Introduction
India’s Global Capability Centre (GCC) ecosystem has reached a point where its significance extends well beyond the country’s technology services industry. Multinational companies are increasingly using their Indian operations to develop products, build artificial intelligence capabilities, manage complex business functions and support global decision-making.
This shift is visible in the numbers.
According to the NASSCOM–Zinnov GCC Landscape in India 2026 report, India had 2,117 GCCs operating across 3,728 units as of FY2026, employing approximately 2.36 million professionals and generating $98.4 billion in market revenue. The number of GCCs grew by 32% between FY2021 and FY2026. The report also identifies 506 companies from the Forbes Global 2000 list as having GCC operations in India.
The commercial real estate market tells another part of the story. According to Cushman & Wakefield’s Q3 2026 India Office MarketBeat report, GCCs leased approximately 9.1 million sq. ft. of office space during the quarter, accounting for 42% of total leasing activity across the eight cities covered by the report.
Together, these indicators point to an ecosystem that is expanding in scale while taking on more specialised responsibilities.
For businesses planning to establish or expand a GCC, understanding these developments can help with decisions about location, recruitment, operating costs, office requirements and long-term growth.
This article examines the major GCC trends shaping India in 2026, using industry research and commercial real estate data to explain what the numbers mean for companies evaluating the market.
1. India’s GCC Market Size and Growth in 2026
India’s GCC ecosystem has grown considerably over the past several years, supported by multinational companies expanding their global operations and investing in specialised capabilities.
The latest NASSCOM–Zinnov report provides a useful snapshot of the industry’s scale.
India’s GCC industry at a glance
| Indicator | FY2026 figure |
| Number of GCCs | 2,117 |
| GCC units | 3,728 |
| Workforce | Approximately 2.36 million |
| Market revenue | $98.4 billion |
| Growth in GCC count since FY2021 | 32% |
| Forbes Global 2000 companies with GCC operations in India | 506 |
Source: NASSCOM–Zinnov, GCC Landscape in India 2026. Figures relate to FY2026 and should not be confused with calendar-year commercial real estate statistics.
These figures demonstrate the size of India’s established GCC ecosystem. However, the number of centres alone does not explain why companies continue to expand their Indian operations.
The nature of the work is also changing.
Many GCCs were initially designed around cost efficiency, standardised business processes and technology support. Increasingly, companies are assigning them responsibilities involving AI, product development, engineering, analytics, research and strategic business functions.
This creates opportunities for businesses to use India not only as a location for delivering existing services but also as a base for developing new capabilities.
The growth figures should nevertheless be interpreted in context. Industry revenue is not the same as the revenue generated by the parent companies, and it should not be treated as a direct measure of the economic value added by every individual centre.
For businesses considering a new GCC, the more relevant question is how India’s talent pool, operating environment and specialised expertise align with their own requirements.
2. GCCs Are Moving Beyond Traditional Cost Centres
One of the most important developments in 2026 is the growing strategic responsibility of India’s GCCs.
The NASSCOM–Zinnov report describes a shift from delivery-focused operations towards centres with greater ownership of products, platforms, technology and business outcomes.
This is particularly relevant for multinational companies that want their Indian teams to contribute directly to global priorities.
Consider the difference between two operating models.
A traditional delivery centre might maintain existing software, process financial transactions or provide IT support under instructions from headquarters.
A more mature GCC might own a product roadmap, develop AI applications, manage a global technology platform or lead engineering work for products used across international markets.
The second model requires a different combination of skills, leadership, infrastructure and decision-making authority.
It can also change how the parent company evaluates the centre. Rather than measuring performance only through cost savings or the number of employees, leadership may track product delivery, innovation, system reliability and contributions to business growth.
The shift is not universal. Many GCCs continue to perform essential support functions, and those operations can remain valuable. The important development is that companies increasingly have the option to build broader capabilities within their Indian centres.
For new entrants, defining the intended mandate early can influence recruitment, location selection, office requirements and the investment needed to establish the operation.
3. AI and Advanced Technology Are Reshaping GCC Demand
Artificial intelligence is becoming an important part of India’s GCC landscape.
The NASSCOM–Zinnov 2026 report identifies AI as a major driver of the ecosystem’s evolution. It reports that nearly half of the GCCs established since FY2021 were built with AI as a core focus from inception, while more than 1,200 Indian GCCs had integrated AI and machine learning capabilities.
