New global capability centres (GCCs) setting up shop in India today have a clear advantage—they can learn from the experiences of early adopters. Unlike the early birds who had to figure things out the hard way, these late movers can skip the trial-and-error phase and dive straight into best practices.
The new GCCs can adopt AI-driven automation, and implement cloud-native architectures from day one to scale faster, optimise costs, and leverage advanced digital transformation strategies.
With a mature talent pool, improved regulatory frameworks, and strong IT infrastructure, India now offers a well-established ecosystem that enables GCCs to set up operations faster. Some of the newly established GCCs in India are Hitachi Energy, Sandoz, DocuSign, SignatureIP, Atmus Filtration Technologies, Kenvue and others.
Recently, AIM got talking with Rajesh Puneyani, vice president of technology & site leader of Kenvue Inc, a US-based company that focuses on consumer health products. It used to be Johnson & Johnson’s consumer healthcare division, but now owns popular brands like Aveeno, Band-Aid, Johnson’s, Listerine, and Neutrogena.
“As a late mover in the GCC world, we pretty much know what exactly we need to get from a technology talent or from a domain skills point of view,” he said.
He further stated that what others have achieved over the years, Kenvue has accomplished within a short span due to its strategic focus on talent acquisition and technological advancement.
In just a year and a half since its inception, Kenvue has grown significantly, evolving from a small team of 400-500 professionals into a dynamic force in technology and product innovation. “In our first year, we are prioritising building strong foundational principles rather than rushing into major advancements,” Puneyani highlighted.
Bridging the Gap Between Mental and Physical Availability
Puneyani explained that mental availability refers to a consumer’s awareness and recall of a product when they need it—such as thinking about purchasing a specific nutrition brand.
Physical availability, on the other hand, ensures that when a consumer visits their preferred store, the product is actually on the shelf, ready for purchase. “Often, consumers assume a product will be available, but if it isn’t, it leads to disappointment and lost sales,” he added.
He further mentioned that Kenvue’s AI and data science teams in India work collaboratively, bringing together capabilities from different areas such as enterprise data warehousing, cloud computing, data engineering, and product development.
These teams function as a unified force, using advanced analytics to bridge the gap between mental and physical availability.
AI in the Mix
Talking about AI models, Puneyani explained: “Our team does not use ChatGPT directly. Instead, we have developed our own AI-driven solution which is built on Azure OpenAI. While many organisations use similar AI technology, we have put in place our own cybersecurity measures and data handling processes to keep information safe.”
Highlighting that the success of AI models depends on the quality of data they work with, he said, “This is where our data quality and engineering teams play a crucial role. Based in the GCC, these teams organise and refine data to make sure our AI models learn from clean, high-quality information. Once the data is fed into AI models, advanced computing and data science techniques turn it into useful business insights.”
“But no matter how smart AI gets, human expertise remains essential,” he added.
When it comes to industry partnerships, he mentioned that the company works with major technology firms like NVIDIA to improve its AI capabilities. While they use frameworks from these partners, they continue to develop their in-house AI expertise to keep up with business needs and changing regulations.
One key development is their SKU recommendation technology, which personalises product suggestions based on factors like customer preferences, location, past purchases, and shopping habits. By using AI insights, they can recommend the right products to customers, improving their shopping experience.
The company has also streamlined its reporting by combining hundreds of reports and dashboards into one unified system. This helps CEOs, business leaders, and decision-makers access real-time insights easily.
Marketing is another area where AI plays a big role for Kenvue.
“For example, a mass-market consumer product needs a different marketing approach compared to, say, a premium skincare brand. We use AI insights to measure campaign performance, identify untapped markets, and fine-tune our media strategy.”
Why Bengaluru?
As per Puneyani, Bengaluru stands out from purely technical hubs because it has a large talent pool that understands both technology and business.
“Over the past two decades, Bengaluru has built deep expertise across various industries. This makes it easier for organisations like ours to grow faster by tapping into this knowledge. The city also has a strong startup culture, which encourages collaboration, innovation, and rapid progress in technology,” he said.
Beyond talent, Bengaluru’s infrastructure and diverse culture make it even more appealing. With easy access to international airports, major tech parks, and research institutions, it is a convenient choice for global companies.
“Manyata Tech Park, in particular, has become a key location for GCCs) because of its well-planned expansion, accessibility, and excellent connectivity,” he added.
Talent Strategy of Kenvue
Puneyani highlighted that Kenvue takes a hybrid approach to hiring.
“Our focus is not just on technical expertise but also on business understanding and adaptability. We look for candidates who can grow with industry trends rather than those limited to a single technology.”
He mentioned that the team is also exploring AI-driven hiring methods like automated screening and data-based candidate assessments. This helps make the hiring process more efficient while ensuring we bring in top talent that aligns with our goals.
Speaking about the future of GCCs, he mentioned that one major challenge is talent development. Since the same group of professionals moves between multiple GCCs, hiring and retaining employees can be difficult.
“A structured approach—through skill development programs, financial incentives, and regulatory support—is crucial.”
He also mentioned that another long-standing issue for GCCs has been transfer pricing and taxation policies. “The hope is that this new framework (Budget 2025) will simplify these processes, making it easier to scale, innovate, and collaborate,” he said
