Ujjwal · 17 hours ago
AI has been positioned as a major lever for GCC transformation, particularly for capability consolidation, productivity, process optimisation and the evolution of operating models. At the same time, we are seeing some organisations reassess earlier assumptions about the extent to which AI can replace roles, with certain capabilities being rebuilt or human capacity being reintroduced. Does this create a strategic risk for the GCC model, particularly where the business case has been built around AI-enabled productivity or workforce optimisation? If so, how are GCC leaders adapting their strategy? As an example, through more flexible workforce models, reskilling, greater emphasis on human-AI collaboration, or a shift from cost optimisation towards capability and innovation? I would be keen to hear perspectives from professionals working at GCC on how this is being thought as a 3 year, 5 year operaitng model.
Nikhil · 12 hours ago
there is lot of pressure on the team. most of the AI stuff we did is stuck at pilot stage so even from US there is a lot of pressure to move ahead. and capacity is another constraint. what about your company @Ujjwal?
Rohit3 · 12 hours ago
all they keep on doing is random upskilling. no talks about real roadmap or strategy, but they keep on pushing everyone to take on the mandatory 12 hour AI workshop.
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