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Pharma GCCs in India:<br/> How to Get the Journey Right
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Pharma GCCs in India:
How to Get the Journey Right

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27 Jan 2025

In the last 12-18 months, some of the world’s largest pharma companies have announced plans to double down on their global capability centers (GCCs) in India. Hyderabad, with its fine mix of top-quality engineering and medical talent, is fast evolving into a key Pharma GCC hub, shaping the future of medical innovation. But how can pharma companies get their GCC journey right?
At the inaugural Future-Ready Pharma GCC Summit, industry leaders Mrinal Duggal, Nilay Shastri, Shilpa Ahir and Suraj Ravindran came together for an insightful panel discussion. Hosted by T-Hub, in partnership with Indegene, the summit saw these leaders discuss the top challenges, key learnings and important success drivers for GCCs in India. The crux of their discussion is captured below.

High-Quality Talent

All panelists agreed that the availability of a top-quality talent pool is a key reason pharma companies remain bullish about setting up and scaling their GCCs in India.
Talent is the number one driving factor. Our universities, the country’s setup for the pharma manufacturing sector, and the keenness and energy levels of all stakeholders to do what it takes to help shape a better future, are unparalleled.
Lorem
– Mrinal

Plan Ahead, Stay Focused, Be Flexible

The leaders also discussed the need to plan early, get stakeholder buy-in in advance, and develop a clear charter outlining what the GCC will and won’t do, with an eye on outcomes to maintain sharp focus. They also opined that one of the reasons why Indian GCCs are sought after is because we are inherently flexible and can change course while remaining focused on the larger goal.
With our flexible mindset and can-do attitude, this is an opportune time for us to help elevate India as the Pharma GCC Hub for the world.
Lorem
– Suraj

A Long-Term Location Strategy Helps

What factors are decisive in choosing the location for the GCC? To what extent are HQ executives involved?

Having a clear location strategy, with executive support, is vital from the get-go. It becomes much more structured and easier to scale up the GCC to complement growing business needs.
Lorem
– Shilpa

Innovation and Digital Transformation

The panelists noted that the focus is shifting from cost to the kinds of solutions being built, the impact of digital transformation programs, and the business value being unlocked. With rapid advancements, pharma companies embracing emerging technologies are making more long-term, strategic bets.

AI/ML, NLP, Data Science, Analytics, and more recently, GenAI, are helping pharma companies reimagine their business processes. Tech capabilities, therefore, are a great competitive differentiator for GCCs, backed by a supportive ecosystem.
Lorem
– Nilay

Challenges and Opportunities

The panelists discussed several challenges, including the intense competition for talent and rising cost pressures. However, they also agreed that these challenges should be viewed as opportunities to advance the Indian Pharma GCC success story. For instance, they exchanged thoughts on how to retain top talent, especially Gen Z, by giving them ample opportunities to thrive and innovate by nurturing a culture of experimentation.

Conclusion

The panelists provided valuable insights into the dynamics of GCCs in the pharma sector. The emphasis on talent, strategic location, innovation, and government support were highlighted as the key factors that contribute to the success of GCCs. As the sector continues to evolve, these discussions will play a crucial role in shaping the future of GCCs in India, which are fast evolving into microcosms of their parent/HQ organizations in more ways than one.

All panelists emphasized the importance of having a clear structure, approach, and operating model as crucial success drivers for any GCC. The leaders agreed that it’s a positive sign to see pharma companies turning to their India-based GCCs to innovate at a faster pace, stay ahead of the curve, and contribute to pipeline growth in line with the broader business objectives of their organizations.

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