Dr. Sanjeev Rastogi: Pioneering the Next Frontier of Global Capability Centers

Big companies no longer win by size—they win by speed, sense, and soul. They need talent that doesn’t just fill roles but shapes futures. Solutions that don’t come off the shelf, but out of deep insight. The backstage has become the big stage, and the quiet engine rooms of global firms are now expected to lead the charge.

This is where Dr. Sanjeev Rastogi flips the script. With India’s first-ever multi-industry, multi-functional Global Capability Center (GCC) at Adani Group, he reimagined what a GCC can be—not a service arm, but a strategic nerve center. A place where AI sits alongside empathy, and efficiency walks hand-in-hand with purpose.

We had the privilege of speaking with Dr. Rastogi about this journey—from building future-ready capability centers to infusing purpose into every layer of strategy and operations.

Below is an excerpt from our insightful conversation with the visionary who’s not just responding to global shifts, but designing the systems that drive them.

What inspired you to take on the challenge of building and leading a multi-industry, multi-functional GCC, and how does this role align with your broader leadership vision?

Taking on the challenge of building and leading a multi-functional, cross-industry GCC was a natural extension of my passion for orchestrating enterprise-wide transformation. I saw the GCC not as a traditional support centre but as a strategic enabler and a value creator—a purpose-driven, innovation-led “talent hub” that empowers the enterprise. This role aligns seamlessly with my leadership vision: to build organizations that are agile, inclusive, and future-ready.

Transformation is often described as a journey, but yours has been more of an expedition: bold, high-impact, and deeply human. What has it truly felt like on the inside?

This expedition has been as humbling as it has been empowering. Transformation, at its core, is a deeply human endeavour. It’s not just about process re-engineering or tech upgrades—it’s about rewriting cultural codes. For me, it has meant leading with empathy, unlearning hierarchical models, and co-creating a future that blends generational wisdom with youthful energy. It’s a continuous cycle of reflection, reinvention, and renewed purpose.

You emphasize the importance of “getting the basics right” while unlocking innovation. How do you strike the right balance between operational rigor and breakthrough thinking?

Innovation thrives on a strong foundation. I believe operational excellence is not the antithesis of innovation—it is its launchpad. By embedding disciplined governance and scalable processes, we create a sandbox where breakthrough thinking is not just encouraged but accelerated. It’s about engineering reliability while inspiring curiosity. I strongly believe operational excellence is a way of life.

4. Could you share a transformation story from your career that made a lasting difference—either in performance, culture, or customer experience?

A defining transformation was when we shifted from a command-and-control culture to one rooted in shared leadership. We dismantled silos, democratized decision-making, and built an environment where people felt seen and heard. The result? A significant uptick in engagement scores, faster innovation cycles, and a culture of ownership that permeated across levels.

Having scaled GBS organizations to over 7,000 people, what do you believe are the most vital ingredients for building resilient, high-performing teams?

Resilience stems from trust. When people feel psychologically safe, they take bold decisions, innovate without fear, and rally during crises. Transparent communication, clarity of purpose, and empowering autonomy have been the cornerstones of building such teams. Culture isn’t what you write on a wall; it’s what your team practices every day. I believe leaders should walk the talk and treat others as they want to be treated.

As a member of the SSON Global Advisory Board, what emerging shifts do you see reshaping the shared services landscape?

The shared services ecosystem is undergoing a tectonic shift. GCCs are no longer defined by efficiency alone—they’re becoming orchestras of innovation, automation, and talent development. We’re witnessing the rise of AI-infused operations, hyper-personalized service delivery, and a talent model that’s boundaryless and skill-centric.

Trust and alignment with business leaders are critical. How have you built strong, lasting partnerships across diverse stakeholder groups?

Trust is built in moments, not milestones. It begins with active listening—truly understanding what keeps your stakeholders awake at night. I focus on delivering consistent outcomes, communicating with candor, and co-owning challenges. It’s this alignment of intent and action that transforms transactional relationships into strategic partnerships.

What have been the most profound leadership lessons from driving large-scale change initiatives?

