All GICs (Global In-house Centers) arrive at an inflection point in their life cycle where they revisit their Raison d’etre – their mandate, their operating model maturity for their new mandate, or they simply must make the leap to a new level of scale, complexity and business value add.



The team at CaptiveAide are practitioner-consultants who have run, transformed and managed large scale organizations and complex transformations.As change management enablers, we offer fail-safe solutions to help you bridge the gap between where you are and where you want to get to.

To ensure success, CaptiveAide will go beyond advisory to design, implementation, monitoring & governing across the existing and new strategies and ecosystems.

Our DAR framework for diagnosis and our DIMI framework for Solutioning and Change Implementation are the Insight and Action halves of the whole transformation cycle.

Communication Design, Interim Leadership and Leadership Hiring are key services that are also provided for successful change management.

Transformation and change management diagnostic for the Captive of a storage and information management S&P500 company for movement from Captive 1.0 to 2.0 maturity and doubling in size.

Our client’s India entity had grown with multiple Lines of Business without a prescribed playbook. Captive LOBs were ‘extensions of the parent’, functioning with siloed operations, different structures and operating models. All controls resided with the parent managers, each of whom was running their operations without a unifying model in place, resulting in people issues, governance that was low on metrics, process maturity, standardization.

We started the transformation assignment with extensive cross-border consultations with global and local stakeholders to assess all the ground issues.

We then provided detailed strategic and operational recommendations across all operating parameters including a review of:

  • The business case and mandates (old and new)
  • Organization Structure
  • Operating Models
  • Roles & Responsibilities
  • Culture & Communications
  • Governance, Risk & Controls
  • The new structure facilitated movement to an optimized GSSC with directional path to a COE
  • Provided New Structure, RASCIs , JDs, Operational KPIs, Governance Dashboards and review mechanisms, culture, career & leadership interventions for the new organization
  • Developed an 18-month Change Management roadmap and plan to get to Captive 2.0

Our works resulted in the client being able to develop a clear road map for growth with a shared vision, culture and mandate between parent company and offshore center.

The plan and execution support provided for seamless and smooth workflow across all processes. A new organization structure and operating model brought resilience and optimization to scale and grow the India center. Operating Models and KPIs drive the organization towards superior productivity and performance.

The COEs models for identified areas brought greater ROI from the India center and global stakeholders developed a more comprehensive perspective and methodology to scale their presence at the center.

The medium term goal of 15 – 20% productivity improvements and 2x long term benefits were on track.


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