These findings suggest that companies are increasingly considering AI when designing new centres rather than introducing it only after an operation has matured.
Where are GCCs using AI?
Common areas of activity include:
- AI-enabled product development
- Data engineering and analytics
- Intelligent process automation
- Cloud infrastructure and platform engineering
- Cybersecurity and threat detection
- AI model evaluation and monitoring
- Enterprise workflow transformation
- Decision support and business intelligence
AI also affects the way companies approach workforce planning.
A centre may need fewer employees for some repetitive activities while requiring more specialised professionals to develop, integrate and supervise advanced systems. The net effect on headcount depends on the work being performed, the level of automation and the company’s expansion plans.
For this reason, AI adoption should not be interpreted as an automatic increase or decrease in GCC employment.
Instead, businesses should evaluate how technology changes the skills required, the productivity expected from each team and the mix of roles needed to deliver the centre’s objectives.
Companies planning AI-focused GCCs should also consider data quality, security, governance, infrastructure and responsible AI practices. Technical talent alone is not enough to support these capabilities at scale.
4. GCC Hiring Trends: Skills Matter as Much as Headcount
India’s large professional workforce remains an important advantage for multinational companies. However, GCC recruitment is becoming increasingly specialised as centres take on more complex responsibilities.
The NASSCOM–Zinnov 2026 research draws on an analysis of more than one million GCC job postings across India, highlighting the importance of understanding talent demand at a more detailed level than overall workforce size.
For employers, this means evaluating the availability of specific skills, seniority levels and leadership capabilities rather than assuming that every city can supply every role.
Which skills are relevant to GCC hiring?
| Skill area | Examples of roles |
| Artificial intelligence | Machine learning engineers, AI specialists, AI platform engineers |
| Software and product engineering | Software developers, product engineers, architects |
| Data and analytics | Data engineers, data scientists, analytics specialists |
| Cybersecurity | Security engineers, risk specialists, security architects |
| Engineering and R&D | Embedded systems engineers, design engineers, research professionals |
| Financial services | Risk analysts, financial planning specialists, compliance professionals |
| Business operations | Finance, procurement, HR and process transformation specialists |
| Leadership | GCC heads, engineering leaders, product managers and functional heads |
This list represents areas companies may need to recruit for; it is not a ranking of the most in-demand occupations or a claim that all roles are experiencing the same level of growth.
Why hiring plans need to be location-specific
A company looking for software engineers may find a different talent environment from one recruiting financial risk specialists or automotive engineers.
Compensation expectations, recruitment lead times, employee attrition and competition for experienced professionals can also vary between cities and functions.
Companies should therefore validate their hiring assumptions before selecting a location.
A practical assessment should cover:
- The number of employees required in each role.
- The experience and skills needed.
- Expected compensation and benefits.
- The time required to recruit and onboard each group.
- The availability of relevant industry experience.
- Training and retention requirements.
- The sequence in which roles must be filled.
This approach helps businesses build a more realistic operating plan and avoid committing to office space or expansion targets before validating the workforce requirements.
5. GCC Office Demand in India: The Latest Market Figures
GCC growth is also influencing India’s commercial real estate market.
Companies expanding their Indian operations need office space for technology teams, business functions, leadership, collaboration and specialised activities. The scale and type of space required depend on headcount, operating models and the nature of the work.
Cushman & Wakefield’s Q3 2026 Office MarketBeat report provides a recent view of this demand.
GCC office leasing in Q3 2026
| Indicator | Q3 2026 |
| GCC office leasing | Approximately 9.1 million sq. ft. |
| GCC share of total leasing | 42% |
| Cumulative GCC leasing in 2026 through Q3 | 25.3 million sq. ft. |
| GCC share of year-to-date leasing | 39% |
Source: Cushman & Wakefield, India Office MarketBeat, Q3 2026. The figures refer to the report’s coverage of eight major Indian office markets.
The figures show that GCCs remain a major source of office demand.
However, leasing activity should not be interpreted as a direct count of new centres or newly created jobs. It can include expansion by existing GCCs, relocations, new centres and other qualifying leasing transactions. Market methodologies also differ between property research firms.
For companies planning an office, the practical implication is that GCC demand contributes significantly to activity in established business districts, making location research and workplace planning important parts of the setup process.
What is driving office demand?
Several factors contribute to the demand for office space.
