AI is moving from experimentation to execution, with providers increasingly acquiring capabilities that help embed AI into products, platforms and business processes.
The advantage is no longer just having AI expertise; it’s turning that capability into production-ready solutions and measurable business value.
Every GCC follows a lifecycle. But the choices made along the way determine what it becomes.
What shapes those choices?
Where does capability turn into ownership?
And what separates a GCC that creates enterprise value from one that simply adds scale?
We’re taking a closer look at the GCC journey, and the decisions that define it.
This is just the beginning.
Not every capability needs to be built in-house.
The smarter question is: what should you own, and what should you buy?
The answer depends on where the capability creates differentiation and where scale, speed or efficiency matter more. Build deeply where the capability is core to your competitive advantage. Partner where others can deliver better, faster or at greater scale.
The goal isn’t to build everything yourself. It’s to make deliberate build-vs-buy choices that put investment where it matters most.
What took India’s first-generation GCCs 12-15 years to achieve can now happen in just 2-3 years.
Newer GCCs are entering the market with broader mandates, moving beyond IT faster, and reaching enterprise-wide scope much earlier. They are benefiting from years of experience and lessons from the first waves, allowing them to compress a journey that once took more than a decade.
For late movers, the advantage is not simply starting later. It is starting smarter.
Most enterprises are asking where AI can create value.
An equally important question is who should build it.
Some functions are ready for managed services today. Others need a partnership model. And some remain core capabilities that enterprises should continue to own. The real opportunity comes from matching the operating model to the value AI can create, not applying the same approach everywhere.
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