The old rules of work no longer apply. Hybrid models, AI-driven insights, and a focus on employee experience are shaping a new playbook. At Model N’s Hyderabad GCC, this is not just a vision but a reality. From harnessing AI-driven insights to redefining talent strategies beyond metro cities, Gunjandeep Kaur takes us through how Model N shapes the future of work. With a workforce that values impact over mere presence and a culture that champions learning, Model N is not just keeping up with change, it is leading it.
Q) Could you talk about Model N and the roles and objectives of its India GCC?
Model N is the leader in revenue optimisation and compliance for pharmaceutical, MedTech, and high-tech innovators. For over 25 years, our intelligent platform has powered digital transformation for pharmaceutical, MedTech, and high-tech companies with integrated technology, data, analytics, and expert services that deliver deep insight and control. Model N is trusted in over 120 countries by the world’s leading companies, including Johnson & Johnson, AstraZeneca, Stryker, Seagate Technology, Broadcom, and Microchip Technology.
This year, Model N is celebrating its 25th anniversary, honouring the company’s longstanding commitment to innovation, and excellence, and enabling customers to deliver life-changing products to the world.
Our Hyderabad Global Capability Centre (GCC) is an extended office established to access rich talent in India and drive innovation, technology, and R&D. Such centres allow companies like Model N to leverage global expertise and perform functions that might not be feasible at home locations.
Q) GCCs in India are transitioning from cost-saving hubs to centres of innovation and business transformation. How is Model N leveraging its GCC in India to drive this shift and how do you measure its impact?
India is now recognised as the GCC capital of the world. The GCC ecosystem here is currently valued at approximately $65 billion and is projected to grow to $110 billion by 2030. This growth is driven by the unparalleled talent India offers.
Currently, there are around 1,700 GCCs in India, and this number is expected to rise to 2,500 within the next five years. Remarkably, 70% of Fortune 500 companies anticipate establishing operations in India during this period. Additionally, 23% of the world’s software engineering talent resides in India. These statistics highlight not just the talent density but also the country’s evolution as a global innovation hub.
Historically, GCCs were established primarily for cost arbitrage. Over time, they transitioned to scaling operations, managing portfolios, and housing senior leadership roles that operate globally. Today, GCCs have reached a stage where they are driving digital transformation, serving as strategic hubs of innovation, value creation, and operational excellence.
At Model N, we are embracing this shift by focusing on the following:
- Moving Beyond the Metros: Some of our talent comes from emerging cities rather than tier-one metros, which expands and diversifies our talent pool.
- Government and Policy Support: We recognise the importance of government support in the form of favourable policies, tax exemptions, and incentives to help GCCs thrive.
- Upskilling and Reskilling: We are heavily invested in future-proofing our
Workforce by focusing on building key skills such as AI, machine learning, data analytics, and cybersecurity to name a few.
Model N’s GCC in Hyderabad has evolved alongside the broader GCC ecosystem. While the GCC landscape in India continues to shift from operational hubs to strategic innovation centres, Model N is well-positioned to make the most of these changes through its focus on technology, talent, and innovation.
Q) How does Model N’s GCC position itself as an employer of choice in India’s competitive talent market, and what unique initiatives have you implemented to reduce attrition and retain top talent, especially in leadership roles within the GCC?
First and foremost, the key to positioning ourselves as an employer of choice lies in providing clear career paths for our employees. In today’s competitive market, where GCCs typically pay 12-20% higher than standard IT services, creating growth opportunities within the organisation is a major motivator for talent retention.
Each year, we host DARE to Grow — a six-week career development program that includes a series of learning events designed to help our employees discover their career interests, design their development plans, and take action to grow their careers. Topics of discussion include but are not limited to the following: taking charge of your career, internal mobility, using feedback to develop and grow, writing your development plan, understanding your professional brand, and holding career conversations.
Secondly, hybrid work models are redefining workspaces entirely. We see a strong demand for work-life balance and wellness. Today’s talent is not only focused on career growth but also on how organisations contribute to the broader community.
At Model N, we have cultivated an environment that rewards employees and supports them holistically. Our internal culture cultivates a space where employees can give their best while feeling valued and supported.
Model N being Great Place to Work® certified for two consecutive years is a testament to our efforts. We also earned regional recognition for our people-centric approach, including the 2024 GCC Workplace Award in the Employee Learning & Development Category.
In the end, it’s about firing on all cylinders—career growth, wellness, competitive rewards, and a culture of support. These factors collectively enable us to attract, retain, and develop top-tier talent, even in such a highly competitive landscape.
