There is no single operating model that suits every company or every stage of a GCC journey. The right choice depends on how much control you need, what your organisation is equipped to manage and where an experienced partner can help you move forward.
Start by comparing the responsibilities each approach places with your team and with a delivery partner.
Owned GCC: direct control and responsibility
An owned model gives the business a direct role in shaping the centre’s strategy, organisation and day-to-day priorities. It can be a fit when the centre is central to the company’s long-term capability plans and leadership is prepared to build the operating foundations.
That control comes with work to own: establishing governance, building local leadership, managing talent and creating the processes and infrastructure the centre needs.
Managed GCC: shared operating responsibilities
A managed arrangement brings a partner into defined parts of the setup or ongoing operation. The agreement should make clear which decisions and services the partner owns, which remain with the business and how the two teams work together.
This model can help a company combine its business direction with external operating support. The key is to document service boundaries, escalation routes, performance expectations and how responsibilities may change over time.
GCC-as-a-Service: access to a defined service layer
A service-led approach packages selected GCC capabilities for a company to use. The scope may include elements such as workspace, operational support, talent services or a broader managed capability, depending on the provider and agreement.
Review the service catalogue closely. Confirm what is included, how the service integrates with your teams and what remains your responsibility.
A practical comparison checklist
- Control: Which decisions must stay with your leadership?
- Capability: Which operating skills already exist in your organisation?
- Scope: Which activities will be performed by your own team, a partner or both?
- Change: How will scope, governance and services adapt as the centre grows?
- Visibility: What reporting and review cadence will keep delivery aligned?
Make the decision from your priorities
Write down the outcomes, responsibilities and constraints that matter most to your business. Then assess each model against the same criteria and discuss how a proposed partner arrangement would work in practice.
A clear operating model makes the journey easier to govern. Speak with GCC Makers to discuss which structure may fit your plans.