The future of Global Capability Centers (GCCs) is the question at the center of this episode of GCCs Unfiltered.

Nitika Goel, CMO and Managing Partner at Zinnov, sits down with Jitendra Kumar Pandey, India Country Head and Vice President of R&D at BMC Helix, for a conversation with no room for diplomacy. Jitendra Pandey has spent more than 30 years in enterprise software across the IBM, Software AG, and WebMethods eras. He now runs BMC's largest R&D hub anywhere in the world, based in Bengaluru.

His central claim is blunt. Global Capability Centers (GCCs) in their current form will not last. Execution, delivery, and cost have become table stakes. The GCCs that matter next will look more like software factories, and customer value becomes the scoreboard. This episode maps what that shift demands of GCC leaders across AI maturity, trust, systems thinking, and measurable outcomes.

In this episode, BMC Helix's Jitendra Pandey argues that Global Capability Centers will evolve into software factories that compete on domain expertise and customer value while software development itself becomes commoditized. He explains why cost has left the GCC conversation, why AI is now assumed rather than announced, why trust is earned one interaction at a time, and how BMC Helix measures success by customer return on investment.

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16 million customers walk into Lowe’s stores every week.

At that scale, small decisions have very large consequences. Inventory, supply chains, store systems, customer experience — everything has to work together seamlessly.

Our guest today is Ankur Mittal, who leads technology for one of the world’s largest home improvement companies.

Ankur oversees technology across omnichannel platforms, enterprise architecture, infrastructure engineering, and AI-led transformation — shaping the systems that power millions of customer interactions every week.

In this episode of GCCs Unfiltered, Nitika Goel speaks with Ankur about what it really takes for teams to move from execution to influence — building trust, scaling leadership, and staying relevant as technology and business continue to evolve.

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Operating at scale when industry fundamentals are shifting.

Walmart, one of the world's largest retailers, with 10,000 stores, operates under constraints most don’t. Speed creates risk. Scale creates complexity. Technology is reshaping competitive advantage.

In this episode of GCCs Unfiltered, Nitika Goel, Managing Partner & CMO, Zinnov, sits down with Balu Chaturvedula, SVP & Country Head, Walmart Global Tech, the leader managing this scale, on what it takes to move an organization of this size when fundamentals are changing.

A few patterns emerged during the conversation:

• Culture determines whether you move or get stuck. Most organizations have the technical capability to transform. What blocks them is whether people believe they can contribute, and whether their work feels relevant as everything changes. Without that, even the best strategy becomes a liability.
• Speed, scale, and trust work as a system. You can optimize for two, but the third matters more than you think. The fastest organizations aren’t pushing speed alone; they know where trust must hold, and where to move faster.
• Purpose becomes the decision-making framework. At scale, especially with AI reshaping roles, clarity on why matters more than clarity on how. It separates pragmatic decisions from reactive ones.
• Capabilities vs. features change how you operate. Building once for the entire organization requires different architecture, governance, and leadership. Most don’t make this shift. Those who do move at a different pace.
• Global centers are either core or peripheral. This is no longer about location. It’s about whether you drive business outcomes. That shift is already underway.

This is what determines which organizations stay competitive, and which don’t.

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