Using Bengaluru’s tech talent pool, the USD 80 billion Albertsons Companies, one of the biggest grocery and medicine stores in the US, established a digital hub there. In the next 18 months, the firm intends to increase its workforce from the existing 300 to about 1,000 personnel.
Albertsons is using timing as a competitive advantage by accepting its position as a late mover. From its global capabilities center (GCC) in Bengaluru, the retail behemoth is reinventing the future of digital retail in order to create more intelligent and flexible solutions. Albertsons Companies’ EVP and chief information and transformation officer, Anuj Dhanda, stated, “We are not trying to catch up; we are trying to figure out how to build for the future.”
“There’s a certain late-mover advantage—we’re now able to design solutions with AI and data science at the core, rather than as an afterthought. Many capabilities that once required heavy coding can now be built with little to no code, dramatically increasing speed and agility. That’s why we’re so excited about our presence in Bengaluru and the incredible talent here driving this transformation.” Albertsons has over 2,200 stores, and some of its banners include Safeway, Vons, Acme, Tom Thumb, Randalls, United Supermarkets, Haggen, Carrs, Kings Food Markets, and Balducci’s Food Lover’s Market.
Dhanda said the US retail giant is aiming for a technology refresh. “We need a technology 2.0, with significant shifts underway—that’s where Bengaluru and the GCC come in. For success, we realised we need much greater velocity and agility, and to build far more of our own IP than we do today. Our goal is to change the way we work in technology. We’ve integrated product, data, and full-stack engineers into fully functional, global teams to enable seamless collaboration. We’re applying AI and automation across the entire tech stack—not just in software development, but from requirements gathering to infrastructure and observability.”
Growing trust in transferring solution ownership is seen by the rising number of GCC countries moving IT roles to India. “My intent is to have several of my direct reports to be based here. If we consider the leadership group—around 17 to 18 vice-presidents and above—the goal is for at least a third of them to be in Bengaluru within the next 18 months,” Dhanda said.
Additionally, he predicted a significant change in the insourcing mix that would lessen dependency on outside IT suppliers. “We developed numerous digital systems, including pharmacy and health capabilities, and upgraded our financial systems. Going forward, our investment will move from foundational upgrades to development-driven initiatives. While we currently depend heavily on third parties like TCS, Cognizant, and Sapient for resources, we plan to bring much of that work inhouse, empowering our own associates. Our focus is to reduce third-party dependence and build stronger internal teams.”
According to Lalit Ahuja, the founder of the full-stack GCC company ANSR, Albertsons is taking use of the late-mover advantage, which means that they are not late to the party but rather arrive at the ideal moment to profit from an established market. Thin margins, extremely perishable inventory, and fierce tech-driven competition—with e-commerce playing an increasingly important role—define the retail scene. “Some companies struggle because tech centres are set up suboptimally. But there are firms which are set up with sharper tech differentiation. We’re witnessing significant maturity in the types of roles being introduced, driving modernisation of its tech stack. This includes mainstream adoption of new technologies and a stronger emphasis on product and functional ownership. And AI has become the greatest accelerator of efficiency,” Ahuja said.
Accenture acquired a sizeable minority investment in the US-based ANSR, which established more than 170 GCCs across India, and the Bengaluru-based company last year.
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