Introduction
Setting up a Global Capability Centre (GCC) in India involves a series of connected decisions. Businesses need to define the centre’s mandate, identify the required talent, estimate operating costs, select a city, choose an office format and prepare for growth.
These decisions should not be made in isolation. A location with a strong talent pool may not be suitable if the required office infrastructure is unavailable. A low-cost office may become expensive if employees face difficult commutes or the premises cannot support security requirements. A centre that opens quickly may still struggle if leadership responsibilities and hiring priorities remain unclear.
A structured readiness assessment can help businesses identify these dependencies before committing substantial time and money.
This toolkit brings together four practical resources:
- A GCC readiness checklist
- A city comparison matrix
- An illustrative office-space calculator
- A location evaluation scorecard
The tools are designed to support early-stage planning. They are not substitutes for legal, tax, real estate, security or regulatory advice. Businesses should adapt them to their operating model, sector and internal approval process.
Part 1: Assess Your GCC Readiness
Before searching for office space, establish whether the business has answered the most important strategic and operational questions.
A. Business case and operating model
Start by clarifying why the GCC is being established and what it is expected to deliver.
Readiness checklist
- The business objectives have been documented.
- The proposed functions and services are defined.
- The GCC’s role within the global organisation is clear.
- Decision-making authority has been assigned.
- Reporting lines and leadership responsibilities are documented.
- The expected launch team and hiring phases are identified.
- The centre’s relationship with global teams is defined.
- Success measures have been agreed.
- The business case includes expected benefits and major risks.
- The organisation has identified the approvals required before launch.
A company should be able to explain what the GCC will do, who it will serve, how it will be managed and how its performance will be assessed.
If these questions remain unanswered, selecting a city or negotiating an office lease may be premature.
B. Talent and recruitment readiness
The talent plan should be based on the work the centre will own rather than a broad headcount target.
- Priority roles have been identified.
- Required technical and domain skills are documented.
- Leadership hiring has been planned.
- Recruitment timelines are based on realistic assumptions.
- Compensation and recruitment budgets have been considered.
- Training and onboarding requirements are defined.
- The organisation has assessed local talent availability.
- Retention risks and career development needs have been considered.
- Hiring dependencies have been identified.
- A phased workforce plan has been prepared.
For specialised functions such as BFSI, engineering R&D or life sciences, this assessment should account for professional qualifications, domain experience, security training and role-specific competency requirements.
C. Technology, security and compliance readiness
Technology and security needs can influence both the location and office format.
- Required applications and platforms are identified.
- Data classifications and access permissions are documented.
- Cybersecurity requirements have been assessed.
- Network connectivity requirements are known.
- Physical access controls have been specified.
- Business continuity requirements have been defined.
- Legal and regulatory obligations have been reviewed.
- Responsibilities for incident management are assigned.
- Vendor and service-provider risks have been assessed.
- Required audit records and documentation processes are identified.
The exact requirements will vary. A software development centre, a financial services operation and a clinical data team will not have identical security or compliance needs.
D. Real estate and workplace readiness
Once the operating requirements are clear, translate them into a workplace brief.
- The initial and expected future headcount is documented.
- Attendance patterns and hybrid working assumptions are defined.
- Space requirements have been estimated.
- Meeting, training and collaboration needs are identified.
- Security and access requirements are documented.
- Power and connectivity requirements are known.
- Any specialist equipment or facility needs are identified.
- Suitable cities and business districts have been shortlisted.
- Office formats have been compared.
- Total occupancy costs have been estimated.
- Expansion and exit options have been considered.
E. Financial readiness
The financial plan should cover more than rent.
- Recruitment and employee costs have been estimated.
- Office occupancy costs are included.
- Fit-out and furniture costs have been considered.
- Technology and software costs are included.
- Security and business continuity expenses are assessed.
- Professional and compliance costs are included where relevant.
- Contingency provisions are documented.
- Expansion costs have been modelled.
- Different hiring and occupancy scenarios have been compared.
- Budget owners and approval processes are identified.
How to interpret your readiness assessment
Use the checklist as a decision tool, not merely as a count of completed boxes.
Ready to shortlist locations: The business case, initial hiring plan, core infrastructure requirements and approximate headcount are clear.
Ready to evaluate properties: Security, occupancy, attendance and technical requirements have been translated into a practical workplace brief.
Ready to commit: The preferred location has been assessed, total costs have been reviewed, relevant approvals are in place and the organisation understands the commercial terms and implementation risks.
