By Navaneet Mishra
Gone are the days when one person specialised in technology, another excelled in communication, and yet another focused on business strategy. Three of them coming together will help effectively manage global expectations and ensure seamless execution. The key is to build confidence. When global counterparts work with individuals who possess broad skills and a holistic business outlook, they trust these professionals to take ownership.
In a competitive market, corporations must adapt, innovate, and address diverse business challenges. Multiskilling has emerged as a cornerstone of this evolution, significantly contributing to the rapid development of global capability centres (GCCs) in India. To foster growth, GCCs are advancing multi-skilling initiatives through various approaches.
Inherent adaptability: As technology evolves, demands shift, the ability to adapt becomes a critical differentiator. India has an extensive pool of talented professionals with strong business & technical education. This adaptability is evident in the rapid adoption of AI, ML, Big Data, cloud computing, IoT, etc along with the empathy both towards the global organisation as well as end customers. Professionals are upskilling and evolving to meet the needs of a dynamic landscape.
Nurturing talent: The knowledge you acquire today may need to be reimagined within five to eight years to align with new paradigms and emerging tools. AI, cloud computing, and mobile apps have reshaped how industries operate. Organisations benefit from retaining experienced professionals and cannot favour new hires over domain expertise. While bringing in fresh talent is essential, the real value lies in retaining and retraining your existing workforce. By upskilling them, you preserve their critical domain knowledge while equipping them to thrive in an evolving technological landscape.
To further nurture talent, GCCs prioritise people development with training programmes, innovation labs along with thriving academia, startups & business ecosystem that serve as incubators for creative ideas, allowing employees to experiment, grow, and create end to end solutions.
The culture of ownership: Management fosters alignment among technical teams, stakeholders, and customers ensuring task clarity. This empowers GCCs’ multiskilled workforce to take ownership, solve complex challenges, and deliver quality solutions aligned with organisational goals. Embracing an ownership mindset, Indian GCCs are evolving from task execution to strategic value delivery, taking on high-value roles and enhancing global relevance.
Global organisations recognise Indian GCC professionals as versatile assets with skills beyond technical expertise. Their proficiency in coding, data analysis, communication, project management, and business strategy builds confidence, positioning GCCs as vital partners in global growth.
In conclusion, India’s multi-skilled talent pool and culture of continuous learning have driven the expansion and success of GCCs in the country.
The writer is senior VP & head of Hexagon’s R&D Centre India