One enduring lesson is the importance of embracing vulnerability as a strength. In large-scale change, not everything goes to plan. Owning that, staying transparent, and inviting collective problem-solving creates a culture of resilience and trust. Leadership today isn’t about having all the answers—it’s about enabling the right questions. Most important is being collaborative and a team player. Also staying connected and being transparent is the key to successfully manage large change initiatives.

9. How do you cultivate a culture that blends empathy, engagement, and performance—especially in a high-velocity, high-stakes environment?

By humanizing performance. It’s not enough to chase metrics; we must also understand the people behind them. I foster cultures where empathy isn’t soft—it’s strategic. We create space for honest dialogue, reward behaviours as much as outcomes, and celebrate effort alongside excellence. This blend fuels sustainable performance. I believe in delegation, developing people and empowering people.

What digital innovations or technologies excite you most when it comes to future-proofing GBS and enabling smarter decisions?

Technologies like AI, digital twins, and cloud-native architectures are radically redefining what’s possible. What excites me most is their ability to turn data into foresight. With real-time insights, predictive modelling, and intelligent automation, we’re moving from reactive operations to proactive, strategic decision-making.

In your view, how will Global Capability Centres redefine their role in the evolving global business ecosystem?

GCCs are evolving into enterprise nerve centres—hubs that drive innovation, enable digital transformation, and nurture global talent. Their role is no longer confined to back-office efficiency; they’re becoming the front-runners of strategic execution, bringing together the best of talent, tech, and transformation.

What core values or philosophies have consistently guided your leadership journey, especially during times of uncertainty?

Empathy, purpose, and authenticity have anchored me through every phase. In uncertain times, people don’t just look for direction—they seek connection. Staying true to values, leading with clarity, and making space for compassion have helped me steer teams through ambiguity with confidence. Developing people and having a strong leadership team is the key to my success.

What legacy are you consciously working to build, not just within your organization but in the global business community?

My legacy is one of inclusive transformation—building organizations where every voice matters and innovation is democratized. I aim to leave behind ecosystems that are not just digitally advanced but deeply human, where talent is nurtured, and change is driven with heart.

You’re known to be a strong advocate of mentorship. How do you identify and nurture future leaders within your teams?

Future leaders are those who show curiosity, courage, and compassion. Through intentional mentorship, reverse mentoring, and cross-functional exposure, we create platforms for these leaders to experiment, learn, and grow. The “talent factory” approach ensures leadership isn’t accidental—it’s architected. I have also advocated and implemented reverse mentoring which has helped me to unlearn and learn new things.

How are you ensuring that the next wave of talent in the GCC space is diverse, empowered, and future-ready?

We’re intentional about embedding DEI into the talent lifecycle—from hiring to leadership development. By designing equitable opportunities and building a culture of psychological safety, we empower individuals to bring their whole selves to work. A diverse team is not only fairer—it’s smarter, more innovative, and more resilient. By creating an ecosystem to provide growth opportunities and growing and grooming talent rather than always looking at hiring external talent.

How has your international experience shaped your worldview and influenced the way you lead complex, multicultural teams?

Working across continents has instilled a deep respect for cultural nuance and global perspectives. It’s taught me that leadership is not one-size-fits-all. Whether it’s time zones or mindsets, leading multicultural teams requires humility, adaptability, and a commitment to inclusive collaboration.

In high-pressure environments, how do you prioritize mental resilience and wellbeing—for yourself and your teams?

Wellbeing is no longer a ‘nice to have’—it’s a leadership imperative. We integrate mental health into our leadership agenda through open conversations, flexible policies, and active support systems. Personally, I prioritize mindfulness and self-reflection to stay grounded, which in turn enables me to show up authentically for my teams.

Was there a defining moment or turning point in your career that shaped the leader you are today?

A pivotal turning point was when I embraced participative leadership over a top-down model. It wasn’t an easy shift, but it transformed how I connect with people and drive change. It reinforced my belief that leadership isn’t about control—it’s about trust, shared vision, and collective impact.