Sanjeev Rastogi, CEO of the GCC at Adani Enterprises Limited, refutes the prevalent notion regarding GCCs, which is often perceived solely as a mechanism for cost cutting. “GCC is a catalyst for growth, scalability, and establishing a talent hub – a cornerstone for the future of the organization,” he asserts. The essential element for success lies in persistent enhancement and the centralization and standardization of processes.
Rastogi further emphasizes that this platform provides a significant opportunity for automation and transformation. “With the advent of modern technologies, such as APIs, LLMs, and RPAs, we can automate various transitional tasks, transform them into products, and generate insights, data, and dashboards that hold substantial significance for the business,” he mentions. The key is to concentrate on the outcomes and the value delivered. For Rastogi, this means focusing on improving Days Payable Outstanding (DPO) as opposed to merely counting processed invoices; establishing controls to prevent erroneous duplicate payments; providing assurance, and more.
Adani GCC’s primary focus areas include efficiency, assurance, experience, and excellence. As the company is listed under 11 entities, Rastogi considers it crucial to ensure a single source of truth, seamless operations, and compliance controls. The next priority is to cultivate a favorable experience for both stakeholders and employees while fostering ongoing improvement and innovation.
“The GCC is a lasting entity. The GCC is here to generate value,” he states.
High Strategic Projects:
Initially regarded as mere support functions, GCCs are progressively engaging in high-stakes strategic projects that add value to the parent multinational. Rastogi has structured this process by identifying, consolidating, standardizing, automating, transforming, digitizing, and then applying analytics.
The Key Performance Indicators (KPIs) are outcome-focused rather than metrics-driven. Although metrics are essential for managing the internal dynamics of the GCC, outcome-based KPIs resonate better in illustrating business value to stakeholders.
“We have established a North Star,” Rastogi reveals. “We already possess a roadmap detailing our plans for the next six months, a year, two years, and three years to come. That’s the agenda we devised for all functions transitioning into the GCC.”
Challenges: Readiness for Sustenance
The seamless operation of a GCC depends heavily on its readiness. It’s not merely about implementing pieces of AI technology; a comprehensive strategy is vital. “First, evaluate your processes and their suitability for AI deployment,” Rastogi emphasizes.
Disjointed or non-standardized processes can severely limit the efficacy of any new technology. It’s preferable to aim for a complete, standardized, and harmonized perspective of your processes. As technology continues to advance rapidly, prioritizing the right use cases and thoroughly vetting them before scaling is essential.
Additionally, Rastogi points out the misconception that GCCs exist solely for cost-saving purposes. Although cost efficiencies through arbitrage may yield short-term results, sustainable long-term relevance hinges on value creation and ascending the value curve. Many GCCs in India struggle to maintain or expand because they remain fixated on transactional tasks without aligning with a global vision or developing capabilities that genuinely contribute value.
Attracting the right talent in niche domains such as predictive analytics, AI, and automation presents an ongoing challenge, as these areas continue to evolve. Another significant factor is ensuring that new graduates are prepared. While they may come equipped with theoretical insights, practical industry experience is often lacking. To bridge this gap, substantial investments are being made in campus-to-corporate initiatives, aligning their education with industry needs to foster quicker productivity and value addition. Retaining talent in these specialized fields remains a significant hurdle.
Competitive Advantage:
Adani GCC’s foremost strength lies in its access to state-of-the-art technologies, startups, and leading consulting firms, according to Rastogi. With a multitude of industry use cases, “we possess a clear North Star that directs our efforts in digitization, standardization, and overall impact,” he adds. By mapping all processes comprehensively, fragmentation has been eradicated, ensuring seamless ownership.
“We have distinctly outlined each activity to clarify which tasks will be managed by the business, which will remain within the business, and which will transition to the GCC. This streamlined approach gives us a significant advantage, as the holistic view provides a comprehensive roadmap for digitization and automation,” Rastogi elaborates.
Moreover, Rastogi is focused on nurturing a robust talent pool through a favorable blend of internal development and external recruitment. This, coupled with the establishment of multiple Centers of Excellence (COEs), effectively scales the GCC.
Rastogi envisions a rebranding of GCCs to become advanced centers of analytics. “Instead of merely overseeing processes, these centers will concentrate on harnessing data to produce insights and support strategic business decisions,” he concludes.