Q) Tier 2 cities have a wealth of untapped talent. How does your organisation approach talent acquisition in these cities, and what challenges have you faced?
Currently, Model N operates a GCC in Hyderabad, a Tier 1 city. While our physical presence is here, our approach to talent acquisition is pan-India and inclusive. We emphasise diversity in hiring and have mechanisms in place to eliminate unconscious bias during the hiring process.
Since the pandemic, the workspace dynamic has shifted significantly, allowing for hybrid work environments. This has reduced location constraints, enabling us to hire talent from anywhere.
That said, Tier 1 cities—such as Hyderabad, Mumbai, Pune, Bangalore, and NCR—may not be as attractive to some talent because of factors like congestion and high living costs. This has encouraged employers to expand the talent search into emerging Tier 2 cities like Vishakhapatnam, Indore, Jaipur, or Ahmedabad.
Challenges and Solutions: We provide employees, including those in Tier 1 and Tier 2 cities, with structured training and mentorship. To ensure long-term engagement, we create clear career pathways, mentorship programs, and local leadership opportunities.
Beyond Virtual: We make it a point to bring employees to our Hyderabad office occasionally for in-person interactions, strengthening collaboration and connection. Virtual engagement is another focus area, where we use tools and initiatives to maintain strong communication and camaraderie among team members. Putting faces to names during these in-person visits creates a sense of belonging, which is crucial in today’s hybrid work environment.
Q) You spoke about hiring talent from tier 2 cities but retaining such talent can be challenging. How do you address this and what innovative solutions have you implemented?
A key factor in retaining talent is career advancement opportunities. For talent from Tier 2 cities joining us in Hyderabad, the primary motivator for relocating or even joining a new organisation is the potential for career growth. At Model N, we ensure that we provide clear pathways for development and advancement, offering roles that challenge and grow their skills.
Additionally, we actively focus on listening to our employees. Addressing their concerns, whether related to career growth, relocation, or workplace environment through timely interventions has been critical in simplifying the hiring process and ensuring retention.
Q) How is AI transforming the functioning of your GCC in India, and what areas are you prioritising for automation and innovation and is there any example/case study that you’d like to elucidate?
AI is indeed disruptive, and no company today, regardless of industry, can afford to overlook its transformative potential. At Model N, we are utilising AI in multiple ways to enhance efficiency, productivity, and decision-making.
To empower employees, we have integrated tools like Copilot, which enable them to harness AI capabilities in their day-to-day tasks. This integration supports faster, more accurate outcomes and boosts productivity across the board.
AI is deeply embedded in our daily operations, spanning various facets such as support functions and process automation. Tasks like creating PowerPoint presentations and summarising meeting notes can now be automated, saving time and improving operational efficiency across teams.
Backing that up, we utilise AI for sentiment analysis through employee pulse surveys. This provides valuable insights into employee morale and helps identify areas requiring attention or improvement, encouraging a more engaged and satisfied workforce.
Case Study: Model N recently launched AI Catalog Discovery, a new generative AI (GenAI) capability to strengthen its core product suite. AI Catalog Discovery is a part of its Channel Data Management solution that effectively helps high-tech companies manage revenue from indirect sources. GenAI Catalog Discovery automates point-of-sale (POS) data processing, converting unstructured product descriptions into structured, actionable data, regardless of language. High-tech manufacturers can use the AI output to identify how their products are used and bundled for consumption. This helps optimise product bundles for increased channel sales and market share.
To sum it up, we are well along our journey of harnessing AI and ML, with opportunities still abound. The key lies in identifying where AI can make the most significant impact within the organisation.
Q) A report by Nasscom stated over 50% of GCCs are transitioning into portfolio and transformation hubs, coupled with a 40% CAGR increase in global roles and women leadership roles over the last five years, how do you see this evolution influencing the strategic direction of GCCs in India? What specific steps is your organisation taking to accelerate this growth further and foster inclusivity in leadership?
As we approach 2030, it’s projected that there will be around 22,000 leadership roles in GCCs, with 30% of these roles expected to be filled by women. I’m personally excited about this evolution, as it represents a significant step forward in advocating diversity and inclusivity. At Model N, we have implemented several initiatives to ensure that we are not only nurturing existing leadership talent but also providing opportunities for high-potential female talent to rise. Through inclusive hiring programs, we have chartered aggressive goals for improving our diversity ratios and are leveraging a broad talent pool to ensure women are represented in leadership roles. Here’s how we’re addressing this:
Women-Focused Development: Model N launched an impactful, internal program called She Leads, designed to accelerate the growth of rising women leaders within the company. Participants included those who were identified by leadership as having a strong performance track record and significant potential for future success.
