Shared services organizations (or global in-house centers, as they are often referred to now) in India have been in existence for several decades. There are several reasons for India to be found attractive to the numerous companies across various countries. However, the reasons have continuously evolved. And it is this evolution that has made the GICs, and India, successful.
The business case for GICs in India started with high weightage put on cost arbitrage. The focus areas were efficiency, effectiveness, quality, and cost – which became the primary metrics. This was a brilliant starting point as it gave quick results – and the perception about India improved considerably as a services hub for the world. Process efficiency and process re-engineering were considered added value.
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