenges in Adopting Product-Centric Mindsets
While the shift to a product-centric model unlocks significant strategic opportunities, it also presents notable challenges, particularly for teams rooted in legacy service or feature delivery mindsets. Unlearning established habits and fostering a true product mindset requires deliberate effort, including hiring experienced product leaders, enabling cross functional collaboration, and investing in continuous skills development. A major huddle remains the talent gap in product management and ownership, as these capabilities have historically been centralized at headquarters. GCCs are addressing this by upskilling internal talent and strategically hiring from local markets. Additionally, time zone differences and the complexity of coordinating across global teams can make end-to-end product ownership more difficult.
To overcome these barriers, leading organizations are instituting structed rituals, robust documentation, and tight alignment on product goals. Ultimately, success depends on empowering teams with both autonomy and accountability ensuring every team member has a clear stake in the product’s success rather than simply executing isolated tasks.
A Cultural Revolution Through Product Thinking
The shift from feature-based delivery to product-centric thinking is more than a structural change, it is a cultural revolution. This evolution is driving businesses to become more customer-focused, agile, and innovation-led. GCCs once seen as quiet execution engines, are now at the forefront of this transformation. They are building cohesive, cross-functional teams, fostering a culture of ownership, and delivering measurable end-to-end impact. By embracing product-thinking, GCCs are not just participating in the journey, they are actively shaping the future on how global enterprises build, deliver and scale products that matter.
Conclusion
The future of GCCs lies in their growing role as engines of innovation. Product thinking is no longer confined to headquarters and it is being imagined, built, and led from within GCCs themselves. As multinational companies seek faster, more agile ways to deliver value, GCCs are stepping up with the talent, capabilities and mindset to lead.
Disclaimer
The views, thoughts, and opinions expressed in this blog are solely those of the author and any content provided on this blog is for informational purposes only.
