Omura: Many of the professionals I have encountered in India are extremely adept at generating new ideas from facts and data. This capability is unique, and for example, they can swiftly compile proposals that lead to improvements in business processes based on various data obtained from production sites. Where does this “data-driven” thinking come from? Please explain using Chennai, where many of Optimum Solutions’s human resources are based, as an example.
Kishore: Optimum Solutions, which serves as the foundation of this GCC, has conducted business activities from its Chennai base in southeastern India since 2015. Since ABeam Consulting's strategic investment in Optimum Solutions, the partnership has continued to deepen, ultimately leading to the establishment of this GCC. Chennai is a city with a strong pool of high-performing, outstanding talent. Supporting this is an educational ecosystem that includes the Indian Institutes of Technology. These institutions emphasize not only specialized expertise in information technology and artificial intelligence, but also the acquisition of liberal arts such as logical thinking and communication skills.
Professionals who acquire these qualities possess not only technical expertise, but also an understanding of and communication ability aligned with the high professional ethics of Japanese companies. The Chennai ecosystem that produces such talent is not temporary; it has been passed down over time and, in my view, works advantageously in building deep partnerships with Japanese companies.
At the same time, talent in the Chennai region has a strong attachment to the local area and tends to want to build their careers locally. As a result, even in the current seller’s market for information technology professionals, the region has lower attrition rates from short-term job changes compared with other major Indian cities. This enables the long-term and stable delivery of the quality that Japanese companies seek.
Omura: India has Bangalore and Hyderabad, which could be described as leaders in driving information technology advancement. Please also tell us about the characteristics of these cities.
Kishore: As mentioned, Chennai is attractive as a location with many outstanding professionals, but other cities also have their own characteristics. Bangalore has long been described as an innovation hub in India. It is full of startup energy and has significant global influence. Hyderabad, on the other hand, is home to many high-growth companies centered on information technology and has strengths in data analytics and product engineering.
Each of these cities has strong vitality and its own appeal. While we are based in Chennai, these cities attract talent from across India, with a population of approximately 1.4 billion, and we are actively investing in them as well. Through this, we ensure a delivery structure capable of providing professionals with cutting-edge technologies and knowledge required by client companies.
Omura: Regarding the GCC we provide, what aspects do you analyze as being unique?
Kishore: I recall that services leading to today’s GCC existed approximately 25 years ago. Initially, manufacturing companies such as electronics manufacturers and financial institutions used them as business process outsourcing for the purposes of cost reduction and operational efficiency. Even today, there are many companies that recognize and use GCCs for such purposes, but our GCC is clearly different from these traditional models.
It is certainly effective for companies to delegate part of their existing operations to a GCC to reduce costs or increase productivity. However, we go beyond that by acting as a unit that executes strategic operations in companies’ core businesses, allowing us to be perceived as a partner that delivers innovation and transformation. With this mindset, we also share these values internally among our staff as we carry out our work.
Omura: Mr. Nanda mentioned that this GCC is seamless with Japan, and I believe that this is precisely where its core value lies. We aim not only to be involved from the conception of transformation through execution in an end-to-end manner, but also to become an entity capable of presenting best practices directly linked to the CxO agendas of Japanese companies.
The presence of the “Enable Hub,” which Mr. Nanda also introduced earlier, underpins this unique value provided by our GCC. This hub was organized by ABeam Consulting for Japanese companies engaging in the use of GCCs and functions in the early stages of such initiatives.
I would like to explain why we use the term “enable.”
First, it conveys the meaning of enabling Japanese companies to leverage and co-create with outstanding Indian talent. Second, it signifies enabling our India-based GCC members to conduct business that aligns with Japanese culture and business practices. By fulfilling these functions, we aim to create the seamless and bidirectional business we envision.
