Indy Banerjee

Financial services leaders at a recent McKinsey summit were very clear on the need to fundamentally reset their global operating models. Five insights are shaping the future. “There are decades when nothing happens, and weeks when decades happen.” With these words, we opened our recent McKinsey’s Global Operating Model Next Summit. The financial services sector is at just such a moment.

Today, we continue a conversation about global capability centers (GCCs) and take a closer look at some real examples of how they are reinventing companies’ service offerings, transforming their workforces, and adjusting their operating models to leverage rapidly evolving technology trends.

Over the past three decades, global centers have become the preferred way for big companies to perform an increasing range of core work tasks and business processes. Concentrating the organization’s knowledge, talent, and capacity for specific business activities in one place provides multiple benefits: improving cost efficiency, aiding the dissemination and adoption of best practices, and ensuring every business unit has access to the resources and capabilities it needs.