Workforce expansion: Companies recruiting additional employees may need more workstations, meeting rooms and supporting facilities.
Technology and engineering requirements: Teams working on products, platforms and sensitive systems may need specialised infrastructure and secure workplaces.
Higher-quality office preferences: Companies may prioritise building quality, sustainability, connectivity and employee experience.
Portfolio expansion: Existing GCCs may add space as their responsibilities and headcount grow.
Flexible workplace strategies: Some companies use managed offices or flexible workspaces to accommodate initial teams, temporary projects or phased expansion.
These factors mean that office requirements cannot be assessed through rent alone. Businesses should also examine building readiness, security, connectivity, facilities management and the ability to expand.
6. Which Indian Cities Are Leading GCC Office Demand?
India’s major GCC markets offer different combinations of talent, industry expertise, infrastructure and commercial real estate.
Bengaluru continues to be a major technology and engineering hub. Hyderabad has an established technology ecosystem and growing relevance for life sciences and healthcare-related capabilities. Pune is important for engineering, manufacturing-related functions and financial services, while Chennai has a strong industrial and automotive base.
Mumbai remains relevant for financial services and corporate functions, and Delhi NCR offers a broad corporate environment across Gurugram, Noida and other business districts.
The latest quarterly leasing data provides a snapshot of activity across major markets.
Office leasing by city in Q3 2026
| City | Gross office leasing |
| Bengaluru | 5.2 million sq. ft. |
| Hyderabad | 4.2 million sq. ft. |
| Mumbai | 3.9 million sq. ft. |
| Delhi NCR | 3.8 million sq. ft. |
| Pune | 2.0 million sq. ft. |
| Chennai | 2.0 million sq. ft. |
| Kolkata | 0.6 million sq. ft. |
| Ahmedabad | 0.2 million sq. ft. |
Source: Cushman & Wakefield, Q3 2026 Office MarketBeat. Figures are rounded, so totals may differ slightly from the reported national figure of approximately 22 million sq. ft.
These are overall office leasing figures, not GCC-only leasing volumes. They indicate the relative scale of commercial office activity across the markets, but they should not be used as a direct ranking of GCC suitability.
How should companies choose a city?
Bengaluru: Worth evaluating for technology, AI, software engineering and product development, with attention to talent competition and micro-market costs.
Hyderabad: Relevant for technology, enterprise operations and specialised healthcare or life sciences functions.
Pune: Suitable for companies evaluating engineering, manufacturing-related capabilities, technology and selected financial services operations.
Chennai: Relevant for engineering, automotive, industrial and technology-focused teams.
Mumbai: Worth considering for financial services, risk, corporate functions and businesses that benefit from proximity to financial institutions.
Delhi NCR: Offers multiple business districts and a broad corporate ecosystem, with the final choice depending on talent, connectivity and workplace requirements.
Kolkata and Ahmedabad: May be worth evaluating for specific functions or expansion strategies where the required talent, infrastructure and business ecosystem are available.
Companies should compare the actual locations under consideration rather than assuming that a city’s overall office leasing volume determines whether it is the right destination.
7. GCC Expansion Is Becoming More Diversified Across Industries
Technology continues to play a significant role in GCC growth, but the ecosystem is not limited to IT companies.
Banking, financial services and insurance (BFSI), engineering and manufacturing, life sciences, healthcare, retail and other sectors are also establishing and expanding specialised centres.
The latest commercial real estate figures illustrate this diversification.
According to Cushman & Wakefield, BFSI accounted for 24% of total office leasing in Q3 2026, while IT-BPM accounted for 22%. These percentages describe the overall office leasing market, not the industry composition of GCC leasing alone.
The figures indicate that demand is spread across several business sectors, although their respective contributions vary by period and location.
Why sector diversity matters
Different industries create different requirements for their Indian centres.
BFSI GCCs may need financial risk expertise, analytics, cybersecurity, regulatory knowledge and secure technology environments.
Engineering and manufacturing GCCs may require embedded systems expertise, simulation capabilities, product engineering and specialised technical infrastructure.
Healthcare and life sciences GCCs may focus on analytics, research support, technology platforms and regulated processes.
Technology GCCs may concentrate on AI, software engineering, cloud infrastructure, cybersecurity and product development.
This diversity can help businesses find locations aligned with their sector’s talent and infrastructure requirements.
