Talent Management
Resetting governance at a global capability center that outgrew its mandate
A manufacturer's capability centre had tripled in headcount in three years while its decision rights stayed where they were on day one. Headquarters kept escalating routine work back to itself, and the centre's best leaders were leaving for roles with real ownership.
- Sector
- Industrial & Manufacturing
- Region
- North America and India
- Duration
- 14 weeks
- Process areas moved to centre ownership
- 3Process areas moved to centre ownership
- Weeks from diagnostic to adopted model
- 14Weeks from diagnostic to adopted model
- Senior local leadership appointments
- 2Senior local leadership appointments
- 01Ran a governance diagnostic across both headquarters and the centre, interviewing sponsors on each side separately.
- 02Rebuilt the decision rights framework so process ownership sat with named centre leaders.
- 03Designed a leadership capability roadmap and identified where the local bench needed external hires.
- 04Established a quarterly governance review with a shared value measurement framework.
Outcome
What changed.
- Decision rights documented and adopted for the centre's three largest process areas.
- Two senior local appointments made against the new operating model.
- Quarterly governance cadence running with headquarters sponsorship.
Representative mandate profiles. Client identities are withheld and details are generalised to protect confidentiality.
Next step
Bring us a mandate with the same shape.
Every engagement starts with a confidential conversation about the business moment behind the role — no pitch deck, no obligation.
