Novo Nordisk’s India Global Capability Centre Climbs Up the Value Chain

Novo Nordisk’s India Global Capability Centre Climbs Up the Value Chain

Novo Nordisk, the Denmark-headquartered pharmaceutical giant, is steadily expanding the scope and scale of its India-based Global Capability Centre (GCC) in Bengaluru, marking a pivotal shift in its global operations. What started in 2007 as a support centre has today become a core strategic hub, contributing across the entire pharmaceutical value chain—from research and development (R&D) to regulatory affairs and supply chain planning.

An Expanding Role in Global Operations

The Novo Nordisk Global Business Services (NN GBS) in India, originally focused on transactional tasks like finance, data management, and intellectual property, now houses over 4,500 professionals. This diverse team includes engineers, doctors, data scientists, statisticians, and IT specialists, all collaborating to support global operations.

According to John Dawber, Corporate Vice President and Managing Director of NN GBS, the centre now contributes to every aspect of the company’s global processes. It is not only involved in backend support but also plays a role in strategic functions such as clinical development, digital innovation, and quality assurance. With India emerging as a key market for diabetes and obesity treatments, the GCC also provides crucial data insights to improve product readiness and market access.

Key Areas of Focus

Novo Nordisk India GCC supports 17 core global functions, including:

• R&D and clinical trials

• Regulatory and medical affairs

• Commercial operations and marketing

• Supply chain and procurement

• IT and digital transformation

• Human resources and finance

By leveraging technologies such as AI and machine learning, the centre is automating routine processes and improving decision-making across functions. Automation in finance, procurement, and medical writing has enabled teams to focus on higher-value strategic tasks.

Moreover, the clinical data management and patient safety departments in India work closely with global counterparts, ensuring faster product delivery timelines while adhering to safety and compliance norms.

Strategic Importance and Talent Ecosystem

Dawber highlights the unique advantage of centralising core functions in India—enabling quick, cohesive collaboration between drug development, regulatory affairs, and commercial teams. This integration enhances efficiency and responsiveness, especially important in a fast-evolving pharmaceutical landscape.

India’s vast and highly skilled talent pool plays a crucial role in this success. The company has established partnerships with top academic institutions like BITS Pilani, IIIT Bangalore, and Manipal Academy of Higher Education to nurture future talent and promote industry-relevant research.

Importantly, the GCC boasts nearly equal gender representation and includes employees from across the country. The company’s focus on diversity, inclusivity, employee wellness, and career progression has helped it maintain a remarkably low attrition rate of just 6%—a rarity in the industry.

Plans for the Future

Looking ahead, Novo Nordisk aims to deepen its capabilities in India across:

• Digital health and data analytics

• R&D and innovation ecosystems

• End-to-end support for clinical trials, regulatory compliance, and commercialization

• Greater integration of emerging technologies to streamline operations and enhance value delivery

India’s growing importance in global healthcare supply chains, coupled with increasing government and private sector investment in biotech and digital infrastructure, provides the ideal backdrop for Novo Nordisk’s long-term ambitions.

The company’s goal is to transform its India GCC into an even more strategic global pillar—helping deliver accessible, high-quality healthcare solutions to millions worldwide.