However, companies should not assume that every city offers equal depth in every specialisation. The relevant industry ecosystem should be assessed alongside recruitment feasibility and workplace needs.
8. Flexible Workspaces and Managed Offices Are Becoming Relevant to GCC Strategy
The growth of GCCs is changing not only how much office space companies require but also how they approach workplace decisions.
A company establishing its first Indian team may not want to commit immediately to a large office with substantial fit-out expenses and a long lease. Another business may already know its long-term requirements and prefer a dedicated facility designed around its operational needs.
These situations call for different workplace strategies.
Traditional leased offices
A traditional lease may suit companies planning a substantial, long-term presence that requires control over the premises, branding, layout and infrastructure.
However, the company must consider fit-out costs, lease commitments, building readiness, facilities management and future expansion.
Managed offices
A managed office can provide a ready-to-use or customised workplace with facilities and operational support.
This may be useful when a company wants a dedicated environment without independently managing every aspect of the premises.
The scope of services, security arrangements, customisation rights and contract terms should be assessed before signing.
Flexible workspaces
Flexible workspace can help companies accommodate an initial team, project-based requirements or phased recruitment.
It may also serve as an interim solution while a company evaluates permanent premises or prepares a larger facility.
However, businesses should assess whether the provider can meet their security, connectivity, confidentiality and infrastructure requirements.
The core-and-flex approach
Some companies may benefit from a combination of a dedicated office and flexible capacity.
A permanent office can support the core workforce, while flexible space can accommodate temporary teams, expansion phases or employees working from another location.
The appropriate model depends on the centre’s headcount, operating requirements, security policies and growth expectations.
For businesses evaluating their options, Flexo’s complete guide to setting up a GCC in India provides a starting point for exploring the setup process and workplace considerations.
9. Sustainability and Office Quality Are Influencing Workplace Decisions
As GCCs take on more specialised responsibilities, companies are paying attention to the quality and suitability of their office environments.
Cushman & Wakefield’s Q3 2026 report recorded approximately 22 million sq. ft. of gross office leasing across the eight cities it tracked, alongside a record 22.7 million sq. ft. of new office completions during the quarter.
The addition of new supply gives occupiers more opportunities to evaluate available premises, although the amount and type of space vary between markets.
For GCCs, office quality can affect operational readiness, employee experience and long-term occupancy costs.
What should businesses assess?
Building infrastructure: Evaluate power reliability, connectivity, HVAC, lifts and facilities management.
Security: Check access controls, visitor management, network requirements and any additional security measures required by the organisation.
Sustainability: Assess energy efficiency, green-building certifications, water management and the building’s environmental performance.
Employee experience: Consider commute patterns, amenities, collaboration areas and the suitability of the workplace for the team’s activities.
Expansion capacity: Determine whether additional space is likely to be available when the workforce grows.
A green certification can be a useful indicator of building performance, but it should not replace a full technical assessment. Companies must still confirm that the property meets their specific operational requirements.
The goal is to find a workplace that supports the centre’s functions while balancing cost, quality and future flexibility.
10. Tier II Cities Are Becoming Part of the GCC Conversation
Established metropolitan hubs continue to play a major role in India’s GCC ecosystem. However, companies are also evaluating whether selected Tier II cities can support parts of their operations.
Potential advantages may include access to additional talent pools, different cost structures, lower competition for certain roles and opportunities to establish a presence closer to emerging business ecosystems.
Yet these benefits are not guaranteed.
A smaller city may offer attractive occupancy costs but lack the depth of specialised talent needed for a large or technically complex centre. It may also have fewer suitable buildings or a smaller ecosystem of supporting vendors.
Companies should therefore consider Tier II locations based on specific requirements rather than treating them as automatic low-cost alternatives.
A practical evaluation should examine:
- Availability of the required skills
- Local educational and professional ecosystems
- Connectivity and employee commute options
- Commercial office supply and building quality
- Recruitment and retention prospects
- Infrastructure reliability
- Access to specialist vendors and professional services
- Potential for long-term expansion
Some organisations may use an emerging location as a secondary centre supporting an established GCC. Others may find that a smaller city can accommodate a particular function from the outset.
The right decision depends on the work, the workforce and the centre’s operating model.
11. What the Latest GCC Trends Mean for Businesses Planning to Enter India
The market data provides useful context, but companies need to translate these trends into practical decisions.