A business may be ready to begin market research without being ready to sign a lease. Keeping those stages separate helps avoid premature commitments.
Part 2: Compare GCC Locations in India
City selection should reflect the centre’s specific functions, not simply the popularity of a destination.
India’s GCC ecosystem is concentrated in major urban hubs, according to STPI’s GCC report. However, the most suitable city for an individual business depends on the roles it needs to hire, its operating requirements and the commercial options available at the time of evaluation.
Illustrative city comparison matrix
The following table is a starting point for research, not a definitive ranking. Validate each factor against the centre’s actual hiring plan and current market information.
| City | Areas to investigate | Potential strengths to evaluate | Questions to resolve |
| Bengaluru | Technology and established commercial districts | Software, product engineering, data and specialist technology talent | How competitive is hiring for the required roles? Which districts suit the commute and budget? |
| Hyderabad | Established technology and commercial districts | Technology, analytics and selected pharmaceutical or research-related ecosystems | Is the required domain talent available at the planned scale? |
| Pune | Technology and commercial districts | Engineering, enterprise technology and manufacturing-linked capabilities | How well does the local talent pool match the role mix? |
| Chennai | Commercial and technology districts | Automotive, industrial, technology and selected healthcare-related capabilities | Are the necessary specialist skills and facilities accessible? |
| Mumbai Metropolitan Region | Relevant business districts across Mumbai and surrounding areas | Financial services, corporate functions and selected technology operations | How do occupancy, commuting and business continuity requirements compare? |
| Delhi NCR | Relevant districts across Gurugram, Noida and other areas | Technology, consulting, corporate and operational talent | Which specific district best supports the workforce and business model? |
Do not treat an entire metropolitan region as a single office market. District-level differences in transport, commute times, building quality, availability and commercial terms can be substantial.
Compare cities against your actual requirements
For each shortlisted city, collect evidence on:
- Availability of the priority skills
- Expected hiring competition
- Office availability and suitability
- Occupancy and setup costs
- Employee commute patterns
- Transport and airport connectivity, where relevant
- Technology and service-provider ecosystem
- Business continuity options
- Security and infrastructure requirements
- Expansion opportunities
Use comparable assumptions wherever possible. Comparing the rent of a fully fitted office in one city with the bare-shell cost of another will not produce a reliable decision.
Part 3: Calculate Your Office Space Requirement
Office planning should start with expected occupancy and the type of work employees perform.
Headcount alone does not determine the required area. The calculation also depends on attendance patterns, desk sharing, meeting room demand, collaboration areas, support facilities and the building’s efficiency.
The following calculator is an illustrative planning model. Its assumptions are examples, not universal office planning standards.
Step 1: Estimate peak daily attendance
Use:
Peak daily attendance = Planned headcount × Expected peak attendance rate
For example, assume a GCC plans to employ 200 people and expects 80% of them to be in the office on its busiest normal working day.
Peak daily attendance = 200 × 80% = 160 people.
Use a realistic attendance assumption based on the intended working policy, not simply the average attendance across a month. A centre that hosts training sessions or global meetings may experience occasional peaks above its normal pattern.
Step 2: Estimate workstation demand
If the organisation uses assigned desks, the workstation count may be close to peak daily attendance, subject to the actual seating policy.
If desk sharing is permitted, the number of workstations may be lower, but the model should account for the likelihood that employees arrive at the same time.
For the example, assume 160 workstations are planned for 160 peak attendees.
Step 3: Estimate usable workspace area
For a simplified example, assume a planning allowance of 50 square feet per workstation for the workstation zone.
Workstation zone = 160 × 50 sq ft = 8,000 sq ft.
This figure is an illustrative assumption for demonstrating the calculation. It is not a recommendation that every office should allocate 50 square feet per workstation. Actual requirements depend on desk dimensions, circulation, accessibility, layout and applicable standards.
Step 4: Add shared and support spaces
The workstation zone is not the entire office. The workplace may also need:
- Meeting rooms
- Training rooms
- Collaboration areas
- Reception and visitor space
- Pantry and breakout facilities
- Storage and printing areas
- IT and support rooms
- Quiet rooms or private discussion spaces
- Additional circulation space
For illustration, assume shared and support spaces add 40% to the workstation zone.
Shared and support allowance = 8,000 × 40% = 3,200 sq ft.
Estimated usable office area = 8,000 + 3,200 = 11,200 sq ft.
Again, the 40% allowance is an example. A centre with many meeting rooms, training facilities or specialist spaces may need a different ratio.
