Matters requiring immediate attention from GBS/GCC leaders:
In 2022, I examined how geopolitical flashpoints, like Russia’s invasion of Ukraine, can ripple through the global services industry in ways we’re often unprepared for. Back then I also flagged India–Pakistan as another region to watch. That piece is worth revisiting: Will Ukraine’s Invasion Have a Domino Effect on Other Geopolitical Equations?
This week, that risk has materialized. The India–Pakistan conflict has sharply escalated, with direct military strikes on infrastructure now underway. In response, we’ve upgraded India’s global services risk rating from Level 2: Low Risk as of May 7 to Level 4: Disruptive events underway, as of May 8. You can access our real-time updates here.
Reach out to discuss this topic in depth.
Let’s be honest, this is not just a business issue.
This is a stressful, emotionally charged moment. Leaders are under pressure. Teams on the ground, especially in North India, are dealing with both professional uncertainty and personal anxiety. As we work with both Global Capability Centers (GCC) (or Global Business Services (GBS)) and outsourcing provider clients across the region, it’s clear: business continuity planning is in full gear, but so is human-first leadership.
What we’re seeing right now:
While there’s no industry-wide disruption yet, early signals are clear:
– Firms with large delivery centers in North India are reviewing infrastructure, leadership bandwidth, and intra-country fallback plans
– Travel restrictions are in place, and in-person engagements are being cancelled
– Remote work has been activated, but there’s growing concern about internet or telecom disruptions
– Some enterprises are even evaluating nearshore fallback (Eastern Europe, LATAM) as a precaution
At Everest Group, we’re hosting a Virtual Roundtable on May 15 for GBS , sourcing, Information Technology (IT), and Customer Experience (CX) leaders to exchange views on what they’re doing in response.
You can apply to attend here.
The hard questions leaders must now ask:
Remote work may keep things running, but what if internet access is throttled? What if power outages or curfews make it hard for teams to work even from home?
Here are five immediate scenarios GCC leaders should prepare for:
1. Mobility or Transport Restrictions
2. Internet or Bandwidth Disruptions
3. Employee Stress and Productivity Declines
4. Stakeholder Escalations
5. Media and Social Narrative Risks
Communication is now your most strategic tool:
In high-stress moments, clarity and tone matter more than ever. GCC leaders must manage two very different but critical audiences:
For your teams in India:
– Acknowledge the situation, don’t pretend it’s business as usual
– Be visible and empathetic, this is about trust, not just tasks
– Offer clarity and predictability, especially around safety and expectations
For your global stakeholders:
– Anchor confidence with real-time facts, not reassurances
– Align across leadership layers, mixed messages create confusion
– Let them know what you need, support, resources, or contingency approvals
This is the time to respond, not overreact:
The situation is still fluid, and not every enterprise needs to take the same actions. But every leader should be engaging their playbook now. The next few days will be critical.
In a follow up to this blog (hopefully as the situation de-escalates), I’ll address the longer-term strategic implications of this moment, which include:
– The growing overconcentration of delivery in India
– The need for a balanced, diversified “India Plus” location model
– How leading firms are building future-ready resilience without sacrificing scale or efficiency
In the meantime, let’s talk:
At Everest Group, we’re helping clients benchmark their exposure, update their risk models, and validate short-term actions.
If you need perspective, peer signals, or support planning your response, we’re here.
Because in moments like these, the cost of silence or delay can far outweigh the cost of preparation.
Write to me at [email protected] or use our contact us form.
