Over the past few years, organisations around the world have been trying to understand what the future of work looks like. This question becomes even more critical when we consider how international organisations have modeled their global footprint. These organisations have been influenced by three major forces driving the future of work, namely technology disruptions, geo-political uncertainties and workforce demographics and have built their strategies and models accordingly. And all it took were a few months for COVID-19 to completely change the intensity of these forces as we knew them.
While organisations were planning for the future, keeping a 5-10 years horizon in consideration, COVID-19 accelerated them well into the future, ahead of any timeline they may have had in mind.
What this means for global organisations is that they will need to reimagine the way work is done and it is very clear that the future for them is ‘agile globalisation’, which is the ability to be global and agile at the same time. This way of working will soon become the key to remaining competitive in the future, while embracing a highly flexible enterprise architecture, supported by a robust business resilience plan.
What, where and how are Global Capability Centers (GCCs) influencing and driving this change?
GCCs have become increasingly integral to global service delivery. Due to the pandemic, most global organisations have been compelled to realign their delivery strategy, enterprise architecture, workforce, and business resilience plan, keeping in mind the influence technology adoption has on every component of the business value chain.