Articles & Blogs

The Strategic Challenges That Will Shape the Next Generation of Global Capability Centers By Ramma Shiv Kumar In my previous article, "GCC Growth Constraints: Why Some Capability Centers Scale — and Others Stall," I explored the internal execution challenges that often prevent Global Capability Centers (GCCs) from achieving their full potential. We discussed issues such as mandate clarity, governance bottlenecks, capability ownership, talent retention, and AI operating models

How India Can Build AI-Native Healthcare Capabilities Through a New Operating Model By Ramma Shiv Kumar India is no longer merely discussing whether AI belongs in healthcare. The strategic conversation has moved to implementation, capability building and scale. That shift is visible across the ecosystem. India launched the Strategy for Artificial Intelligence in Healthcare for India (SAHI) and the Benchmarking Open Data Platform for Health AI (BODH) at the India AI Impact Sum

A Practitioner’s Perspective on the Hidden Challenges of GCC Execution By Ramma Shiv Kumar Over the last two decades, I have worked with global enterprises across Europe, the UK, North America, and Asia to establish, scale, and transform Global Capability Centers (GCCs) in India. The GCC story in India is compelling. The country now hosts nearly 2,000 GCCs, employs millions of professionals, and continues to attract investments across engineering, AI, analytics, cybersecurity

By Ramma Shiv Kumar Expert in Global Capability Centres (GCCs) For years, talent strategy in Global Capability Centres (GCCs) was largely defined by one question: "Can we hire the right skills at scale?" The answer often determined where a GCC would be located, how quickly it could grow, and what functions it could support. Today, however, the question has fundamentally changed. The most successful GCCs are no longer asking merely how to hire talent. They are asking: "How do

Executive Thesis The greatest disruption facing enterprises is not AI itself — it is the operating model redesign required to fully capture AI’s value. For the first time, CFOs are not simply funding transformation—they are increasingly responsible for architecting how the enterprise operates, scales, and competes. The CFO is emerging as the primary disruptor of operating models in the AI era. The CFO is the only role that sits at the intersection of capital, performance, and

Executive Thesis AI is not a technology initiative.It is a capability-building initiative. Most organisations are investing in AI tools.Very few are building enterprise-wide AI capability. As a result, value remains fragmented, pilots fail to scale, and ROI remains inconsistent. The modern CFO is no longer just a steward of capital —they are the architect of enterprise capability in the AI era. The CFO now plays a central role in: Funding capability creation Scaling AI adopti