I would like to explain one aspect of the Enable Hub’s role using “progress management,” which is indispensable in advancing projects. In Japanese work practices, progress management is an extremely fundamental confirmation item through which both on-site teams and management share the same understanding. Many Japanese believe that work cannot function without this shared understanding.
However, there are differences in perception between Japan and India. While Japanese tend to require strict management of progress and quality down to the details, in general Indian thinking places less importance on reporting even if delays occur. In fact, there can even be a tendency to refrain from reporting out of concern that it may trouble the other party.
As a result, even when delays occur, the priority is often placed on recovering rather than reporting. Acting according to this principle is regarded as commendable behavior, and today I can also find aspects of this approach that merit respect. This is not a matter of “which is correct,” but rather an understanding of diversity.
In Enable Hub activities, what I keep in mind is to position adherence to the Japanese style in progress management as “Quality Management 1.1,” and then shift toward “Quality Management 2.0,” which delivers the quality Japanese companies seek in a way that is natural to Indian national characteristics while also achieving high satisfaction for client companies.
Kishore: I share the same mindset as Mr. Omura in our work. Japan and India differ in many respects, including values, talent, and economic strengths and weaknesses, but this is only natural. Rather than forcing alignment to one side, I believe that complementing each other leads to outcomes that leverage the strengths of both.
At the same time, I believe there are characteristics that should be recognized when pursuing global expansion. Japanese companies tend to be overly cautious about venturing into new areas. This tendency is particularly pronounced compared with Western companies and can be a disadvantage in situations where speed is critical.
There are also language differences. English, which is the global standard in business, is widely used in India, and we do not experience significant stress or time lag in communication with Western countries. In contrast, when Japanese companies work with overseas companies, differences in language and interpretation often require more time, leading to slower action. We hope to help compensate for these areas through our support.
In addition, there is something I would like executives involved in Japanese corporate management to recognize anew. As mentioned repeatedly, India has moved beyond being a “low-cost operations center” and has now shifted to a hub of global innovation and digital transformation.
Western companies that have recognized this are rushing to leverage GCCs in India. I view this difference in perception as more important than barriers of language or customs. American big technology companies and global software companies from Germany are accelerating the use of GCCs in areas that determine corporate growth, such as research and development, design, strategy formulation, and design.
There are several reasons why this collaboration is particularly attractive for Japanese companies.
First, there is high cultural and operational affinity. Japanese clients value accuracy, reliability, and long-term relationships. The GCC model we have built reflects these values, with all processes designed around quality and transparency.
Second, ABeam Consulting and its clients gain access to advanced technology and consulting talent. India possesses outstanding expertise in areas such as enterprise resource planning, cloud, analytics, artificial intelligence, and digital transformation, complementing ABeam Consulting’s capabilities and enabling faster innovation.
Third is cost efficiency. Unlike traditional outsourcing models, this approach allows companies to retain ownership of strategy, delivery, and intellectual property while benefiting from the scalability and flexibility of India’s delivery structure.
Fourth is speed and agility. Through a globally synchronized operating model, we provide services on a 24-hour basis, accelerate timelines, and respond quickly to changing client needs.
Our GCC, which combines these elements, functions as a base for continuous innovation. It supports next-generation solutions emphasized by ABeam Consulting, including digital modernization and sustainability, and strengthens areas of growing importance for Japanese companies. Through this synergy, ABeam Consulting strongly supports the enhancement of Japanese companies’ global competitiveness and the advancement of digital transformation.
My role is to build and operate the foundation for this synergy, ensuring that the GCC consistently delivers operational excellence and cultural harmony. By fully leveraging the advantages we possess, I hope Japanese companies will create new corporate value that can compete on the global stage.
Omura: Based on many years of on-the-ground efforts, I am confident that the seamless support structure provided by ABeam Consulting, with its deep understanding of the Indian market, together with information technology professionals such as Mr. Nanda, who have deep understanding of and respect for Japan, will maximize the value of client companies. Mr. Nanda, I look forward to continuing our collaboration.
