GCC as a
Service
Build
Operate Transfer(BOT) Model
Managed
Teams
GCC Maturity Assessment and Operating Model
for a Healthcare Technology Company
The GCC had grown significantly, but governance, ownership, workforce planning, and performance measures had not evolved at the same pace.
Key Takeaways
A US-headquartered healthcare technology company with a 600-person GCC in Bengaluru supporting finance, IT operations, and data analytics functions.
The GCC had grown significantly, but governance, ownership, workforce planning, and performance measures had not evolved at the same pace.
Xpansa assessed GCC maturity, identified operating gaps, and defined a future-state operating model.
A phased roadmap was created to strengthen governance, workforce planning, technology, and business ownership.
The Challenge
As the GCC expanded, decision-making remained largely with headquarters and responsibilities between the two locations were not always clearly defined.
Workforce planning focused mainly on immediate hiring requirements, while GCC performance was measured largely through headcount, cost, and service volumes. Technology, process improvement, and leadership responsibilities also needed a clearer GCC-level structure.
The company needed a structured view of its GCC maturity and a practical plan for its next stage of development.
Our Approach
Xpansa conducted a GCC maturity assessment covering governance and operating model, talent and workforce planning, technology and automation, process maturity, performance management, leadership, and business ownership. The assessment established the current state, identified priority gaps, and defined responsibilities between headquarters and the GCC. A future-state operating model and phased roadmap were then developed for key functions.
Governance and operating model
Talent and workforce planning
Technology and automation
Process maturity
Performance management
Leadership
Business ownership
Results
| Area | Before | After |
|---|---|---|
| GCC maturity | No common assessment framework | Defined GCC maturity framework |
| Governance | Headquarters-led | Clear decision rights and responsibilities |
| Leadership | Roles primarily reporting into HQ leadership | Defined GCC leadership mandate |
| Ownership | Mainly service delivery | Greater process and business ownership |
| Workforce | Immediate hiring focus | Capability-based workforce planning |
| Technology | Individual technology initiatives | Defined automation and technology priorities |
| Processes | Separate process improvement efforts | Defined process improvement priorities |
| Performance | Cost, headcount, service volumes | Broader business and capability measures |
| Development | Separate initiatives | Phased GCC development roadmap |
Conclusion
The engagement gave the company a defined structure for developing its GCC beyond its existing service delivery role. Clearer decision rights, GCC leadership responsibilities, workforce planning, technology priorities, and process ownership provided a basis for the next stage of growth.
The phased roadmap also gave leadership a practical sequence for increasing GCC responsibility over time.
This case shows how a GCC maturity assessment can provide a practical basis for improving governance, workforce planning, operating structure, and business ownership.
Engagement Models
Our Location
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New York, USA
INDIA
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Chennai - 600006
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