A business should not establish a GCC simply because the overall ecosystem is growing. It needs a clear reason to build an Indian operation and a realistic plan for making it successful.
Define the centre’s mandate
Decide whether the GCC will focus on technology delivery, AI, product development, finance, engineering, shared services or a combination of functions.
The mandate determines the skills, leadership, infrastructure and operating processes required.
Validate the talent market
Estimate recruitment requirements by role and seniority. Compare cities using realistic compensation and hiring assumptions rather than relying on broad workforce statistics.
Build a complete financial model
Include setup expenses, employee costs, office occupancy, technology, compliance, training and ongoing administration. Evaluate the investment over an appropriate period.
Compare locations and office models
Assess cities and micro-markets based on talent access, connectivity, infrastructure, office supply and expansion potential. Compare traditional leases, managed offices and flexible workspaces where relevant.
Plan for future growth
Consider how the centre’s headcount, responsibilities and technical requirements may evolve. An office and operating model that works for an initial team may not be suitable once the centre takes on global product ownership or advanced research.
Establish performance measures
Track the outcomes that matter to the organisation, including operational efficiency, service quality, product delivery, innovation and workforce development where applicable.
The objective is to use market trends as inputs into a company-specific business case, not as a substitute for one.
Frequently Asked Questions
1. How many GCCs are there in India in 2026?
According to the NASSCOM–Zinnov GCC Landscape Report for FY2026, India had 2,117 GCCs operating across 3,728 units. These centres employed approximately 2.36 million professionals and generated $98.4 billion in market revenue.
2. What is driving GCC growth in India?
Key factors include access to specialised talent, competitive operating costs, an established technology ecosystem, AI adoption, product development and the expansion of global business functions. The importance of each factor depends on the company’s industry and the responsibilities assigned to its Indian centre.
3. Which Indian cities are leading GCC expansion?
Bengaluru, Hyderabad, Pune, Chennai, Mumbai and Delhi NCR are among the major destinations companies evaluate. The most suitable location depends on the centre’s functions, recruitment requirements, infrastructure, office costs and expansion plans.
4. What are the latest GCC office leasing trends in India?
According to Cushman & Wakefield’s Q3 2026 report, GCCs leased approximately 9.1 million sq. ft. during the quarter, representing 42% of total office leasing across the eight markets covered. Cumulative GCC leasing through Q3 reached 25.3 million sq. ft.
5. Which industries are expanding their GCC operations in India?
Technology remains an important sector, while BFSI, engineering and manufacturing, healthcare, life sciences and other industries also use India for specialised capabilities. The mix varies by city, business function and reporting period.
6. How is AI changing India’s GCC ecosystem?
AI is creating opportunities in product development, automation, analytics, cloud infrastructure and cybersecurity. It is also changing workforce requirements, increasing the importance of specialised skills and requiring stronger data governance and technical infrastructure.
7. Are Tier II cities suitable for GCCs?
They can be suitable for certain functions and operating models, particularly where the required talent and infrastructure are available. Companies should evaluate hiring feasibility, connectivity, office supply, vendor availability and long-term scalability before selecting an emerging market.
8. Should a new GCC choose a managed office or a traditional lease?
A managed office may simplify the initial setup and provide a dedicated workplace with operational support. A traditional lease may suit a larger operation requiring long-term control and customisation. Flexible workspace may also be useful during the initial phase or for temporary capacity. The decision should reflect security requirements, costs, headcount and expected growth.
Final Thoughts
India’s GCC ecosystem continues to expand in scale, while the responsibilities assigned to these centres are becoming more specialised.
The FY2026 NASSCOM–Zinnov figures highlight the size of the industry, and the latest office leasing data shows that GCCs remain an important source of commercial real estate demand. At the same time, AI, engineering, product development and sector-specific expertise are influencing how companies design their Indian operations.
For businesses planning to establish or expand a GCC, these trends offer useful context. However, the right strategy still depends on the company’s objectives, talent requirements, financial assumptions and long-term operating model.
Location and workplace planning deserve particular attention. The choice of city, business district and office arrangement can affect recruitment, occupancy costs, operational readiness and future expansion.
Companies that evaluate these factors together are better positioned to build an Indian operation that supports their immediate requirements and evolves with the business.
Explore Flexo’s complete guide to setting up a GCC in India to learn more about the setup process, location selection and workplace strategy.
