GCC reality check: BFS firms strive for AI-readiness but face structural blind spots

BFS firms are deeply focused on cost optimization, digital transformation, and customer experience as their top strategic priorities for 2025. These three themes align well with the typical value proposition of GCCs, especially as centers for innovation, data analytics, and scalable tech delivery.

• The top priority for GCC talent development in BFS firms is clear: 52% of respondents plan on using GCCs to enhance their organization’s emerging tech capabilities. This reinforces that GCCs are no longer expected to simply deliver operational support but are being repositioned as AI-era talent hubs, crucial to building future-ready enterprise capabilities in automation, analytics, and digital transformation.
• Despite this strategic vision, BFS firms face two critical and contradictory obstacles: high turnover and talent retention issues (65%) and GCCs not viewed as strategic by business and IT functions (55%). This disconnect signals that while the enterprise demands cutting-edge capabilities, it hasn’t sufficiently invested in the structures, leadership, and cultural buy-in needed to nurture or retain this talent. Without addressing this, firms risk turning GCCs into revolving doors for skilled professionals.
• Further compounding the issue is that 55% of firms cite insufficient leadership presence or decision-making authority at the GCC level and 45% struggle with aligning GCC goals with core business strategies. These gaps suggest that GCCs are being tasked with high-value, future-focused goals—e.g., AI upskilling—without the internal influence or strategic recognition to succeed.
• These alarming trends reflect a misalignment between ambition and execution. BFS organizations want GCCs to fuel next-gen transformation, but they’re undermining this vision with outdated operating models, weak leadership presence, and underinvestment in workforce strategy.

The Bottom Line: The AI ambition is real—but GCCs are being asked to lead transformation without the leadership or support to succeed.

To overcome this, BFS firms must elevate the strategic role of GCCs by embedding them into core business planning and governance structures. Steps must be taken to empower GCC leadership with greater autonomy and decision rights. There is an urgent need to double down on talent value propositions, including clear career paths, reskilling programs, and internal mobility tied to emerging tech. If GCCs are to lead the AI charge, they must be treated as front-line innovation engines—not back-office cost centers.