GCC Value-Perception Gap

Everest Group's finding (GCC Philippines Summit 2026 (PHx)) that enterprise leaders perceive a GCC's value as ~20% lower than the GCC's own leaders rate it — and the gap is widest with the most important stakeholders (the CFO/CIO/BU/regional heads who control mandates and budgets).

The study

A psychometric / focus-group assessment across 18+ companies. Both sides rate the GCC on five dimensions — strategic alignment & role, performance & delivery excellence, innovation & capability enablement, agility & engagement (+1). On key elements, GCC leaders self-rate 4–5/5 where global leaders give 2–3/5. Everest frames it as a "blood test": diagnostic, not prescriptive — it shows where alignment must be built, not the cure.

Why it matters

This disconnect — not poor delivery — is what makes new mandates hard to win, budgets hard to secure, and surprise divestitures/outsourcing possible. "GCC leaders were not wrong, but they were disconnected from the people making the big decisions." A root cause is leadership-mindset divergence (Head vs LT) and over-reporting SLAs instead of business impact.

So what

Run the assessment internally; treat the gap as the cheapest, highest-leverage fix. For the user's Manila IT context this is the headline action in the MIH LT brief. Related: the Headcount-to-Value Pivot (you must prove value), the Chief GBS Orchestrator (owns value realization), and the communication lens in How Bosses Should Talk About AI (Economist).