By Shobana Maikoo, Head of TransUnion GCC Africa
Global Capability Centres (GCCs) have evolved far beyond their origins as cost-efficiency engines. Today, they are strategic hubs driving digital transformation, advanced analytics and risk management for multinational organisations. Research shows that India remains the world’s most established GCC market with more than 1,800 GCCs.
As TransUnion’s Global Capability Centre (GCC) Africa enters its fifth year of operation, this evolution provides a practical lens into how GCCs are maturing, both in mandate and impact. Looking ahead, five interconnected trends are reshaping how GCCs compete for talent, deliver enterprise value and position themselves within global enterprises.
1. From Cost Centres to Value Creators
The narrative around GCCs has shifted. Mandates now extend to include high-value functions such as AI engineering, cybersecurity, advanced analytics and product development. Boards are no longer measuring GCC performance purely on cost; they are evaluating contributions to enterprise transformation, resilience and growth.
This evolution is especially visible in financial services and technology, where GCCs are leading automation programmes, building proprietary platforms and strengthening data governance.
As centres mature, functional breadth and the ability to support multiple markets have become key differentiators. TransUnion’s GCC Africa, for example, now supports multiple global markets including the US, Canada, the UK and Africa, illustrating the transition from single-function delivery to integrated, multi-market enterprise support.
2. AI Integration Moves from Experimentation to Enterprise-Scale Adoption
Artificial intelligence is no longer confined to pilot programmes. For GCCs, this has two implications. First, workforce capability must evolve at pace. Demand for AI, machine learning and data engineering skills continues to outpace supply globally, prompting many centres to re-think how they attract and develop talent.
Second, as AI-driven automation scales, governance becomes a critical consideration. GCCs are increasingly playing a role in strengthening model risk management, data privacy compliance and ethical AI oversight, helping organisations innovate responsibly.
In 2025 alone, 22.5% of TransUnion’s GCC Africa associates moved into new internal roles, many of which involve new skills and roles enabled or driven by AI.
3. Skills-Based Talent Models Take Centre Stage
The global talent crunch remains acute. According to the World Economic Forum’s Future of Jobs Report, 44% of workers’ core skills are expected to change within the next five years. In response, organisations are now shifting toward skills-first talent strategies.
Over its first five years, TransUnion’s GCC Africa has sponsored education for 149 associates, delivered external functional training to 94 associates and advanced leadership development for 43 team leads and second-in-command roles.
Organisations are investing more heavily in internal academies, certifications and cross-functional mobility pathways. The emphasis is on building adaptable talent ecosystems rather than hiring narrowly defined roles. For emerging GCC markets, this shift intersects with a national priority: tackling youth unemployment through digital skills development and stronger public-private collaboration.
4. The Hybrid Model Becomes Structured, Not Experimental
Flexible work is evolving beyond reactive measures. Many organisations are moving from remote blanket policies toward hybrid frameworks that reflect business needs, role requirements, collaboration intensity and regulatory considerations.
High-performing GCCs are increasingly leveraging collaboration technology to support distributed teams. Leadership practices are also adopted, with greater emphasis on clear goal setting, intentional communication and digital fluency, alongside a focus on trust and accountability. Across the sector, hybrid work is becoming less about where work happens, and more about how effectively teams connect and deliver value.
5. Africa’s Strategic Rise in the GCC Landscape
As GCC operating models mature, organisations are increasingly shifting away from location-centric strategies toward interconnected global delivery networks. Within this context, Africa’s role in the GCC landscape continues to grow. At TransUnion, the GCC Africa forms part of a broader network that includes delivery hubs in Costa Rica and India, enabling complementary skills and collaboration that helps ensure 24/7 support for our global business.
South Africa is increasingly being integrated into multi-hub models due to its mature financial services sector, regulatory sophistication and strong English-language capability. According to BPESA, South Africa’s Global Business Services sector now employs approximately 270,000 people and continues to expand.
A More Strategic, More Human-Centric Future
Across all these trends, one theme is consistent: GCCs are becoming both more strategic and more human-centric. They are being entrusted with higher-value mandates while navigating rapid technological change and evolving workforce expectations.
AI sits at the centre of this convergence. Early career and inclusion focused programmes have also become part of this maturity curve. Since inception, TransUnion GCC Africa has supported more than 300 learners who have participated in structured learnership programmes, with 46% transitioning into permanent roles.
The centres that will define the next decade are those that integrate AI thoughtfully, prioritise continuous skills development and embed themselves firmly within enterprise strategy. For organisations building or scaling Global Capability Centres, the imperative is clear: invest in skills, embed AI responsibly and build operating models that are resilient by design. In markets such as South Africa, this presents a unique opportunity to align enterprise ambition with national priorities around digital capability, inclusion and workforce development.
