58% GCCs in India investing in Agentic AI; two-third creating dedicated innovation teams to globalize ideas: EY GCC Pulse Survey 2025

• GenAI pilots have increased from 37% last year to 43% as of 2025
• 81% GCCs are upskilling internal teams on GenAI
• Over half of India centers (52%) hold shared accountability for global decisions

Bengaluru | 23 November 2025: India-based GCCs have moved from AI experimentation to enterprise-scale adoption, with 58% centers currently investing in Agentic AI and another 29% planning to scale over the next year, as per the latest edition of EY India GCC Pulse Survey 2025. 83% GCCs are already investing in GenAI, where pilots have increased from 37% last year to 43% as of 2025. 

The survey reveals that GCCs are applying GenAI where it matters most – enhancing customer service (65%), followed by finance (53%), operations (49%), IT and cybersecurity (45%). Business intelligence adoption has increased to 86% from 80% last year, while data strategy has risen to 67% from 51%. Two-third of GCCs (67%) are creating dedicated innovation teams and incubation programs to generate, test and globalize ideas from India.

Against this backdrop, EY also launched its AI-powered Intelligent GCC solution suite, a next step in how global capability centers are built and scaled. The suite brings four integrated capabilities under one roof – helping companies design AI-native GCCs, overhaul value chains through autonomous intelligence, build AI-fluent workforce through role-specific learning, and embed governance with responsible AI. It builds upon EY’s foundational EY.AI platform and decades of experience with more than 500 GCCs to pave a clearer path for smarter centres, ready for an agentic operating model.

The survey findings reveal that GCCs in India are becoming key collaborators in global decision-making with over half of India centers (52%) holding shared accountability for global decisions, while another 26% are formally consulted. 20% centers are on their way to operate with full ownership from India for select functions. Moreover, critical responsibilities are being driven from India GCCs, including global strategy leadership (45%) and leadership pipeline development (35%). 

Remarking on the findings, Arindam Sen, Partner and GCC Sector Leader – Technology, Media and Entertainment and Telecommunications, EY India said, “GCCs in India have entered a new chapter. The real shift is that they’re creating innovation arbitrage, beyond just cost advantage. They’re no longer single-function delivery teams, but multi-functional hubs where AI, data and R&D sit alongside core functions like IT, finance and HR. We’re also seeing GCCs move from curiosity to commercialization in their AI journey, with more centers piloting and deploying use cases that materially change how work gets done. The next phase of maturity will hinge on how effectively they use AI to redesign processes, strengthen talent and influence enterprise-level decisions.”

Adding to it, Manoj Marwah, Partner and GCC Sector Leader – Financial Services, EY India said, “Global enterprises are rethinking how they run their operations. They want simpler models, tighter oversight and a place where AI, data and risk teams can operate in sync. Our survey shows that this shift is well underway at GCCs in India. The combination of talent, cross-functional maturity and a rapidly advancing AI ecosystem gives global firms something they can’t easily build elsewhere. The GCCs we set up now are poised to operate as decision centers shaping enterprise strategy around risk, new products, digital transformation and more.”

Key findings from the survey

Strategy and operating model

When asked about GCCs’ strategic priorities with regards to operating models over the next 12 months, leaders cited digital transformation (61%) as their leading focus area, followed by reducing costs (54%) and expanding functional scope (51%). In terms of budget allocation, GCCs are doubling down most on technology and transformation (25%), followed by talent and workforce (23%).

Taking on deeper enterprise roles, 92% centers aim to deliver value beyond cost arbitrage and manage end-to-end processes for global enterprises (87%) over the next 12 months. In-house operations remain the dominant model at 84%, while outsourcing has risen from 8% in 2024 to 12% this year, as GCCs more intentionally tap external partners for non-core work.

Skills and capability over headcount

Reskilling at 71% and tech-led growth at 70% now shape their core talent strategy, reinforced by a stronger focus on hiring for niche skills at 63%. 81% GCCs are upskilling internal teams on GenAI, while 66% are prioritizing deep domain expertise, AI and ML (63%) and data engineering and business intelligence (54%), signalling a shift beyond general management roles.

At the same time, attrition continued to decline at GCCs, from 13% in 2023 to 11% in 2024 and now down to 9% in 2025, reflecting stronger retention strategies across centers.

Risk, cyber and regulatory outlook

The survey revealed that most GCCs operate at a moderate level of cybersecurity maturity, with only 7% having a fully embedded Center of Excellence, signalling room to strengthen governance. The report also notes an increase in monitoring of third-party access to data, from 44% in 2024 to 60% in 2025, reflecting a focus on managing external risks and building cyber resilience.

On the regulatory front, transfer pricing remains among the key concerns for GCCs at 63%, unchanged from 2024, while compliance complexity and data privacy concerns (42% vs. 32%) have risen. In contrast, challenges related to SEZ and STPI regulations (22%), labor laws (20%), currency and repatriation policies (17%), and double taxation (10%) have eased in.

About the survey

The EY GCC Pulse Survey 2025 includes responses from leaders across multiple GCCs operating out of India. Participating centers report an average headcount of approximately 800 employees. The majority of survey participants are based in Bengaluru, followed by Pune and Hyderabad, with growing representation from Delhi NCR, Mumbai, Chennai, and emerging tier-2 hubs. The research involved a two-step process: an online survey followed by data analysis with EY experts - conducted between August and October 2025.

About EY

EY is building a better working world by creating new value for clients, people, society, and the planet while building trust in capital markets. Enabled by data, AI, and advanced technology, EY teams help clients shape the future with confidence and develop answers for the most pressing issues of today and tomorrow. EY teams work across a full spectrum of services in assurance, consulting, tax, strategy, and transactions. Fueled by sector insights, a globally connected, multidisciplinary network, and diverse ecosystem partners, EY teams can provide services in more than 150 countries and territories.

All in to shape the future with confidence.

EY refers to the global organization and may refer to one or more of the member firms of Ernst & Young Global Limited, each of which is a separate legal entity. Ernst & Young Global Limited, a UK company limited by guarantee, does not provide services to clients. Information about how EY collects and uses personal data and a description of the rights individuals have under data protection legislation are available via ey.com/privacy. EY member firms do not practice law where prohibited by local laws. For more information about our organization, please visit ey.com.