“India’s GCC talent has demonstrated remarkable adaptability to global cultures, going beyond surface-level changes to deeply align with their parent organisations,” says Mohit Mathur, chief business officer for GCCs at Quess Corp.
A survey cited by Mathur found that 84% of GCCs see cultural integration as a bigger challenge than regulatory compliance. This is why cross-cultural training and overseas assignments are now central to their strategies.
Adaptability takes different forms across regions. With American partners, Indian teams focus on direct and outcome-driven communication. German collaborations emphasise precision and discipline. Japanese organisations value consensus and etiquette, while Indian teams adapt by adopting structured meetings and punctuality. “Far from incidental, this cultural flexibility is a key reason India remains the world’s most preferred GCC hub,” says Mathur.
German precision in India
Mercedes-Benz Research and Development India (MBRDI) reflects the importance of cultural training. Known for its German roots in engineering precision and punctuality, the company runs structured programmes to help employees align with these practices.
“We actively encourage our employees to develop a nuanced understanding of German culture, language, and business practices,” says Mahesh Medhekar, VP of human relations at MBRDI.The centre also offers a German language programme, enrolling nearly 400 employees each year.
Silicon Valley spirit in Bengaluru
Pure Storage, a California-based data storage firm, has worked to replicate its innovation-driven culture in India.
“From the outset, we focused on building a work culture in India that mirrors the spirit of our headquarters in Silicon Valley—ownership, innovation, and clarity of thought,” says Ajeya Motaganahalli, VP of engineering & MD at Pure Storage India R&D.
French intellect
At Thales, cultural blending involves mobility programmes. Indian engineers spend time in France to learn workplace and communication styles.
“Such experiences not only help our employees adapt to different environments but also strengthen their ability to contribute innovative ideas across the Group,” says Sekhar Sahay, HR director for India at Thales.
Shared identity at Novartis
Swiss healthcare company Novartis takes a different approach, stressing a common global identity rather than replicating headquarters culture.
“We don’t ‘mirror’ headquarters culture—we operate as one global team anchored in shared purpose and values,” says Ganpat Anchaliya, head of the Novartis corporate centre in India.
At Target’s Bengaluru centre, cultural immersion extends to customer behaviour. The company has built a Guest Experience Centre, using virtual reality to replicate the US shopping environment.
“Staying closely connected to the US retail landscape and the consumer mindset is critical,” says Andrea Zimmerman, SVP & president for Target in India.
This setup allows employees to understand how American customers shop and design solutions that reflect those habits.
The two-way advantage
Executives emphasise that cultural exchange is not one-sided. Mercedes-Benz trains its German staff in Indian practices, while Novartis and Thales encourage collaborative approaches.
This mutual adaptation, they say, builds stronger organisations. As cultures interact, both sides adjust—creating workplace models that are broader than any single country’s practices.
(Based on TOI article)
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