Employee Resource Groups: Employee resource groups, such as Alpha Women, serve as inclusive platforms for open dialogue and mutual support. These groups promote collaboration and allow employees to share experiences and learn from each other’s journeys.
Through these initiatives, we aim to not only retain STEM talent but also attract and nurture diverse leaders who can drive innovation and inclusivity. Our focus is on ensuring our policies are equitable, fair, and reflective of our commitment to diversity.
Q) How do you think global organisations view India’s GCC landscape today, and what competitive advantages does India offer compared to other GCC hubs like the Philippines or Eastern Europe?
The key advantage India offers lies in its technology expertise. Technology is the heart of everything. Regardless of the industry, whether it’s retail, healthcare, or finance, technology is at the core of operations, and India leads with apex engineering and R&D talent in the world.
Talent Density
India accounts for 23% of the world’s software engineering talent. GCCs in India currently employ around 1.9 million professionals, a number expected to double to 4.5 million by 2030. While cost arbitrage was once the primary driver, today, talent arbitrage sets India apart.
Future-Ready Skills
Secondly, Indian talent is consistently being upskilled and reskilled to be future-ready and align with market demands. Companies invest heavily in talent development programs across all levels including early talent, mid-level, and senior roles. Key focus areas include cloud computing, Generative AI, IoT, metaverse, blockchain, and data analytics, ensuring India’s workforce remains at the cutting edge of innovation.
Integrated Collaboration
India’s GCCs house end-to-end business functions. For instance, the product team can
Seamlessly collaborate with operations, analytics, and R&D teams to work towards a common objective. This integrated approach helps spark new ideas and innovative solutions for our customers.
Policy Support and Onboarding Excellence
GCCs in India prioritise smooth onboarding programs, ensuring that new talent is set up for success without impediments. Policies are crafted to eliminate barriers and create a conducive environment for talent to thrive.
Q) With geopolitical changes, supply chain challenges, and shifting market dynamics, what are the key risks and opportunities for GCCs in India, and how is your organisation adapting?
Rising competition for skilled professionals in cities like Bengaluru, Hyderabad, and Pune can drive up costs and attrition rates. Increasing reliance on a smaller talent pool may create scalability challenges. Tier-1 cities face infrastructure strain, including traffic congestion and rising real estate costs. Government intervention plays a crucial role in mitigating risks by providing policy incentives and tax exemptions to companies setting up GCCs in India. While talent arbitrage remains a key advantage, cost efficiency continues to be a driver. This not only offsets cost-related concerns but also positions India as a stable and attractive destination despite global uncertainties. India’s ability to combine world-class talent with competitive costs makes it a preferred choice for global organisations. By ensuring the right infrastructure and creating opportunities for talent to thrive, India can turn challenges into opportunities. Organisations like ours can leverage this by tapping into diverse talent, optimising costs, and providing employees with career growth opportunities.
Q) What are the top three lessons you have learned from managing a GCC in India, and how can other organisations learn from your journey?
- Define Your Unique Proposition: Every GCC must have a unique proposition or a clear focus area. Whether it’s becoming centres of excellence for cloud computing, digitalisation, or another capability, defining your GCC’s unique value proposition is critical to driving impact and delivering value to the parent organisation.
- Adopt a Growth Mindset in Leadership: With more global roles being established in GCCs, leadership needs to nurture talent effectively. Understanding diverse aspirations and providing tailored development opportunities, be it through upskilling, mentoring,
Leadership pathways are key to retaining high-performing talent. - Synergise; No Silos: GCCs must work in alignment with their global counterparts, understanding the strategic vision of the organisation. Operating in silos limits the potential for value creation. Through effective collaboration, GCCs can contribute meaningfully to the company’s global objectives.
Gunjandeep Kaur is the Director—HR Business Partner at Model N, based in Hyderabad, with over 15 years of HR experience. She leads the Model N India People Leadership Team and secured a Great Place to Work® certification for the company. A strong advocate for DEIB, she focuses on building workplace cultures rooted in trust and inclusion. Her expertise spans strategic business partnering, talent and change management, and policy development. Previously, she held key People Advisory roles at Accenture and Netcracker Technology and played a pivotal role in the Core Compete-Accenture AI merger in 2021. She holds a master’s in HR and Labour Law, and a bachelor’s in engineering, and was recognised in BW 40 Under 40 in 2024.
