India is fast becoming the preferred destination for Global Capability Centres as pharmaceutical leaders seek cost efficiency and access to specialised talent. For CXOs, the focus is no longer on whether to set up a centre in India, but on how to design it for long term strategic value.
Pharmaceutical GCCs in India have evolved beyond routine support roles. Today, they function as high end hubs for drug discovery, clinical data management, regulatory affairs, pharmacovigilance, and advanced analytics. Companies gain access to highly skilled professionals at nearly 40 to 60 percent lower costs than Western markets, while also speeding up product development timelines.
India now hosts more than 1,800 GCCs employing over 1.6 million people. Life sciences and pharma centres are among the fastest growing. Global companies such as Pfizer, Novartis, AstraZeneca, and Johnson and Johnson have already built strong operations in the country, validating the model.
Experts say the most successful GCCs focus on three key areas. First is regulatory intelligence, where Indian professionals help manage global compliance, streamline approvals, and centralise regulatory data. Second is clinical development, supported by India’s large patient base, strong hospital networks, and skilled research teams. Time zone advantages also allow round the clock trial monitoring. Third is digital innovation, where talent in artificial intelligence, analytics, and real world evidence helps turn GCCs into insight driven centres.
Location strategy plays a major role. Tier one cities such as Bengaluru, Hyderabad, and Pune offer mature ecosystems. Tier two cities like Ahmedabad and Coimbatore provide lower costs and better retention. Many firms now adopt a hub and spoke model to balance scale and specialisation.
Talent remains a key priority. While India produces thousands of pharmacy graduates every year, companies must invest in targeted hiring, continuous learning, and clear career paths to reduce attrition.
Operating models vary between fully captive centres and hybrid structures that mix in house teams with external partners. Each approach offers different levels of control, speed, and flexibility.
For CXOs, the decision to set up a GCC in India is no longer tactical. It is a strategic move that can shape competitiveness for the next decade. Leaders must now choose between building centres for efficiency or for long term differentiation.
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