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The last decade has seen GCCs having a major shift in their structure. Previously, GCCs served only as cost-arbitrage units in charge of managing back-office tasks. Thanks to digital disruption, highly skilled talent, and the agile requirement of modern-day businesses, GCCs are rapidly transforming into strategic innovation drivers for global enterprises. Key Highlights: GCCs are part of the business strategy, not back office roles The focus has moved to innovation from cost saving India remains the largest GCC hub in the world. The Old Model: Cost-Cutting GCCs GCCs have traditionally been built first and foremost around off-shoring repetitive, and transactional roles in support of back-office tasks such as Finance, HR, and IT at a reduced cost. Core Characteristics: Repetitive and transactional roles Little to no decision-making ability Primary focus on costs Strategic decisions made only at global headquarters The Pivot to Value Creation The increase in competitive digital disruption highlighted the flaws in GCCs. Organizations began to shift in their thinking; instead of being cost centers, GCCs should be seen as value centers. What Changed: More control over strategic business functions Involvement in global strategy and integration Outcomes over outputs Integrated enterprise innovation Digital Transformation as a Catalyst The repurposing of GCCs has been driven by the use of new technologies. GCCs are being digitally transformed and are now ready to leverage AI, Cloud Computing, and other digital technologies. The Core Technologies of Innovation: AI and Machine Learning Robotic Process Automation Cloud Computing and Software as a Service Data Analytics and Business Intelligence Talent: The Core Differentiator The development of GCCs in large part stems from the availability of a large and diverse talent pool in the emerging markets of the world, most notably in India. Companies are harnessing this talent to drive innovation and develop next generation capabilities. Advantages in Talent: A robust STEM ecosystem and deep technical proficiency. Leadership talent in large numbers within the GCCs. Rapid team scaling capacity. Innovation driving Cross Functional team composition. GCCs as Innovation Hubs Enterprise innovation increasingly rests fundamentally with modern GCCs. They are engaged in the development and digital solutions R&D that is revenue impacting. Functions Described by Innovation: Product engineering and development Transforming customer experience Innovation within digital products Research and Development Strategic Autonomy and Leadership Evolution Current GCC leaders are more than operational managers. Significant operational autonomy of many GCCs allows direct impact on global business results. Evolution of Leadership: GCC leaders now report directly to global CXOs More autonomy in decision-making P&L ownership in some instances Initiatives to transform globally Industry Applications: Change in Practice GCCs are at the core of change in all sectors. They are essential for increased competitiveness and readiness for the future, whether in fintech, healthcare, or any other field. Illustrations: Fintech innovation spurred by Banking GCCs Digital health solutions facilitated via Healthcare GCCs Omnichannel experience improvements via Retail GCCs Industry 4.0 adoption via Manufacturing GCCs Roadblocks to Transformation Despite the enhancements, the journey from being a cost center to an innovation center is a formidable one. There are structural, cultural, and operational barriers to be overcome. Obstacles Include: Resistance to change from global teams Difficulty in retaining and upskilling talent Lack of coherence between global and local strategies Challenges in innovation ROI measurement India’s Contribution to the Evolution of GCCs India is the world’s leading GCCs host, with over 2,000 in operation, and expected to surpass 3,000 by 2030. This is supported by maturing ecosystems with maturing infrastructure, supportive policies, and the right talent. India’s Advantages: Workforce of considerable size and skill Quality output at competitive prices Strong ecosystems for startups and innovations Digital growth supportive government initiatives What Lies Ahead for GCCs GCCs are expected to further accelerate innovation. Enterprises are expected to prioritize speed, agility, and digital-first approaches. GCCs are expected to increase their control in the future. Looking Ahead: More emphasis on innovation fueled by AI Scale into Tier 2 and Tier 3 cities Improved partnerships with startups & universities GCCs evolve to global CoEs Bottom Line
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<p>이은희 인하대 소비자학과 교수는 “구글 동일한 글로벌 온/오프라인 사업자도 매출에만 신경쓰지, 문제가 생성했을 때 완만한 대처를 하지 않는 경우가 적지 않다”면서 “구글 소액결제 케이스가 늘어나고 있습니다면 구글이 가장 먼저 할 일은 이런 일이 또 생성하지 않게 조치를 취하는 것”이라고 말했다.</p>
<p>신세계인터내셔널 지인은 “핸드폰 소액결제는 신용카드 결제와 유사한 구조이기 때문에 본인이 계좌로 이체가 된다”고 전했다. LF몰 관계자 역시 “휴대폰 소액 결제는 다날, ISP/페이북 등으로 이미 결제가 된 부분이기 덕분에 현금으로 당장 지급하고 있다”고 이야기했었다.</p>
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<p>지난해 금감원은 소액결제 현금화 등 불법금융홍보를 방송통신심의위원회에 신청해 사이트 폐쇄와 게시글 삭제, 계정 중지 등을 결정했지만 ‘언론 보도에는 대응하지 않았다. 금감원 관계자는 “언론의 보도는 광고로 규정할 수는 없어 보여서 판단관리하기 힘든 면이 있을 것이다”고 했다.</p>
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<p>가족카드 발급 누군가를 중·초등학생까지 확대하며 소액 결제에 한정해 활용 가능되도록 해 금융거래의 편의성을 제고하고 신용카드 양도·대여 관행을 회복할 것으로 보이고 중·중학생이 건전한 금융거래와 소비지출 습관을 형성할 수 있을 것으로 예상된다.</p>