In this exclusive Leaders Hub Q&A, we connected with Kumudini Rajaram, Center Head – Director at MANN+HUMMEL GBTS India. From her early work in enterprise transformation at Tesco and consulting at Capgemini to leading business optimization and strategic growth in her current role, Kumudini shares her insights on how India’s GCCs are evolving into global value creators and the leadership mindset needed to shape the future.
Headquartered in Germany, MANN+HUMMEL is a global leader in filtration technology.
India’s GCCs are no longer just execution hubs—they’re shaping strategy, innovation, and resilience for global enterprises. From your vantage point, how has the mandate for global centres evolved over the last few years, and what’s next?
Kumudini: India’s GCCs have evolved from cost-effective execution hubs to strategic enablers of innovation, resilience, and enterprise growth. From my vantage point, the mandate has shifted in three key ways:
- Strategic Alignment: GCCs are now co-creating solutions, influencing global roadmaps, and driving transformation—moving from service delivery to strategic partnership.
- Innovation & Capability Building: With investments in emerging tech and agile practices, GCCs are piloting and scaling ideas that shape global outcomes.
- Resilience & Talent Leadership: Post-pandemic, GCCs have proven their agility and become magnets for world-class talent, emerging as incubators for global leadership.
What’s next?
- AI-led Transformation across business functions.
- Sustainability & Purpose embedded in operations and growth.
The future of GCCs lies in being value creators, not just value deliverers.
Could you give us a snapshot of the kinds of roles and skills the MANN + HUMMEL GBTS centre in India is delivering today?
Kumudini: MANN+HUMMEL is a global leader in filtration technology. Headquartered in Ludwigsburg, Germany, the group develops intelligent filtration and separation solutions – including for the Transportation and Life Sciences & Environment sectors. Founded in 1941, this family-owned company enables cleaner mobility, cleaner air, cleaner water, and cleaner industry across the globe. With its solutions, MANN+HUMMEL plays a key role in protecting the environment and promoting the sustainable use of limited resources.
As a GBTS centre in India, we cater to a diverse portfolio to support our customers.
- Engineering & R&D: Supporting advanced filtration technologies for automotive, industrial, and environmental applications.
- Digital & IT Services: Enabling digital transformation through data analytics, automation, and enterprise IT support.
- Finance and HR Operations: Enhancing global processes and operational efficiency.
You’ve spoken about the rising importance of adaptability, empathy, and EQ. How do you envision GCCs striking a balance between technical depth and these softer, future-critical skills—especially in leadership and team development?
Kumudini: The future of leadership in GCCs is human-centered. Leaders need to be emotionally intelligent and deeply collaborative. Adaptability, empathy, and emotional intelligence (EQ) are becoming just as critical as technical skills.
Leaders are expected to not only be experts—they need to coach, collaborate, and build culture. Teams thrive when there’s trust and psychological safety. Which is why we need to invest in people—not just their skills, but their growth, mindset, and ability to connect.
In a competitive hiring environment, what’s your approach to positioning GCC as an employer of choice? How do you convey the value proposition of working in a GCC versus other tech or consulting ecosystems?
Kumudini: In a competitive hiring landscape, we position our GCC as a place where purpose meets impact. At MANN+HUMMEL, we’re not just building careers—we’re enabling cleaner mobility, air, water, and industry for communities worldwide, which resonates with our purpose of “Separating the useful from the harmful”
Our value proposition is clear: global exposure, meaningful innovation, and a strong sense of purpose. Unlike traditional tech or consulting ecosystems, we offer the chance to work on real-world challenges with tangible outcomes, backed by a culture that values both technical excellence and human connection.
What’s one lesson you’ve learned from leading and shaping a growth-stage centre? For new or emerging GCC leaders, what mindset or principle do you believe makes the biggest difference in this journey?
Kumudini: A key lesson I’ve learned is the importance of intentional culture-building. As growth adds complexity, it’s a shared sense of purpose and values that keeps everything aligned. When we foster a culture of ownership, collaboration, and learning, our colleagues thrive.
For new or emerging GCC leaders, I believe the most impactful mindset is “builder’s mindset with a long-term lens.” It’s not just about scaling operations or hitting KPIs; it’s about shaping something meaningful and sustainable. That means being curious, resilient, and deeply people-centric.
One needs to balance agility with structure, and vision with empathy. The leaders who make the biggest difference are those who listen deeply, empower others, and stay grounded in the ‘why’ behind the growth.
As more women take on strategic roles in GCCs, what progress are you seeing on the ground? What more should organizations and ecosystems do to build sustained pathways for diverse leadership in global roles?
Kumudini: It is great to see real momentum as more women take on strategic roles in GCCs—leading transformations, influencing global decisions, and mentoring others. But to sustain this, organizations must go beyond representation. We need intentional pathways—through sponsorship, leadership development, and inclusive cultures where diverse voices are truly heard and valued.
Want to be featured in our next ‘Leaders Hub’ Spotlight? If you’re leading innovation from a GCC or have a story that can inspire the ecosystem, we’d love to hear from you.
