How to choose the location of your Global Capability Centre.

Key takeaways

- What should you consider when choosing the location of your first GCC

- What should you consider when wanting to expand with an additional GCC?

- Should you consider different functions in different locations?

Agenda:

· What are the key considerations behind Novo Nordisk's decision to expand with a GCC in Mexico?

· How is the interplay between their setup in Bangalore and the new one in Mexico?

· What role does proximity, cost, time zones, geopolitics, language and availability of talent play for your company?

More and more companies are offshoring or outsourcing functions to global capability centres (GCC). Moreover, these centres are increasingly focused on value-adding functions such as R&D, digitization, strategy, sourcing and supply chain management.

India is one of the most sought-after locations for these centres – and for a good reason. The country offers perhaps the largest availability of qualified, English-speaking workforces in the world. As such, many of the world's largest MNCs, including a growing number of Danish companies, have decided to setup centres in India.

However, as with any other major business critical decision, there are a lot of considerations to keep in mind when choosing the location of a GCC – whether it is the companies' first or second or third.

With this session we intend to focus on which key considerations to keep in mind when deciding the location of a GCC.

We will share two cases where companies have chosen different models for their global GCC presence.

We will hear from Novo Nordisk, which recently launched a GCC in Mexico (in Novo language called Global Business Services) – in addition to their current, large-scale setup in Bangalore, India.

We will also hear from another company with a different global footprint and learn what their considerations for the decision was.