Proposed changes to the US H-1B visa programme could accelerate a shift in how global companies deploy technology talent. A proposed $100,000 fee per H-1B petition, alongside tighter immigration policies, is changing the economics of moving employees to the US.
For companies operating Global Capability Centres (GCCs) in India, the shift could increase the importance of India-based teams. Instead of relocating large numbers of engineers and technology professionals, organisations may increasingly keep more work within distributed teams in India.
The trend is already visible in H-1B application data and in the changing operating models of technology companies. As GCCs take on more complex responsibilities, the opportunity is increasingly moving beyond traditional offshore delivery towards AI, engineering, product development and global technology ownership.
H-1B applications have already declined
US Citizenship and Immigration Services (USCIS) data cited in the source report shows a sharp decline in H-1B petitions from several major Indian IT companies for FY27. Infosys filings, for example, fell substantially compared with FY26, while Tata Consultancy Services and HCL America also recorded significant declines.
The reduction reflects a broader change in how technology companies plan international staffing. The H-1B lottery, lengthy timelines and uncertainty around deployment can make the programme difficult to incorporate into long-term workforce planning.
- Infosys filings were reported at 759 in FY27, compared with 8,886 in FY26.
- TCS filings were reported at 284 in FY27, compared with 5,955 in FY26.
- HCL America filings fell to 387 from 3,855.
- Companies are increasingly using distributed and India-based delivery models.
From onsite staffing to distributed technology teams
The economics of international mobility are changing the question companies ask about global talent. Instead of focusing primarily on how many employees can be placed onsite, organisations are increasingly assessing which roles genuinely require physical relocation.
Many technology capabilities can be delivered effectively through distributed teams. Engineering, AI, data, product development and platform functions can increasingly operate across locations when the right infrastructure and leadership are in place.
At the same time, some roles still benefit from local presence, particularly customer-facing functions, regulatory engagement and work requiring detailed knowledge of a specific market.
- AI, engineering and data functions can increasingly operate through distributed teams.
- Product and platform teams can take on greater ownership from India.
- Customer-facing roles may continue to require local-market presence.
- Regulatory and market-specific functions can still depend on onsite teams.
India’s GCC ecosystem is positioned for higher-value work
India already has a large GCC ecosystem, with more than 2,100 centres employing approximately 2.36 million professionals and generating about $98.4 billion in revenue.
The maturity of these centres means companies do not necessarily have to build advanced capability structures from scratch. Many GCCs already manage products, platforms, engineering, analytics and technology operations for global organisations.
This creates a foundation for additional responsibilities as companies reconsider the economics of international talent mobility.
- More than 2,100 GCCs operate in India.
- Approximately 2.36 million professionals work across the ecosystem.
- The sector generates around $98.4 billion in revenue.
- Advanced GCC functions increasingly include AI, engineering and product ownership.
Demand is shifting towards specialised technology talent
A potential reduction in onsite hiring does not necessarily mean lower demand for technology professionals. Instead, the mix of hiring could change.
Companies are expected to continue looking for specialists in areas such as artificial intelligence, cloud computing, cybersecurity, data engineering and software development. These capabilities are increasingly important as GCCs assume more responsibility for global technology programmes.
The emphasis is therefore likely to be on specialised and experienced professionals rather than purely increasing headcount.
- AI and machine learning expertise.
- Cloud architecture and engineering.
- Cybersecurity and risk management.
- Data engineering and analytics.
- Software and product engineering.
- Technology professionals capable of owning global mandates.
Leadership capacity could become the next constraint
While India has a large technology workforce, building enough leaders who can manage global mandates remains a challenge. The next stage of GCC development requires more than technical delivery; leaders must be able to manage products, platforms, transformation programmes and business outcomes across markets.
This creates a potential constraint if demand for high-value GCC roles grows faster than the supply of experienced leaders.
- Global product and platform ownership.
- AI-led transformation programmes.
- Cross-border stakeholder management.
- Business and technology strategy.
- End-to-end accountability for global outcomes.
What the shift could mean for India’s technology sector
A sustained shift of higher-value technology work to India could change the composition of GCC employment. Rather than simply adding large volumes of operational roles, companies could increase investment in specialised positions with greater responsibility.
Industry estimates cited in the source report suggest that more than half of Indian GCCs expect to increase hiring, with around 150,000 new roles projected over the following year. High-value GCC hiring is also expected to grow faster than overall GCC headcount.
This points towards a potential mix shift, with greater seniority, specialisation and ownership.
- More specialised technology roles.
- Greater demand for senior professionals.
- Expanded ownership of global products and platforms.
- More AI, cloud, cybersecurity and data opportunities.
- Stronger focus on business outcomes rather than task execution.
India’s opportunity is moving beyond cost arbitrage
The proposed H-1B changes could strengthen an evolution that was already underway. As the cost and uncertainty of moving technology professionals across borders increase, companies have greater reason to build capabilities where skilled talent and mature technology ecosystems already exist.
For India, the opportunity is not simply to absorb more jobs. The larger opportunity is to develop global centres for innovation, engineering, AI and product leadership.
The ability to capture this opportunity will depend on talent availability, leadership development and the capacity of GCCs to take ownership of increasingly complex global mandates.
- Build stronger pipelines for advanced technology skills.
- Develop leaders capable of managing global business mandates.
- Expand AI, cloud, cybersecurity and data capabilities.
- Strengthen product and intellectual-property ownership.
- Combine hiring with long-term internal talent development.
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