The GCC executed 200+ projects across 15 banking functions. But the bank was never structurally modeled. So what looks like progress is really just activity. When transformation is measured by project completion,but no one can say what the enterprise now looks like,you don’t have architecture. You have output. Until a structural model is adopted, the GCC will remain a delivery factory—
India’s GCCs aren’t failing to deliver. They’re failing to define what they’re delivering at a structural level. When 200 projects complete, and a CIO can’t say what part of the enterprise evolved — that’s not just a delivery problem. That’s a missing Enterprise Anatomy.
