Rohit Jetly, Head of Global Platform Solutions Delivery and Site Head-India, Fidelity International

“India’s GCC ecosystem has moved into a new chapter. Global enterprises are no longer coming to India only for scale and execution; they are coming here for leadership. What has fundamentally shifted is not just capability, but conviction. Over the last several years, global firms have recognised that India can set strategy, design platforms, and deliver transformation at the scale and quality the world expects. 

At Fidelity International, this evolution has been both deliberate and organic. What began more than two decades ago as an operations footprint expanded into engineering, into analytics, and today into global enterprise mandates. Many of our most forward-leaning responsibilities–AI platform strategy, data value transformation, and global solution stewardship–sit in India. Few GCCs have this depth and concentration of enterprise accountability outside their home market. India is not a satellite for us; it is a core pillar of our global operating model. 

Across the broader GCC landscape, we’re seeing the same pattern: the rise of true enterprise ownership. Teams here–young and experienced alike–are not waiting for direction; they are shaping roadmaps, influencing digital architecture, and pushing the boundaries of what’s possible with technologies such as forward-engineered code and conversational access to data. Engineers, analysts, and designers in India are increasingly defining how products and experiences show up in markets like the UK, Germany, Japan, and Australia. 

AI is accelerating this shift. The next generation of AI-native work–intent-driven customer experiences, research augmentation, code generation, multi-intent document understanding–is being conceived and built from India. As governance, trusted data foundations, and human-in-the-loop structures mature, India’s GCCs will emerge as the custodians of responsible AI for global organisations. 

But what excites me most is the mindset. Young and experienced talent here challenge assumptions that most organisations treat as immovable. They don’t optimise legacy processes–they redesign them. That mindset will define the next decade. 

The GCCs that outpace the rest will be the ones that invest in capability, in skilling, and in seamless global integration. On all three fronts, India has a structural advantage. As we move into 2026, GCCs in India are no longer just contributing to global enterprises–they are helping shape what the future of those enterprises should be.”