Global Capability Centers (GCCs) have become critical for large organizations, driving digital transformation, operational efficiency, and customer experience innovation. These centers manage essential functions such as IT services, finance, HR, and customer support.
However, despite their importance, many GCCs struggle with fragmented operations, misaligned strategies, and isolated systems, which limits their ability to contribute strategically. Traditional frameworks and capability models often fail to align these operations effectively across regions and functions.
This blog explores how the ICMG Enterprise Anatomy Model offers a comprehensive solution, transforming GCCs into high-performance hubs through aligned processes, integrated systems, and operational excellence.
Global Trends and GCC Market Insights
GCCs have expanded globally across various industries, offering R&D, engineering, finance, and IT services. Strategic hubs are emerging in:
North America: Focus on advanced R&D centers for technology and healthcare.
Eastern Europe: Poland and Romania excel in AI, cybersecurity, and product management.
Southeast Asia: The Philippines, Vietnam, and Malaysia provide BPO and customer support, increasingly leveraging cloud-based tools.
Latin America: Mexico and Costa Rica offer nearshore IT solutions, driving efficiencies for financial services and retail companies
The global GCC market is projected to grow exponentially, driven by cloud adoption, AI/ML capabilities, and automation efforts, with many centers becoming innovation hubs rather than back-office operations. (reference ANSR)
Challenges of Traditional Frameworks and Capability Models
Companies often rely on capability models and enterprise architecture (EA) frameworks, but these approaches tend to isolate processes and create operational silos.
Capability Models: Provide views of individual capabilities but lack the tools to integrate workflows across departments.
Traditional EA Frameworks: While comprehensive, they offer architectural diagrams rather than actionable roadmaps, often failing to align strategy with day-to-day operations.