The 3 Pillars of Building Top Team Synergy in GCCs

Series 2 of 3

In my last post, I shared how a fragmented leadership team transformed into a cohesive, high-performing unit. The key takeaway? Synergy isn’t about fixing individuals—it’s about building the right system.

But let’s be honest: as a CEO or MD of a GCC, you’re navigating a unique set of challenges. You’re not just leading a team—you’re bridging global and local priorities, managing diverse talent, and driving innovation in a fast-evolving landscape.

Having worked as an Organization Development Consultant across GCCs in India, I’ve seen firsthand what it takes to build top-team synergy in this context. It’s not about theoretical frameworks—it’s about practical, proven strategies that address the realities of GCC leadership.

Here are the three pillars that can transform your leadership team:

Pillar 1: Shared Purpose and Goals

In a GCC, alignment is critical—but it’s also complex. Your leadership team is often caught between global mandates and local execution, leading to conflicting priorities and misaligned efforts.

The Insight: Your team doesn’t just need individual goals—they need a shared purpose that ties their efforts to the broader mission of the GCC. This is especially critical in a matrixed environment, where leaders must balance global expectations with local realities.

Strategies to Explore:

1. Clarify Your GCC’s “Why”: Bring your team together to define your GCC’s purpose. Why does your center exist? What unique value do you bring to the global organization? At one of the FinTech GCC’s, we worked with leaders to articulate a clear narrative that connected their work to the bank’s global strategy. I remember one session where a leader shared,?"We’re not just a cost center; we’re a strategic enabler for the global business."?That moment of clarity became a rallying cry for the team.
2. Set Collective Goals: Move beyond functional KPIs. Define what success looks like for the team and how each leader contributes to that success. For example, instead of just focusing on cost efficiency, align around innovation or customer experience outcomes that require cross-functional collaboration.
3. Revisit Regularly: In a rapidly changing global environment, purpose and goals can’t be static. Schedule quarterly check-ins to ensure your team remains aligned and agile.

Why It Matters: A shared purpose and goals create a north star for your team, ensuring everyone is rowing in the same direction—even when global and local priorities seem at odds.

Pillar 2: Trust and Psychological Safety

In a GCC, trust is often tested by geographic distance, cultural differences, and the pressure to deliver on global mandates. Leaders may feel isolated, misunderstood, or hesitant to speak up.

The Insight: Trust isn’t just about believing in each other’s competence. It’s about creating a space where leaders feel safe to be vulnerable, share ideas, and challenge each other without fear of judgment or retaliation. This is especially critical in diverse teams, where differences in background, perspective, and communication styles can lead to misunderstandings.

Key Moves to Make:

1. Foster Open Dialogue: Use tools like 360-degree feedback and facilitated sessions to surface tensions and build mutual understanding. At another large GCC, we introduced “candor circles,” where leaders shared feedback in a structured, non-confrontational way. I recall one session where a leader confessed,?"I was afraid to speak up because I thought my perspective wouldn’t matter."?That moment of vulnerability broke down walls and set the tone for a more open culture.
2. Lead by Example: As the CEO or MD, your behavior sets the tone. Share your own challenges, admit mistakes, and invite feedback from your team. This signals that vulnerability is not just acceptable—it’s expected.
3. Celebrate Candor: Reward leaders who speak up, even when it’s uncomfortable. This reinforces psychological safety and builds trust over time.

Why It Matters: Trust and psychological safety enable your team to have the tough conversations that drive innovation and alignment. Without it, even the best strategies fall apart.

Pillar 3: Accountability and Continuous Improvement

In a GCC, accountability is often complicated by matrixed reporting lines and the need to balance global and local priorities. Leaders may feel pulled in multiple directions, leading to confusion and missed commitments.

The Insight: True accountability isn’t about micromanagement or blame. It’s about creating a culture where leaders take ownership of their commitments and actively seek ways to improve. This requires clear roles, regular feedback, and a focus on development.

Ideas to Implement:

1. Define Clear Roles and Responsibilities: Ensure every leader knows what they’re accountable for and how it contributes to the team’s collective goals. Use tools like RACI matrices to eliminate ambiguity.
2. Embed Feedback Loops: Schedule regular check-ins and progress reviews to keep everyone on track. At another Insure Tech. GCC, we introduced “accountability huddles,” as part of culture building initiative, where leaders shared updates, challenges, and wins in a quick, focused format. These huddles not only improved accountability but also fostered a sense of teamwork and shared responsibility.
3. Invest in Development: Provide coaching and development opportunities to help leaders grow and adapt to new challenges. This isn’t just about skills—it’s about mindset and behavior.

Why It Matters: Accountability and continuous improvement ensure your team doesn’t just set goals—it achieves them, consistently and effectively.

Bringing It All Together

Building top-team synergy in a GCC isn’t a one-time event—it’s an ongoing process. But by focusing on these three pillars, you can create a system that enables your leadership team to thrive in today’s complex environment.

1. Shared Purpose and Goals?align your team around a common vision.
2. Trust and Psychological Safety?create the foundation for open, honest collaboration.
3. Accountability and Continuous Improvement?ensure your team delivers results, year after year.

In the final part of this series, I’ll share how to sustain this transformation over the long term—because synergy isn’t just about getting there; it’s about staying there.

Up Next: Sustaining Top Team Synergy in GCCs—The Long Game

Executive Access Ronesh Puri Panorama @Global Capability Centres CXO Lanes CXO Inc. CHRO

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