BOGRewriting theGlobal CapabilityCenter playbookScaling Maturity with AlJune2025
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ABOUTBCGto tackle their most important challenges and capture their greatestopportunities. BCG wasthe pioneerin business strategy when itwasfoundedin 1963. Today,we work closelbywithcliertsto embrace atransformationalapproach aimed at benefiting allstakeholdersempoweringorganizations to grow build sustainable competitiveadvantage,anddrivepositivOur diverse,globalteams bring deepindustry and functional expertiseand arange of perspectives thaBcG delivers solutions through lea ding-edge management consultinguniquely collaboratfive modelacrossthe firm and throughoutallevels ofthe client organization, fueled by the goal of helping our clients thrive andenabling them tor
TABLEOFCONTENTS02030405Ｂ２GSurveyGCC maturity:BeyondAl:TheThe accelerationapproach andMulti-dimensionalcost and scale:differentiatorplaybook:respondents'evaluationRethinkingtheand acceleratorClosingtheprofileframeworkGCC mandatematuritygap07-0910-1920-3435-4243-48
01 eccmaturty Multidimensional evaluation framework,Once focused primarilyan transarctionaleficiengy, Gcshavenowevoled into strategl-powethouses, cementingtheifr role as key enablers of enterprise transformation. However, anly 8%6 of GCs qualify as topperfarmendemonstrating maturity across thre key str ategic levers mar ket adv antage, innovation, and enterprise efficdency(incl. cost advantage).Thesetop performers distinguish therselves through threefundamental pllarsPeopleandOrganizationalaoatglogyExce llenceand Dat aEffe ctivenessEmbedding global roles in hubs,Expanding and establishing CoisScalingAl-drivenautomationandactivating localized EVP models,with an Al/MLfocus,increasingadopting maturemicraservicesend-to-end product ownership, andarchitectures and modularbasedKPIsstrengt hening business continultyalgorithmto enhance efficiencyExecutiveSummary()algorthms, leadership and autonomy, and milcraservices/APlTop three enablers with highe st ference bet ween top perfbrmers and others, across these pllars, are modularBeyond cost and scale: Rethinking the GCCmandateEnter prises are looking to their GCCs to ewole fom being del veryen gines to becoming strategic alue creators.This means co-owning glbbal business outcomes, influencing enterprise str ategy, and enabling transformation--notjust supporting it.hHigtherfrmingacs sandot thoughnie ley anabers. nduthngembeded leatershl, ded cate novatonbudgets, Al integration, and strong govermance-marking a clear shit from traditional models.value ceatin s now ental to Gc maturty. Leadigcentrs take ul ownershi, infhence dectsions, anddelver: in novation, while Consumer products and goods playersBy adv ancing next-gen c ap abilities, GCCsution arms to engines ofenterpriseinnovation
03A:The difrentiatorandacceleratonLeveraging Al has become ading factor separating mature GCCs from the rest.While many organizations arestllex ploring early-stage applicatons,top-performers have alreadyembtingmodel.with GenAl use cases progesing wel be...