Step 5: Account for building efficiency
The area marketed or leased may differ from the usable area available to the occupier. The difference depends on how the property measures and allocates common areas.
If a property has a usable-to-leased efficiency ratio of 80%, an illustrative estimate is:
Estimated leased area = Usable office area ÷ Efficiency ratio
Estimated leased area = 11,200 ÷ 0.80 = 14,000 sq ft.
This example assumes that the 80% ratio is confirmed and consistently defined by the property provider. Do not assume that all buildings use the same measurement method.
Example calculator summary
| Input | Illustrative value |
| Planned headcount | 200 |
| Peak attendance rate | 80% |
| Peak daily attendance | 160 |
| Workstation planning allowance | 50 sq ft |
| Workstation zone | 8,000 sq ft |
| Shared and support space allowance | 40% |
| Estimated usable area | 11,200 sq ft |
| Assumed usable-to-leased efficiency | 80% |
| Estimated leased area | 14,000 sq ft |
The estimate should be refined after a workplace brief and a test-fit layout are prepared.
A simple calculator formula
Use the following formulas in a spreadsheet:
- Peak attendance: Headcount × Attendance rate
- Workstation zone: Peak attendance × Area per workstation
- Shared area: Workstation zone × Shared space allowance
- Usable area: Workstation zone + Shared area
- Estimated leased area: Usable area ÷ Usable-to-leased efficiency
If you want to include a growth buffer, calculate it separately and explain the reason for the allowance. For example, the business may want extra capacity for planned recruitment, but the size of that buffer should reflect its hiring timeline and the commercial cost of unused space.
What the calculator does not replace
This model provides an early estimate. It does not determine whether a specific building can support the required layout or whether its area measurement aligns with the calculation.
Before committing, validate:
- The proposed floor plan
- Workstation dimensions
- Meeting room requirements
- Fire and life safety provisions
- Accessibility requirements
- Building measurement conventions
- Technical and security areas
- Growth assumptions
- The lease’s definition of chargeable area
For a centre requiring laboratories, specialised equipment or restricted technical areas, estimate those spaces separately rather than relying only on a workstation-based model.
Part 4: Build a Total Occupancy Cost Estimate
Once the area estimate is available, calculate the full cost of occupying the office.
A simplified annual model is:
Annual occupancy cost = Annual rent + Common-area or service charges + Utilities and facilities costs + Other recurring occupancy costs
Initial costs should be modelled separately. They may include fit-out, furniture, deposits, moving expenses, connectivity installation, security systems and other setup requirements.
Illustrative cost worksheet
| Cost item | Information to collect |
| Base rent | Chargeable area, quoted rate and billing period |
| Common-area or service charges | Rate, calculation basis and inclusions |
| Utilities | Metering arrangements and estimated usage |
| Facilities management | Included services and additional charges |
| Fit-out | Scope, specifications and responsibility |
| Furniture | Workstations, chairs, meeting rooms and storage |
| Connectivity | Installation, monthly service and backup links |
| Security | Access systems, monitoring and specialist requirements |
| Deposit and advance payments | Amount, refund conditions and payment timing |
| Restoration obligations | Requirements at lease expiry or exit |
| Expansion | Pricing, availability and rights to additional space |
Request comparable quotations and confirm what each includes. A lower headline rent may not produce a lower total cost if the office needs significant fit-out work or additional services.
Part 5: Score Your Shortlisted Locations
A location scorecard helps the business compare alternatives using consistent criteria.
First, agree on the criteria and their relative importance. Then rate each shortlisted location against the same scale.
Use a score from 1 to 5:
- 1: Very poor fit
- 2: Below requirements
- 3: Acceptable
- 4: Strong fit
- 5: Excellent fit
The weights below are illustrative. Adjust them to reflect the business model. A research centre may place more weight on specialist talent and technical facilities, while a BFSI operation may place greater emphasis on security, resilience and access to relevant financial services talent.
Illustrative weighted location scorecard
| Criterion | Suggested weight | City A score (1 to 5) | City B score (1 to 5) | City C score (1 to 5) |
| Priority talent availability | 25% | |||
| Total occupancy cost | 20% | |||
| Office suitability | 15% | |||
| Employee commute and access | 10% | |||
| Technology and service ecosystem | 10% | |||
| Security and continuity fit | 10% | |||
| Expansion flexibility | 5% | |||
| Business and stakeholder access | 5% | |||
| Total | 100% |
Calculate the weighted score
For each criterion:
Weighted points = (Score ÷ 5) × Weight
If City A receives a score of 4 for talent availability and the criterion carries a weight of 25%, the weighted points are:
(4 ÷ 5) × 25 = 20 points.
