Women leaders shaping the next growth chapter of India’s 1800+ GCCs

Women leaders are increasingly shaping the next phase of growth in India’s rapidly expanding Global Capability Centre (GCC) ecosystem, as multinational companies transform their India hubs into global innovation engines.

Once seen largely as cost-efficient delivery centres, GCCs now drive AI, digital engineering, cybersecurity and product innovation for global corporations. India hosts more than 1,800 GCCs, employing nearly 2 million professionals, with the sector generating about $64.6 billion in export revenue in FY25 and widely projected to cross $100 billion by 2030.

As these centres take on larger strategic mandates, industry leaders say accelerating the rise of women leaders in enterprise technology will be key to sustaining the next wave of GCC-led innovation and growth.

A growing opportunity

Women’s participation in India’s technology workforce has improved steadily over the past decade, particularly in emerging domains such as data engineering, cloud and artificial intelligence. GCCs—many of which operate within global governance frameworks—have often moved faster than traditional technology segments in attracting diverse talent.

“At General Mills, we aim to create an environment where all employees want to work, stay and grow,” said Francisca Villamil, senior HR director at the company, whose India GCC drives digital transformation and utilises AI and digital twin technology to enhance logistics and supply chain efficiency. “More women are choosing careers in technology, and as a company focused on a culture of belonging, skills development and flexible career paths, we continue to be well-positioned as a great place for women to thrive and grow their careers.”

Even so, industry observers say representation alone does not guarantee leadership progression.

“Across the region, we are seeing encouraging momentum in women’s participation in the workforce, particularly in technology and emerging digital domains,” said Sailaja Josyula, SVP and global head of GCC Service Line at tech major Cognizant. The company was born as a GCC for Dun & Bradstreet Corporation, and over the years, it has helped many clients set up GCCs in India and in other geographies. 

Josyula, however, believes that progress does not happen organically. "It requires intention, sponsorship and leadership accountability from organisations to ensure women move into strategic and decision-making roles.”

As GCC mandates expand into strategic technology domains, companies are increasingly focusing on mentorship, sponsorship and structured leadership pathways to ensure women move into decision-making roles.
Leadership beyond hierarchy

Unlike traditional corporate structures, GCCs often operate in global matrix environments, where leaders must influence strategy across geographies and functions rather than rely solely on hierarchy.

“The next generation of GCC leadership will be rooted in empathy, influence and empowerment,” said Josyula. “In complex, matrixed environments, influence without authority becomes critical.”

This shift could create new leadership opportunities for women professionals, particularly as collaborative and cross-functional leadership styles become more valuable in global technology teams.

From operations to innovation

The strategic importance of GCCs has expanded significantly over the past decade, with many centres now responsible for building global technology platforms, enterprise data systems and advanced digital products.

“The next chapter of Global Capability Centres will be defined by leadership and strategic ownership,” said Smitha Hemmigae, managing director at ANSR, a global firm specializing in the establishment of GCCs. “As GCCs take on greater responsibility for product strategy, AI-led transformation and enterprise platforms, they are also reshaping how global leadership emerges.”
This transition, she added, presents a powerful opportunity for women professionals.

“GCCs are uniquely positioned to accelerate women’s leadership because they bring together global exposure, deep technology work and large-scale talent ecosystems in one place. For many women in technology, this means contributing to complex global programmes, collaborating with distributed leadership teams and building expertise in emerging areas such as AI, data and digital platforms.”

Equally important is the culture many GCCs are consciously building. Flexible work models, return-to-work programmes, mentorship networks and leadership pathways are becoming more common as companies try to retain and advance diverse talent.

Allyship and sponsorship

As organisations build these innovation hubs, leaders say allyship and sponsorship will play a critical role in strengthening leadership diversity.
“True allyship means leaders advocating in rooms where women may not be present, challenging bias in real time and sponsoring career-defining opportunities,” Josyula said.

Companies are increasingly launching structured initiatives aimed at supporting women professionals across different career stages—from mentorship programmes to returnship opportunities and leadership acceleration frameworks.

A strategic imperative

As India’s GCC ecosystem continues to scale—potentially crossing 2,000 centres in the coming years—its long-term success will depend on how effectively companies build inclusive leadership structures alongside technology capabilities.

“When organisations bring together opportunity, culture and intentional support, GCCs can become powerful catalysts for enabling more women to rise into strategic technology and leadership roles,” Hemmigae said.

For global enterprises betting on India as a strategic technology hub, the message is becoming clearer: diverse leadership is not just a cultural priority—it is increasingly a business advantage in the innovation economy.