To understand what is changing in the world of GICs, it is important to track the evolution of such global delivery centres over the past three decades. While the 1990s and 2000s saw the emergence of GICs around the world, these were primarily driven by cost constraints of their global parent entities. Back then, captive centres were focused on improving business process efficiencies with an eye on maintaining delivery quality. The rapid growth of ASEAN countries and the economic liberalisation of India in the 1990s piqued the interest of large corporations. Backed by global delivery models, many of these firms set up shop in South and South-East Asia, along with the Asia-Pacific region. GICs were also set up in parts of Latin America.
Moving on from just being centres for global labour arbitrage, over time, many such captive centres gradually shifted their focus to value-added activities such as IP-creation, building competencies around emerging technologies, setting up COEs and taking full ownership of vendor management².
The KNOLSKAPE GIC study 2019 covers the following.
- Overview of GICs
- Top challenges faced by GICs
- Strategic Priorities Going Into 2020
- Key Talent Initiatives
- Business Evolution and Talent Implications
- GICs: The Next Frontier
- How KNOLSKAPE Helps Build Future Skills
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