Repeat the calculation for every criterion and add the weighted points to obtain a total score out of 100.
Example of how to interpret the result
Suppose one city receives a higher overall score because it has strong talent availability and office options. Another may score better on occupancy costs but have a weaker match for specialist hiring.
The scorecard helps make the trade-off visible. It should not automatically determine the final decision.
A location that fails a mandatory security requirement should not be selected simply because it scores well on cost. Identify non-negotiable requirements before applying the weighted score.
Part 6: Assess Office Formats
The next decision is the type of office arrangement that best supports the GCC.
| Office format | May suit | Key considerations |
| Conventional lease | Organisations seeking long-term control and customisation | Fit-out investment, lease commitments, maintenance and exit obligations |
| Fitted office | Teams that want to reduce initial setup work | Existing layout, quality, security modifications and commercial terms |
| Managed office | Businesses seeking a dedicated workplace with facilities support | Service scope, provider responsibilities, security and expansion terms |
| Flexible workspace | Initial teams, temporary projects or selected operating models | Privacy, access, network arrangements, data policies and suitability for the work |
The best format depends on the centre’s size, expected growth, control requirements and time to launch.
For any format, clarify the division of responsibilities between the occupier and the provider. This includes physical security, connectivity, maintenance, incident response, visitor access, service availability and business continuity.
Part 7: Create a Launch Plan
The setup process should be divided into stages with named owners and decision points.
Phase 1: Strategy and feasibility
- Confirm the business case.
- Define the functions and initial headcount.
- Identify mandatory requirements.
- Assess talent availability.
- Establish the initial budget.
- Agree on location evaluation criteria.
Phase 2: Location and workplace selection
- Shortlist cities and districts.
- Collect comparable office options.
- Validate commute and infrastructure requirements.
- Complete the office-space calculation.
- Assess security and technical suitability.
- Compare total occupancy costs.
- Review commercial and contractual terms.
Phase 3: Setup and recruitment
- Appoint project and functional leads.
- Begin priority hiring.
- Finalise the workplace design.
- Establish technology and security systems.
- Prepare onboarding and training.
- Confirm operational policies and responsibilities.
Phase 4: Launch and stabilisation
- Test access, connectivity and essential systems.
- Confirm that employees have the required tools.
- Validate business continuity arrangements.
- Review early operational performance.
- Resolve setup issues.
- Compare actual costs with the approved budget.
Phase 5: Scale and improve
- Monitor hiring and occupancy.
- Review office utilisation.
- Assess service quality and employee feedback.
- Revisit infrastructure requirements.
- Update the financial model.
- Decide when additional space or capabilities are needed.
Timelines will vary according to the centre’s size, functions, approvals, fit-out requirements and hiring plan. Avoid treating a generic timeline as a commitment before these dependencies have been assessed.
Part 8: Common GCC Planning Mistakes to Avoid
Choosing a city based only on rent: Lower occupancy costs may be offset by recruitment challenges, employee commute issues or unsuitable infrastructure.
Using headcount as the only space input: Attendance, desk sharing, meeting demand, support facilities and building efficiency all affect the final area.
Ignoring specialist requirements: BFSI, engineering R&D and life sciences operations may need additional security, equipment, quality or regulatory provisions.
Underestimating setup costs: Fit-out, connectivity, technology, security, training and professional services can materially affect the budget.
Committing before validating the operating model: A lease cannot resolve uncertainty about what the centre will do or which employees it needs.
Treating the scorecard as a substitute for due diligence: Scores organise evidence, but they do not replace technical inspections, legal review or financial analysis.
Planning only for launch day: The location and office format should support the intended growth path, not just the first group of employees.
Conclusion
Establishing a GCC in India requires decisions across strategy, talent, real estate, technology, security and finance. A structured readiness assessment helps businesses connect these decisions and identify gaps before they become expensive problems.
Use the readiness checklist to confirm the business is prepared to proceed. Compare cities using evidence relevant to the required roles. Estimate office space using transparent assumptions, then validate the result against an actual layout. Finally, apply a weighted location scorecard while keeping mandatory requirements separate from preferences.
The goal is not to produce a perfect number or a universally correct city ranking. It is to create a decision process that makes assumptions visible, compares alternatives fairly and gives the organisation a stronger foundation for its GCC launch and future expansion.
