In today’s volatile global environment, agility is no longer a choice—it is a prerequisite.
At the recent Nasscom GCC Summit 2025, KPMG in India ran a workshop themed ‘Blueprints and Curveballs: Building GCCs for the Known Unknowns’ spotlighting the critical need for GCCs to stay agile and resilient, to thrive amid uncertainty.
The term ‘known unknowns’ perfectly captures the ambiguity that leaders of GCCs face today. These are the factors we recognize as risks but cannot fully quantify or forecast—shifting regulations, supply chain disruptions, technological leaps, and perhaps most impactful, geopolitical turbulence. And in this highly connected, increasingly integrated world, that is being constantly disrupted and transformed by technology, influenced by the dynamic workforce, is the GCC model that is at the very core, assuming the potential avatar of being the digital nerve center for the global organization.
The workshop highlighted how top-performing GCCs are investing in ‘blueprints’ that are adaptive, resilient, and future-ready. However, no blueprint is immune to curveballs—sudden shocks or directional shifts in business environments. To thrive in this uncertainty, GCCs must become not just responsive but anticipatory and agile.
Given the prognosis on the GCC model and based on primary research with top GCC leaders, a range of ‘curveballs’ that GCCs must navigate were presented and deliberated:
- Geopolitical Risks – From regulatory changes to political instability and supply chain disruptions, geopolitical factors are high on the risk radar.
- Global Misalignment in Value Narratives – Differences in priorities and expectations across geographies can impede unified execution and collaboration.
- Rigid, Archaic Operating Models – Legacy processes and structures often slow down innovation and responsiveness.
- Evolving Regulatory Landscapes – Rapid changes in compliance requirements which demand greater vigilance and adaptability.
- Talent and Leadership Deficits – A growing gap in next-gen skills and leadership capabilities is a looming concern.
- Digital Risks – Cyber threats and technological obsolescence remain critical areas of focus.
During the summit, participants were asked to rank these risks based on their urgency. Unsurprisingly, albeit a pulse check across a small industry sample, but ‘global misalignment in value narrative’ and ‘talent risks’ emerged as the most immediate threats, underscoring the need for reinforcing the strategic narrative and workforce planning for the future.
A poll conducted with workshop attendees painted a nuanced picture of where GCCs currently stand in their preparedness journey. While some organizations reported having well-defined, mature strategies to address these risks, others admitted to being in the early stages or still evolving. The diversity in responses reflects the varying maturity levels across the GCC ecosystem and highlights the need for a tailored, context-specific approach to future-proofing.
Building Robust Blueprints for the Future
To navigate the uncertainties ahead, GCCs must build resilient blueprints grounded in:
- Agility: Flexible structures that can pivot in response to change.
- Leadership: Empowered, visionary leaders who can drive transformation.
- Innovation: A culture of experimentation, supported by digital capabilities.
- Collaboration: Strong cross-functional and cross-border alignment.
- Continuous Learning: Ongoing investment in upskilling and leadership development.
In conclusion, the summit underscored a crucial takeaway: while risks and uncertainties will persist, GCCs equipped with forward-looking strategies and adaptable mindsets will emerge stronger, turning challenges into competitive advantages in the ever-evolving global landscape.
The age of known unknowns is here. It’s time for GCCs to not just weather the storm—but to steer through it.
